GB921DX L4 and Up Process Decompositions R17.5.1 PDF

Frameworx Standard
Business Process
Framework (eTOM)
Process Decompositions and Descriptions
Business Process Framework

GB921 Addendum DX
Release 17.5.1
April 2018
Latest Update: Frameworx Release 17.5.1 TM Forum Approved

Suitable for Conformance
Version 17.5.1 IPR Mode: RAND
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Addendum DX – Process Decompositions and Descriptions
Business Process Framework (eTOM) R17.5.1
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Table of Contents
Notice ............................................................................................................................................................ 2
Preface..................................................................................................................................................... 109
eTOM Business Process Framework ...................................................................................................... 109
Introduction.............................................................................................................................................. 111
Process Associations and IDs ............................................................................................................ 111
Process Decompositions & Descriptions................................................................................................... 113
1.1.1 Market Strategy & Policy ............................................................................................................. 113
Market Strategy & Policy .................................................................................................................. 113
Gather & Analyze Market Information ............................................................................................. 114
Establish Market Strategy ................................................................................................................. 114
Establish Market Segments ............................................................................................................... 115
Link Market Segments & Products.................................................................................................... 115
Gain Commitment to Marketing Strategy ........................................................................................ 116
1.1.1.1 Gather & Analyze Market Information ..................................................................................... 116
Gather & Analyze Market Information ............................................................................................. 117
Gather Market Information .............................................................................................................. 118
Analyze Market Information ............................................................................................................. 118
1.1.1.2 Establish Market Strategy ......................................................................................................... 119
Establish Market Strategy ................................................................................................................. 119
Establish Market Participation .......................................................................................................... 120
Establish Market Strategy Objectives ............................................................................................... 120
Support Market Strategy .................................................................................................................. 120
Identify Enterprise areas to meet market strategy objectives ......................................................... 121
1.1.1.3 Establish Market Segments....................................................................................................... 121
Establish Market Segments ............................................................................................................... 122
Identify Market Segments................................................................................................................. 122
Manage Market Segments outcome ................................................................................................ 123
Reporting - Specific Market Segments .............................................................................................. 123
1.1.1.4 Link Market Segments & Products............................................................................................ 124
Link Market Segments & Products.................................................................................................... 124
Link consumption profiles & available product families ................................................................... 125
Identify potential new product families for market segments ......................................................... 125

Analyze Market Segment purchase and issues................................................................................. 126

1.1.1.5 Gain Commitment to Marketing Strategy ................................................................................ 126
Gain Commitment to Marketing Strategy ........................................................................................ 127
Identify Stakeholders to Market Strategy ......................................................................................... 127
Gain Market Strategy Stakeholder approval .................................................................................... 128
Gain Enterprise Commitment to Market Strategy ............................................................................ 128
1.1.2 Sales Strategy & Planning ............................................................................................................ 129
Sales Strategy & Planning ................................................................................................................. 129
Develop Sales Relationship ............................................................................................................... 130
Establish Sales Budget....................................................................................................................... 131
Establish Sales Goals and Measures ................................................................................................. 131
Develop Sales Channel Strategy........................................................................................................ 132
Establish Revenue Coverage Plan ..................................................................................................... 132
1.1.3 Sales Forecasting.......................................................................................................................... 133
Sales Forecasting............................................................................................................................... 133
Set Sales Forecast Goal ..................................................................................................................... 134
Gather Forecast Data ........................................................................................................................ 134
Develop Sales Forecast ..................................................................................................................... 135
Distribute Sales Forecast................................................................................................................... 135
Evaluate Sales Forecast Outcomes ................................................................................................... 136
1.1.3.2 Gather Forecast Data ................................................................................................................ 136
Gather Forecast Data ........................................................................................................................ 137
Gather Industry Forecast Data .......................................................................................................... 137
Gather Environmental Forecast Data ............................................................................................... 138
1.1.3.3 Develop Sales Forecast ............................................................................................................. 138
Develop Sales Forecast ..................................................................................................................... 139
Choose Forecast Model .................................................................................................................... 139
Analyze Forecast Data ....................................................................................................................... 140
Prepare Sales Forecast ...................................................................................................................... 140
Approve Sales Forecast ..................................................................................................................... 141
1.1.5 Sales Development ...................................................................................................................... 141
Sales Development ........................................................................................................................... 142
Monitor Sales & Channel Best Practice ............................................................................................ 143

Develop Sales & Channel Proposals .................................................................................................. 143

Develop New Sales Channels & Processes ........................................................................................ 144
1.1.5.1 Monitor Sales & Channel Best Practice .................................................................................... 145
Monitor Sales & Channel Best Practice ............................................................................................ 145
Develop Sales & Channel Requirements ........................................................................................... 146
Monitor Sales & Channel Practices ................................................................................................... 147
1.1.5.2 Develop Sales & Channel Proposals .......................................................................................... 147
Develop Sales & Channel Proposals .................................................................................................. 148
Create Sales Proposals ...................................................................................................................... 149
Gain Sales Proposals Approval .......................................................................................................... 149
1.1.5.3 Develop New Sales Channels & Processes................................................................................ 150
Develop New Sales Channels & Processes ........................................................................................ 150
Develop External Relationships ........................................................................................................ 151
Manage Process & Channel Coordination ........................................................................................ 151
Define Processes & Channels ............................................................................................................ 152
1.1.7 Market Sales Support & Readiness .............................................................................................. 152
Market Sales Support & Readiness ................................................................................................... 153
Support Selling .................................................................................................................................. 154
Manage Sales Inventory .................................................................................................................... 155
1.1.7.7 Support Selling .......................................................................................................................... 156
Support Selling .................................................................................................................................. 157
Ensure Selling Capability ................................................................................................................... 158
Manage Sales Channels..................................................................................................................... 159
Manage Sales Leads .......................................................................................................................... 159
Undertake Selling Trend Analysis...................................................................................................... 160
1.1.7.9 Manage Sales Inventory............................................................................................................ 161
Manage Sales Inventory .................................................................................................................... 161
Identify Relevant Sales Inventory Information ................................................................................. 162
Maintain Sales Inventory facilities .................................................................................................... 163
Manage Sales Inventory Capture ...................................................................................................... 163
Control Sales Inventory Access ......................................................................................................... 163
Ensure Sales Inventory Data Quality ................................................................................................. 164
Track Sales Inventory Usage ............................................................................................................. 165

Identify Sales Inventory Shortcomings ............................................................................................. 165

1.1.8 Sales Channel Management ........................................................................................................ 166
Child process(es) to be determined .................................................................................................. 166
Sales Channel Management ............................................................................................................. 167
1.1.9 Selling ........................................................................................................................................... 168
Selling ................................................................................................................................................ 168
Qualify Selling Opportunity ............................................................................................................... 169
Develop Sales Proposal ..................................................................................................................... 170
Acquire Sales Prospect Data ............................................................................................................. 171
Cross/Up Sell ..................................................................................................................................... 172
Negotiate Sales/Contract .................................................................................................................. 172
Manage Sales Accounts .................................................................................................................... 174
1.1.9.1 Qualify & Educate Customer..................................................................................................... 175
Qualify Selling Opportunity ............................................................................................................... 175
Define Alternative/Customized Solutions......................................................................................... 176
Assess Potential Development & Risk............................................................................................... 177
Assess Strategic Impacts ................................................................................................................... 177
Ensure Sales Prospect Expectations Met .......................................................................................... 178
1.1.9.3 Acquire Sales Prospect Data ..................................................................................................... 179
Acquire Sales Prospect Data ............................................................................................................. 179
Determine Required Sales Prospect Data ......................................................................................... 180
Capture & Record Sales Prospect Data ............................................................................................. 180
1.1.9.4 Cross/Up Sell ............................................................................................................................. 181
Cross/Up Sell ..................................................................................................................................... 182
Analyze Customer or Other Party Trends ......................................................................................... 183
Recommend Appropriate Product Offering(s).................................................................................. 183
1.1.9.4 Develop Sales Proposal ............................................................................................................. 184
Develop Sales Proposal ..................................................................................................................... 184
Ascertain Sales Prospect Requirements ........................................................................................... 186
Determine Support for Sales Prospect Requirements ...................................................................... 186
Develop Proposal against Sales Prospect Requirements .................................................................. 187
1.1.9.5 Negotiate Sales/Contract .......................................................................................................... 188
Negotiate Sales/Contract .................................................................................................................. 188

Manage Sales Agreement ................................................................................................................. 190

Create Customer or Party Order Request ......................................................................................... 190
1.1.9.6 Manage Sales Accounts ............................................................................................................ 191
Manage Sales Accounts .................................................................................................................... 191
Contact Customer or Other Party (on regular basis) ........................................................................ 192
Update Sales Repository ................................................................................................................... 193
1.1.11 Contact/Lead/Prospect Management ....................................................................................... 193
Contact/Lead/Prospect Management .............................................................................................. 194
Manage Sales Contact ....................................................................................................................... 195
Manage Sales Lead............................................................................................................................ 195
Manage Sales Prospect ..................................................................................................................... 196
1.1.11.1 Manage Sales Contact............................................................................................................. 197
Manage Sales Contact ....................................................................................................................... 197
Create Sales Contact ......................................................................................................................... 198
Develop Sales Contact....................................................................................................................... 199
1.1.11.1.2 Develop Sales Contact ......................................................................................................... 199
Develop Sales Contact....................................................................................................................... 200
Initiate Interaction With Sales Contact ............................................................................................. 200
Record Additional Sales Contact Information................................................................................... 201
Analyze Sales Contact Interaction..................................................................................................... 201
1.1.11.2 Manage Sales Lead.................................................................................................................. 202
Manage Sales Lead............................................................................................................................ 202
Identify Sales Lead ............................................................................................................................ 203
Develop Sales Lead ........................................................................................................................... 203
Evaluate Sales Lead ........................................................................................................................... 204
1.1.11.2.2 Develop Sales Lead .............................................................................................................. 204
Record Additional Sales Lead Information........................................................................................ 205
Develop Sales Lead ........................................................................................................................... 206
Initiate Interaction With Sales Lead .................................................................................................. 206
1.1.11.3 Manage Sales Prospect ........................................................................................................... 207
Manage Sales Prospect ..................................................................................................................... 207
Identify Sales Prospect ...................................................................................................................... 208
Develop Sales Prospect ..................................................................................................................... 209

Evaluate Sales Prospect .................................................................................................................... 209

1.1.11.3.2 Develop Sales Prospect ........................................................................................................ 210
Develop Sales Prospect ..................................................................................................................... 210
Initiate Interaction With Sales Prospect ........................................................................................... 211
Gather Sales Prospect Needs ............................................................................................................ 211
Analyze Sales Prospect Needs........................................................................................................... 212
1.1.12 Market Performance Management ........................................................................................... 213
Market Performance Management .................................................................................................. 214
1.1.13 Sales Performance Management............................................................................................... 214
Sales Performance Management ...................................................................................................... 215
Set Sales Performance Goals ............................................................................................................ 215
Track/Monitor Sales Performance .................................................................................................... 216
Analyze Sales Performance ............................................................................................................... 216
Report On Sales Performance ........................................................................................................... 217
Improve Sales Performance .............................................................................................................. 217
1.1.14 Marketing Communications....................................................................................................... 218
Marketing Communications.............................................................................................................. 218
Define Marketing Communications Strategy .................................................................................... 219
Ensure Marketing Communication Capability .................................................................................. 219
Develop Marketing Communication ................................................................................................. 220
Deliver Marketing Communication Collateral .................................................................................. 221
Monitor Marketing Communication Effectiveness........................................................................... 221
Modify Marketing Communication ................................................................................................... 222
Archive Marketing Communication .................................................................................................. 222
Undertake Marketing Communications Trend Analysis ................................................................... 223
1.1.14.3 Develop Marketing Communication ....................................................................................... 223
Develop Marketing Communication ................................................................................................. 224
Develop Marketing Communication Message .................................................................................. 224
Select Marketing Communication Delivery Channels....................................................................... 225
Produce Marketing Communication Collateral ................................................................................ 225
Customize Marketing Communication Collateral ............................................................................. 226
1.1.14.4 Deliver Marketing Communication Collateral ........................................................................ 226

Deliver Marketing Communication Collateral .................................................................................. 227

Manage Marketing Communication Channel Capability .................................................................. 228
Manage Marketing Communication Channel Resources ................................................................. 228
Issue Marketing Communication ...................................................................................................... 228
1.1.14.5 Monitor Marketing Communication Effectiveness................................................................. 229
Monitor Marketing Communication Effectiveness........................................................................... 229
Develop Marketing Communication Metrics .................................................................................... 230
Gather Marketing Communication Metrics ...................................................................................... 231
Analyze Marketing Communication Metrics .................................................................................... 231
Suggest Marketing Communication Change..................................................................................... 232
1.1.15 Marketing Campaign Management ........................................................................................... 232
Marketing Campaign Management .................................................................................................. 232
Plan Marketing Campaign ................................................................................................................. 233
Ensure Marketing Campaign Capability ............................................................................................ 234
Develop Marketing Campaign........................................................................................................... 235
Launch Marketing Campaign ............................................................................................................ 235
Monitor Marketing Campaign Effectiveness .................................................................................... 236
Modify Marketing Campaign ............................................................................................................ 237
End Marketing Campaign .................................................................................................................. 237
Undertake Marketing Campaigns Trend Analysis ............................................................................. 238
1.1.15.3 Develop Marketing Campaign ................................................................................................ 238
Develop Marketing Campaign........................................................................................................... 239
Create Marketing Campaign ............................................................................................................. 240
Define Marketing Campaign Criteria ................................................................................................ 240
Define Marketing Campaign Proposition.......................................................................................... 241
Design Marketing Campaign Workflow ............................................................................................ 241
Obtain Marketing Campaign Agreement .......................................................................................... 242
1.1.15.4 Launch Marketing Campaign .................................................................................................. 242
Launch Marketing Campaign ............................................................................................................ 242
Manage Marketing Campaign Channel Capability ............................................................................ 243
Manage Marketing Campaign Channel Resources ........................................................................... 244
Complete Marketing Campaign Launch............................................................................................ 244
1.1.15.5 Monitor Marketing Campaign Effectiveness .......................................................................... 245

Monitor Marketing Campaign Effectiveness .................................................................................... 245

Develop Marketing Campaign Metrics ............................................................................................. 246
Gather Marketing Campaign Metrics ............................................................................................... 246
Analyze Marketing Campaign Metrics .............................................................................................. 247
Suggest Marketing Campaign Change .............................................................................................. 247
1.1.16 Brand Management ................................................................................................................... 248
Brand Management .......................................................................................................................... 249
1.1.17 Market Research ........................................................................................................................ 249
Market Research ............................................................................................................................... 251
1.1.18 Advertising ................................................................................................................................. 251
Advertising ........................................................................................................................................ 253
1.1.19 Loyalty Program Management .................................................................................................. 253
Loyalty Program Management ......................................................................................................... 254
Loyalty Program Development & Retirement .................................................................................. 255
Loyalty Program Operation ............................................................................................................... 256
1.1.19.1 Loyalty Program Development & Retirement ........................................................................ 257
Loyalty Program Development & Retirement .................................................................................. 257
Define Loyalty Program Requirements ............................................................................................. 258
Develop Loyalty Program Strategy.................................................................................................... 258
Develop Loyalty Program .................................................................................................................. 259
Prototype Loyalty Program ............................................................................................................... 260
Conduct Loyalty Program Acceptance Testing ................................................................................. 260
Rollout/Launch Loyalty Program....................................................................................................... 261
Evaluate Loyalty Program ................................................................................................................. 262
Amend Loyalty Program.................................................................................................................... 262
Terminate Loyalty Program .............................................................................................................. 263
1.1.19.1.1 Define Loyalty Program Requirements ................................................................................ 264
Define Loyalty Program Requirements ............................................................................................. 264
Conduct Loyalty Program Analysis .................................................................................................... 265
Identify Loyalty Program Requirements ........................................................................................... 265

Identify Potential Loyalty Program Issues......................................................................................... 266

1.1.19.1.2 Develop Loyalty Program Strategy ...................................................................................... 267
Develop Loyalty Program Strategy.................................................................................................... 267
Define Loyalty Program Strategy Objectives .................................................................................... 268
Identify Loyalty Program Benefits..................................................................................................... 268
Identify Loyalty Program Process Interactions ................................................................................. 269
Approve Loyalty Program Strategy ................................................................................................... 269
1.1.19.1.3 Develop Loyalty Program ..................................................................................................... 270
Develop Loyalty Program .................................................................................................................. 270
Define Loyalty Program..................................................................................................................... 271
Define Loyalty Program Interaction Plan .......................................................................................... 272
Define Loyalty Program Key Performance Indicator ........................................................................ 272
Develop Loyalty Program Partnership .............................................................................................. 273
1.1.19.1.3.1 Define Loyalty Program .................................................................................................... 274
Define Loyalty Program..................................................................................................................... 274
Define Loyalty Program Currency ..................................................................................................... 275
Define Loyalty Program Structure..................................................................................................... 275
Design Loyalty Program Card ............................................................................................................ 276
Define Loyalty Program Joining Requirements ................................................................................. 277
Define Loyalty Program Earning Method.......................................................................................... 277
Define Loyalty Program Reward ....................................................................................................... 278
1.1.19.1.3.4 Develop Loyalty Program Partnership .............................................................................. 279
Develop Loyalty Program Partnership .............................................................................................. 279
Identify Loyalty Program Partnership Opportunity .......................................................................... 280
Manage Loyalty Program Partnership .............................................................................................. 280
1.1.19.2 Loyalty Program Operation..................................................................................................... 281
Loyalty Program Operation ............................................................................................................... 281
Become Loyalty Program Participant................................................................................................ 282
Earn Loyalty Program Currency ........................................................................................................ 283
Earn Loyalty Program Reward........................................................................................................... 284
Redeem Loyalty Program Currency .................................................................................................. 284
Manage Loyalty Program Account .................................................................................................... 285
Leave Loyalty Program ...................................................................................................................... 286

Provide Loyalty Program Operation Report...................................................................................... 286

1.1.19.2.1 Become Loyalty Program Participant................................................................................... 287
Become Loyalty Program Participant................................................................................................ 287
Provide Loyalty Program Invitation .................................................................................................. 288
Join Loyalty Program ......................................................................................................................... 289
Provide Loyalty Program Participant Package .................................................................................. 290
1.1.19.2.1.2 Join Loyalty Program ......................................................................................................... 290
Join Loyalty Program ......................................................................................................................... 291
Establish Loyalty Program Participant .............................................................................................. 292
Accept Loyalty Program Agreement ................................................................................................. 292
Establish Loyalty Program Profile ..................................................................................................... 293
1.1.19.2.1.3 Provide Loyalty Program Participant Package .................................................................. 293
Provide Loyalty Program Participant Package .................................................................................. 294
Create Loyalty Program Participant Package .................................................................................... 295
Produce Loyalty Program Participant Card ....................................................................................... 295
Issue Loyalty Program Participant Package ...................................................................................... 295
1.1.19.2.2 Earn Loyalty Program Currency ........................................................................................... 296
Earn Loyalty Program Currency ........................................................................................................ 296
Earn Loyalty Program Currency From Enterprise ............................................................................. 297
Earn Loyalty Program Currency From Enterprise Partner ................................................................ 297
Add Loyalty Program Currency to Loyalty Account .......................................................................... 298
Provide Manage Loyalty Program Account Notification................................................................... 298
Provide Earned Loyalty Program Reward Notification ..................................................................... 299
1.1.19.2.2.2 Earn Loyalty Program Currency From Enterprise Partner ................................................ 300
Earn Loyalty Program Currency From Enterprise Partner ................................................................ 300
Receive Loyalty Partner Currency Communication .......................................................................... 301
Calculate Loyalty Program Currency ................................................................................................. 301
1.1.19.2.3 Earn Loyalty Program Reward ............................................................................................. 302
Earn Loyalty Program Reward........................................................................................................... 302
Create Loyalty Program Reward ....................................................................................................... 303
Provide Loyalty Program Reward Notification.................................................................................. 304
1.1.19.2.4 Redeem Loyalty Program Currency ..................................................................................... 304
Redeem Loyalty Program Currency .................................................................................................. 305

Make Loyalty Program Redemption ................................................................................................. 306

Reduce Loyalty Program Account Balance ....................................................................................... 307
1.1.19.2.5 Manage Loyalty Program Account ....................................................................................... 307
Manage Loyalty Program Account .................................................................................................... 307
Update Loyalty Program Account ..................................................................................................... 308
Manage Loyalty Program Account Currency .................................................................................... 309
Provide Loyalty Account Communication ......................................................................................... 309
1.1.19.2.5.3 Provide Loyalty Account Communication ......................................................................... 310
Provide Loyalty Account Communication ......................................................................................... 311
Prepare Loyalty Account Communication ........................................................................................ 312
Send Loyalty Account Communication ............................................................................................. 312
1.1.19.2.6 Leave Loyalty Program ......................................................................................................... 313
Leave Loyalty Program ...................................................................................................................... 313
Initiate Leaving Loyalty Program....................................................................................................... 314
Complete Leaving Loyalty Program .................................................................................................. 315
1.1.19.2.7 Provide Loyalty Program Operation Report ........................................................................ 315
Provide Loyalty Program Operation Report...................................................................................... 316
Provide Loyalty Program Status ........................................................................................................ 317
Analyze Loyalty Program Trend ........................................................................................................ 317
Identify Loyalty Program Abuse ........................................................................................................ 318
1.2.1 Product & Offer Portfolio Planning .............................................................................................. 318
Product & Offer Portfolio Planning ................................................................................................... 319
Gather & Analyze Product Information ............................................................................................ 319
Establish Product Portfolio Strategy ................................................................................................. 320
Produce Product Portfolio Business Plans ........................................................................................ 321
Gain Commitment to Product Business Plans .................................................................................. 321
1.2.1.1 Gather & Analyze Product Information .................................................................................... 322
Gather & Analyze Product Information ............................................................................................ 322
Gather Product Information ............................................................................................................. 323
Analyze Product Information ............................................................................................................ 324
1.2.1.2 Establish Product Portfolio Strategy ......................................................................................... 324
Establish Product Portfolio Strategy ................................................................................................. 325
Define Overall Product Portfolios Structure ..................................................................................... 326

Implement Product Portfolio Management Functions ..................................................................... 326

1.2.1.3 Produce Product Portfolio Business Plans ................................................................................ 327
Produce Product Portfolio Business Plans ........................................................................................ 327
Co-ordinate Product Business Plans ................................................................................................. 328
Develop Product Portfolio Forecasts ................................................................................................ 328
Negotiate Product Business Plan Resources..................................................................................... 329
Develop Outline Market Strategy ..................................................................................................... 329
Develop Product Pricing Strategy ..................................................................................................... 330
Develop Revenue/Cost Projections .................................................................................................. 330
Develop Product Performance Requirements .................................................................................. 331
Develop Product Operational Requirements.................................................................................... 331
Gain Business Plan Commitment and Approval................................................................................ 331
Communicate Business Plans............................................................................................................ 332
1.2.1.4 Gain Commitment to Product Business Plans .......................................................................... 332
Gain Commitment to Product Business Plans .................................................................................. 333
Identify Stakeholders to Product Business plans .............................................................................. 333
Gain Product Business Plans Stakeholders Approval ........................................................................ 334
Gain Enterprise Commitment to Product Business plans ................................................................. 335
1.2.2 Product & Offer Capability Delivery............................................................................................. 335
Product & Offer Capability Delivery .................................................................................................. 336
Define Product Capability Requirements.......................................................................................... 336
Capture Product Capability Shortfalls ............................................................................................... 337
Approve Product Business Case ........................................................................................................ 337
Deliver Product Capability ................................................................................................................ 338
Manage Handover to Product Operations........................................................................................ 339
Manage Product Capability Delivery Methodology .......................................................................... 339
1.2.2.1 Define Product Capability Requirements.................................................................................. 340
Define Product Capability Requirements.......................................................................................... 340
Capture Product Infrastructure Requirements ................................................................................. 341
Agree Product Infrastructure Requirements .................................................................................... 342
Report Product Infrastructure Requirements................................................................................... 342
1.2.2.2 Capture Product Capability Shortfalls ....................................................................................... 343
Capture Product Capability Shortfalls ............................................................................................... 343

Capture Product Capacity Shortfalls ................................................................................................. 344

Capture Product Performance Shortfalls .......................................................................................... 344
Capture Product Operational Support Shortfalls .............................................................................. 345
1.2.2.3 Approve Product Business Case ................................................................................................ 345
Approve Product Business Case ........................................................................................................ 346
Develop Product Business Case ........................................................................................................ 347
Gain Product Business Case Approval............................................................................................... 347
1.2.2.4 Deliver Product Capability ........................................................................................................ 348
Deliver Product Capability ................................................................................................................ 348
Co-ordinate Product Capability Delivery .......................................................................................... 349
Track Product Capability Business Case Costs .................................................................................. 350
Ensure Product Capability Benefits & Operational Costs ................................................................. 350
1.2.2.5 Manage Handover to Product Operations................................................................................ 351
Manage Handover to Product Operations........................................................................................ 351
Co-ordinate Product Operational Handover..................................................................................... 352
Validate Product Infrastructure Design ............................................................................................ 352
Ensure Product Handover Support ................................................................................................... 353
1.2.2.6 Manage Product Capability Delivery Methodology .................................................................. 353
Manage Product Capability Delivery Methodology .......................................................................... 354
Define Product Capability Delivery Methodology ............................................................................ 355
Maintain Product Capability Delivery Repository ............................................................................. 355
1.2.4 Product Support & Readiness ...................................................................................................... 356
Product Support & Readiness ........................................................................................................... 356
Support Customer QoS/SLA .............................................................................................................. 357
Manage Product Offering Inventory ................................................................................................. 358
1.2.4.1 Support Customer QoS/SLA ...................................................................................................... 360
Support Customer QoS/SLA .............................................................................................................. 360
Ensure Customer QoS/SLA Capability ............................................................................................... 361
Proactive performance Monitoring .................................................................................................. 362
Monitor and Report on QoS/SLA capability .................................................................................... 362
1.2.4.2 Manage Product Offering Inventory ......................................................................................... 363
Manage Product Offering Inventory ................................................................................................. 363
Identify Relevant Product Offering Inventory Information .............................................................. 364

Maintain Product Offering Inventory facilities ................................................................................. 365

Manage Product Offering Inventory Capture ................................................................................... 365
Control Product Offering Inventory Access ...................................................................................... 366
Ensure Product Offering Inventory Data Quality .............................................................................. 366
Track Product Offering Inventory Usage........................................................................................... 367
Identify Product Offering Inventory Shortcomings........................................................................... 367
1.2.5 Product Configuration Management ........................................................................................... 368
Product Configuration Management ................................................................................................ 368
Manage Product Configuration Specification ................................................................................... 369
Manage Product Configuration......................................................................................................... 370
1.2.6 Product Performance Management ............................................................................................ 370
Product Performance Management ................................................................................................. 371
Monitor Product Offerings................................................................................................................ 371
Monitoring Product Offering Performance Analyses ....................................................................... 372
Aggregate QoS Performance Analysis............................................................................................... 372
Assist Trend Analysis Development .................................................................................................. 373
Log Product Offering Analysis Results .............................................................................................. 373
Agree Service Outages ...................................................................................................................... 374
Track Customer QoS/SLA Management Process Capability ............................................................. 374
Manage Customer QoS/SLA Management Notification ................................................................... 375
Undertake QoS/SLA Performance Trend Analysis ............................................................................ 375
1.2.7 Product Specification & Offering Development & Retirement.................................................... 376
Product Specification & Offering Development & Retirement......................................................... 376
Product Specification Development & Retirement .......................................................................... 377
Product Offering Development & Retirement .................................................................................. 378
1.2.7.1 Product Specification Development & Retirement .................................................................. 379
Product Specification Development & Retirement .......................................................................... 379
Gather & Analyze New Product Specification Ideas ......................................................................... 381
Develop New Product Specification Business Proposal .................................................................... 381
Develop Detailed Product Specification ........................................................................................... 382
Manage Product Specification Development ................................................................................... 383
Remove Product Specification .......................................................................................................... 384
1.2.7.1.1 Gather & Analyze New Product Specification Ideas .............................................................. 384

Gather & Analyze New Product Specification Ideas ......................................................................... 385

Gather Product Specification Ideas................................................................................................... 386
Identify Product Specification Opportunities and Requirements ..................................................... 386
Develop New Product Specification Opportunity Concepts ............................................................. 387
1.2.7.1.2 Develop New Product Specification Business Proposal......................................................... 387
Develop New Product Specification Business Proposal .................................................................... 387
Identify New Product Specification Requirements ........................................................................... 388
Identify New Product Specification Development Costs and Anticipated Benefits ......................... 389
Assess New Product Specification Risks and Competitive Positioning ............................................. 389
Develop New Product Specification Feasibility Assessment ............................................................ 390
Prepare New Product Specification Business Proposal .................................................................... 390
Issue New Product Specification Business Proposal Notification ..................................................... 391
Approve New Product Specification Business Proposal ................................................................... 391
1.2.7.1.2.5 Prepare New Product Specification Business Proposal ...................................................... 392
Prepare New Product Specification Business Proposal .................................................................... 393
Provide New Product Specification Business Proposal Notification ................................................ 394
Manage New Product Specification Involved Party .......................................................................... 394
1.2.7.1.3 Develop Detailed Product Specification ................................................................................ 395
Develop Detailed Product Specification ........................................................................................... 395
Develop Detailed Product Commercial Specifications...................................................................... 396
Develop Detailed Product Technical Specifications .......................................................................... 397
Develop Detailed Product Performance Specifications .................................................................... 398
Develop Detailed Product Operational Specifications...................................................................... 398
Develop Detailed Product Customer Manuals.................................................................................. 399
1.2.7.1.3.1 Develop Detailed Product Commercial Specifications ....................................................... 400
Develop Detailed Product Commercial Specifications...................................................................... 400
Define Product Specification............................................................................................................. 401
Define Product Specification Features/Properties ........................................................................... 401
Define Product Specification Type .................................................................................................... 402
Associate Price to Product Specification........................................................................................... 403
Define Inter-Product Specification Association ................................................................................ 403
Ensure Product Specification Documentation Production ............................................................... 404
1.2.7.2 Product Offering Development & Retirement .......................................................................... 404

Product Offering Development & Retirement .................................................................................. 404

Product Offering Lifecycle Management .......................................................................................... 405
Product Offering Pricing.................................................................................................................... 406
Product Offering Cataloging.............................................................................................................. 407
Product Offering Agreement Management ...................................................................................... 408
Product Offering Prototyping ........................................................................................................... 408
Product Offering Promotion Development ...................................................................................... 409
1.2.7.2.1 Product Offering Lifecycle Management ............................................................................... 410
Product Offering Lifecycle Management .......................................................................................... 410
Gather & Analyze New Product Offering Ideas................................................................................. 411
Develop New Product Offering Business Proposal ........................................................................... 412
Develop Detailed Product Offering ................................................................................................... 413
Conduct Product Offering Acceptance Testing ................................................................................. 414
Assess Performance of Existing Product Offering ............................................................................. 414
Manage Product Offering Exit........................................................................................................... 415
Rollout/Launch Product Offering ...................................................................................................... 416
Manage Product Offering Development........................................................................................... 416
1.2.7.2.1.1 Gather & Analyze New Product Offering Ideas .................................................................. 417
Gather & Analyze New Product Offering Ideas................................................................................. 418
Gather Product Offering Ideas .......................................................................................................... 419
Identify Product Offering Opportunities and Requirements ............................................................ 419
Develop New Product Offering Opportunity Concepts .................................................................... 420
1.2.7.2.1.2 Develop New Product Offering Business Proposal ............................................................. 420
Develop New Product Offering Business Proposal ........................................................................... 420
Identify New Product Offering Requirements .................................................................................. 421
Identify New Product Offering Development Costs and Anticipated Benefits ................................. 422
Assess New Product Offering Risks and Competitive Positioning .................................................... 422
Develop New Product Offering Feasibility Assessment .................................................................... 423
Prepare New Product Offering Business Proposal............................................................................ 423
Provide New Product Offering Business Proposal Notification ....................................................... 424
Approve New Product Offering Business Proposal........................................................................... 425
1.2.7.2.1.2.6 Provide New Product Offering Business Proposal Notification ...................................... 425
Provide New Product Offering Business Proposal Notification ....................................................... 426

Manage New Product Offering Involved Party ................................................................................. 427

Issue New Product Offering Business Proposal Notification ............................................................ 427
1.2.7.2.1.3 Develop Detailed Product Offering ..................................................................................... 428
Develop Detailed Product Offering ................................................................................................... 428
Develop Detailed Product Offering Commercial Specifications ....................................................... 429
Develop Detailed Product Offering Performance Specifications ...................................................... 430
1.2.7.2.1.3.1 Develop Detailed Product Offering Commercial Specifications ...................................... 431
Develop Detailed Product Offering Commercial Specifications ....................................................... 431
Define Product Offering .................................................................................................................... 432
Define Product Offering Features/Properties................................................................................... 432
Associate Price to Product Offering .................................................................................................. 433
Define Inter-Product Offering Association........................................................................................ 433
Define Product Offering Associations ............................................................................................... 434
Ensure Product Offering Documentation Production....................................................................... 434
1.2.7.2.1.4 Conduct Product Offering Acceptance Testing ................................................................... 435
Conduct Product Offering Acceptance Testing ................................................................................. 435
Manage Product Offering Acceptance Testing ................................................................................. 436
Identify Product Offering Issues........................................................................................................ 437
Manage Product Offering Improvements ......................................................................................... 437
Approve Product Offering for Launch/Rollout.................................................................................. 437
1.2.7.2.1.4.1 Manage Product Offering Acceptance Testing ................................................................ 438
Manage Product Offering Acceptance Testing ................................................................................. 438
Define Product Offering Acceptance Test......................................................................................... 439
Identify Product Offering Acceptance Test Participants ................................................................... 439
Conduct Product Offering Acceptance Test ...................................................................................... 440
1.2.7.2.1.6 Manage Product Offering Exit ............................................................................................ 440
Manage Product Offering Exit........................................................................................................... 441
Identify Unviable Product Offering ................................................................................................... 441
Identify Product Offering Exit Impact ............................................................................................... 442
Develop Product Offering Exit Strategies ......................................................................................... 442
Exit Product Offering from Market ................................................................................................... 443
1.2.7.2.1.7 Rollout/Launch Product Offering ........................................................................................ 444
Rollout/Launch Product Offering ...................................................................................................... 444

Develop Product Offering Procedures .............................................................................................. 445

Support Product Offering Operational Introduction ........................................................................ 445
Conduct Operational Readiness Testing ........................................................................................... 446
Accept Product Offering Process Capabilities................................................................................... 446
1.2.7.2.2 Product Offering Pricing......................................................................................................... 447
Product Offering Pricing.................................................................................................................... 447
Standard Product Offering Pricing .................................................................................................... 448
Policy-based Product Offering Pricing .............................................................................................. 448
Algorithmic Product Offering Pricing ................................................................................................ 449
Feature/Property Product Offering Pricing....................................................................................... 450
1.2.7.2.2.1 Standard Product Offering Pricing ...................................................................................... 451
Standard Product Offering Pricing .................................................................................................... 451
Set Product Offering Price................................................................................................................. 452
Develop Product Offering Pricing Plan.............................................................................................. 453
Modify Product Offering Price .......................................................................................................... 454
Obtain Product Offering Price Approval ........................................................................................... 454
Provide Product Offering Price Notification ..................................................................................... 455
Discontinue Product Offering Price .................................................................................................. 455
1.2.7.2.2.1.1 Set Product Offering Price ............................................................................................... 456
Set Product Offering Price................................................................................................................. 456
Create Product Offering Price ........................................................................................................... 457
Define Product Offering Price Event ................................................................................................. 457
Associate Product Offering Price with Geographic Area .................................................................. 458
1.2.7.2.2.1.2 Develop Product Offering Pricing Plan ............................................................................ 458
Develop Product Offering Pricing Plan.............................................................................................. 459
Define Product Offering Price Plan ................................................................................................... 460
Modify Product Offering Price Plan .................................................................................................. 460
1.2.7.2.2.1.3 Modify Product Offering Price ......................................................................................... 461
Modify Product Offering Price .......................................................................................................... 461
Suggest Product Offering Price Modification.................................................................................... 462
Make Product Offering Price Modification ....................................................................................... 463
1.2.7.2.2.1.5 Provide Product Offering Price Notification .................................................................... 463
Provide Product Offering Price Notification ..................................................................................... 464

Manage Pricing Notification Involved Party ..................................................................................... 464

Issue Pricing Notification .................................................................................................................. 465
1.2.7.2.2.2 Policy-based Product Offering Pricing ................................................................................ 465
Policy-based Product Offering Pricing .............................................................................................. 466
Develop Product Offering Price Condition ....................................................................................... 467
Develop Product Offering Price Action ............................................................................................. 467
Develop Product Offering Price Variable .......................................................................................... 468
Develop Product Offering Price Value .............................................................................................. 469
Manage Pricing Policy Association with Product Offering ................................................................ 469
1.2.7.2.2.3 Algorithmic Product Offering Pricing .................................................................................. 470
Algorithmic Product Offering Pricing ................................................................................................ 470
Develop Algorithmic Product Offering Pricing Matrix Specification ................................................ 471
Develop Algorithmic Product Offering Pricing Matrix ..................................................................... 472
1.2.7.2.2.3.1 Develop Algorithmic Product Offering Pricing Matrix Specification............................... 473
Develop Algorithmic Product Offering Pricing Matrix Specification ................................................ 473
Develop Algorithmic Product Offering Pricing Matrix Specification Definition ................................ 474
Develop Algorithmic Product Offering Pricing Matrix Specification Structure................................. 474
1.2.7.2.2.3.2 Develop Algorithmic Product Offering Pricing Matrix .................................................... 475
Develop Algorithmic Product Offering Pricing Matrix ..................................................................... 476
Develop Algorithmic Product Offering Pricing Matrix Definition ..................................................... 477
Develop Algorithmic Product Offering Pricing Matrix Cells .............................................................. 477
1.2.7.2.2.4 Feature/Property Product Offering Pricing ........................................................................ 478
Feature/Property Product Offering Pricing....................................................................................... 479
Develop Simple Feature/Property Product Offering Pricing ............................................................ 479
Develop Complex Feature/Property Product Offering Pricing ......................................................... 480
1.2.7.2.3 Product Offering Cataloging .................................................................................................. 480
Product Offering Cataloging.............................................................................................................. 481
Develop Product Offering Catalog Specification............................................................................... 482
Develop Product Offering Catalog .................................................................................................... 482
Exchange Product Offering Catalog .................................................................................................. 483
1.2.7.2.3.2 Develop Product Offering Catalog ...................................................................................... 483
Develop Product Offering Catalog .................................................................................................... 484
Define Product Offering Catalog ....................................................................................................... 485

Associate Product Offering with Product Offering Catalog .............................................................. 485

1.2.7.2.4 Product Offering Agreement Management ........................................................................... 486
Product Offering Agreement Management ...................................................................................... 486
Define Product Offering Agreement Terms/Conditions ................................................................... 487
Associate Product Offering and Price with Product Offering Agreement ........................................ 488
1.2.7.2.6 Product Offering Promotion Development ........................................................................... 488
Product Offering Promotion Development ...................................................................................... 488
Define Product Offering Promotion Scope ...................................................................................... 489
Ensure Product Offering Promotion Capability ................................................................................ 490
Develop Product Offering Promotion ............................................................................................... 490
Start Product Offering Promotion..................................................................................................... 491
Monitor Product Offering Promotion Effectiveness ......................................................................... 491
Modify Product Offering Promotion ................................................................................................. 492
End Product Offering Promotion ..................................................................................................... 492
Undertake Product Offering Promotion Trend Analysis ................................................................... 493
1.2.7.2.6.3 Develop Product Offering Promotion ................................................................................. 493
Develop Product Offering Promotion ............................................................................................... 494
Create Product Offering Promotion .................................................................................................. 495
Select Product Offering Promotion Delivery Channels ..................................................................... 495
Obtain Product Offering Promotion Agreement .............................................................................. 496
1.2.7.2.6.4 Start Product Offering Promotion....................................................................................... 496
Start Product Offering Promotion..................................................................................................... 496
Manage Product Offering Promotion Channel Capability ................................................................ 497
Manage Product Offering Promotion Channel Resources ................................................................ 497
Wrap-up Start of Product Offering Promotion ................................................................................. 498
1.2.7.2.6.5 Monitor Product Offering Promotion Effectiveness ........................................................... 498
Monitor Product Offering Promotion Effectiveness ......................................................................... 499
Develop Product Offering Promotion Metrics .................................................................................. 499
Gather Product Offering Promotion Metrics .................................................................................... 500
Analyze Product Offering Promotion Metrics................................................................................... 500
Suggest Product Offering Promotion Change ................................................................................... 501
1.2.8 Product Capacity Management ................................................................................................... 501
Product Capacity Management ........................................................................................................ 502

Develop Product Capacity ................................................................................................................. 503

Develop Product Capacity Demand .................................................................................................. 503
1.2.9 Product Offering Purchasing ........................................................................................................ 504
Product Offering Purchasing ............................................................................................................. 504
Initiate Product Offering Purchase ................................................................................................... 505
Manage Product Offering Purchase Selection .................................................................................. 506
Track & Manage Product Offering Purchase .................................................................................... 506
Review Product Offering Purchase ................................................................................................... 507
Complete Product Offering Purchase ............................................................................................... 508
Close Product Offering Purchase ...................................................................................................... 508
Cancel Product Offering Purchase .................................................................................................... 509
Report Product Offering Purchase .................................................................................................... 509
1.2.9.1 Initiate Product Offering Purchase ........................................................................................... 510
Initiate Product Offering Purchase ................................................................................................... 511
Select Outbound Purchase Party ...................................................................................................... 512
Create Product Offering Purchase .................................................................................................... 512
1.2.9.1.1 Select Outbound Purchase Party ........................................................................................... 513
Select Outbound Purchase Party ...................................................................................................... 514
Identify Appropriate Outbound Purchase Parties ............................................................................ 514
Determine Party Pre-Purchase Feasibility ........................................................................................ 515
Select External Party ......................................................................................................................... 516
1.2.9.1.2 Create Product Offering Purchase ......................................................................................... 516
Create Product Offering Purchase .................................................................................................... 517
Create Basic Product Offering Purchase Information ....................................................................... 518
Identify Additional Product Offering Purchase Processing ............................................................... 519
Request Product Offering Purchase Special Handling ...................................................................... 519
Relate Product Offering Purchases ................................................................................................... 520
1.2.9.2 Manage Product Offering Purchase Selection .......................................................................... 520
Manage Product Offering Purchase Selection .................................................................................. 521
Make Product Offering Purchase Selection ...................................................................................... 521
Change Product Offering Purchase Selection ................................................................................... 522
Remove Product Offering Purchase Selection .................................................................................. 523
Return Product Offering Purchase .................................................................................................... 523

1.2.9.2.1 Make Product Offering Purchase Selection ........................................................................... 524

Make Product Offering Purchase Selection ...................................................................................... 524
Make Product Offering Purchase Choice .......................................................................................... 525
Specify Product Offering Purchase Quantity .................................................................................... 525
Choose Product Offering Purchase Price .......................................................................................... 526
Make Other Product Offering Purchase Recommendation .............................................................. 527
1.2.9.2.1.1 Make Product Offering Purchase Choice ............................................................................ 527
Make Product Offering Purchase Choice .......................................................................................... 528
Choose Product Offering to Purchase............................................................................................... 529
Create Customized Product Offering to Purchase ............................................................................ 529
1.2.9.2.1.2 Specify Product Offering Purchase Quantity ...................................................................... 530
Specify Product Offering Purchase Quantity .................................................................................... 530
Select Product Offering Purchase Quantity ...................................................................................... 531
Backorder Chosen Product Offering ................................................................................................. 531
1.2.9.2.4 Return Product Offering Purchase ......................................................................................... 532
Return Product Offering Purchase .................................................................................................... 533
Request Product Offering Purchase Return ...................................................................................... 534
Approve Product Offering Purchase Return ..................................................................................... 534
1.2.9.3 Track & Manage Product Offering Purchase ............................................................................ 535
Track & Manage Product Offering Purchase .................................................................................... 535
Monitor Product Offering Purchase Jeopardy Status ....................................................................... 536
Update Product Offering Purchase ................................................................................................... 537
1.2.9.5 Complete Product Offering Purchase ....................................................................................... 537
Complete Product Offering Purchase ............................................................................................... 537
Finish Product Offering Purchase...................................................................................................... 538
Acknowledge Product Offering Purchase Completion ..................................................................... 539
Coordinate Product Offering Purchase Provisioning ........................................................................ 539
Initiate Additional Product Offering Purchase(s) .............................................................................. 540
1.2.9.7 Cancel Product Offering Purchase ............................................................................................ 540
Cancel Product Offering Purchase .................................................................................................... 541
Receive Product Offering Purchase Cancellation Request ............................................................... 541
Approve Product Offering Purchase Cancellation ............................................................................ 542
Update Product Offering Purchase Status to Cancelled ................................................................... 542

Notify Cancelled Product Offering Purchase Impacted Party ........................................................... 543

1.2.9.8 Report Product Offering Purchase ............................................................................................ 543
Report Product Offering Purchase .................................................................................................... 544
Monitor Product Offering Purchase Status....................................................................................... 545
Manage Product Offering Purchase Status Notification ................................................................... 545
Report Product Offering Purchases Status ....................................................................................... 546
1.2.10 Product Lifecycle Management ................................................................................................. 546
Product Lifecycle Management ........................................................................................................ 546
Product Lifecycle Administration ...................................................................................................... 547
Product Pricing .................................................................................................................................. 548
Proactive Product Maintenance ....................................................................................................... 549
1.2.10.1 Product Lifecycle Administration ............................................................................................ 550
Product Lifecycle Administration ...................................................................................................... 550
Create Product .................................................................................................................................. 551
Specify Party Product Involvement ................................................................................................... 551
Activate Product................................................................................................................................ 552
Modify Product ................................................................................................................................. 553
Remove Product................................................................................................................................ 553
Provide Product Review .................................................................................................................... 554
Inactivate Product ............................................................................................................................. 554
1.2.10.1.1 Create Product ..................................................................................................................... 555
Create Product .................................................................................................................................. 555
Add Product ...................................................................................................................................... 556
Create Product Features/Properties ................................................................................................. 557
1.2.10.1.2 Specify Party Product Involvement...................................................................................... 557
Specify Party Product Involvement ................................................................................................... 558
Define Party Product Involvement.................................................................................................... 559
Define Party Identity Specific Information........................................................................................ 559
1.2.10.2 Product Pricing ........................................................................................................................ 560
Product Pricing .................................................................................................................................. 560
Apply Product Price........................................................................................................................... 561
Update Product Price ........................................................................................................................ 562
Remove Product Price....................................................................................................................... 562

1.2.10.2.1 Apply Product Price.............................................................................................................. 563

Apply Product Price........................................................................................................................... 563
Associate Price to Product ................................................................................................................ 564
Associate Policy to Product Price ...................................................................................................... 564
1.2.10.3 Proactive Product Maintenance ............................................................................................. 565
Proactive Product Maintenance ....................................................................................................... 565
Identify Proactive Maintenance Product .......................................................................................... 566
Request Additional Product Data Collection .................................................................................... 567
Develop Product Proactive Maintenance Program .......................................................................... 567
Request Product Provisioning Activity .............................................................................................. 568
1.3.1 Customer Support & Readiness ................................................................................................... 568
Customer Support & Readiness ........................................................................................................ 568
Support Customer Interface Management ....................................................................................... 569
Support Order Handling .................................................................................................................... 570
Support Problem Handling................................................................................................................ 572
Support Retention & Loyalty............................................................................................................. 573
Manage Customer Inventory ............................................................................................................ 574
Support Bill Invoice Management..................................................................................................... 575
Support Bill Payments & Receivables Management ......................................................................... 575
Support Bill Inquiry Handling ............................................................................................................ 576
Support Charging .............................................................................................................................. 577
Support Manage Billing Events ......................................................................................................... 577
Support Manage Balance .................................................................................................................. 578
1.3.1.1 Support Customer Interface Management............................................................................... 579
Support Customer Interface Management ....................................................................................... 579
Ensure Customer Interface Capability .............................................................................................. 580
Undertake Customer Contacts Trend Analysis ................................................................................. 581
1.3.1.2 Support Order Handling ............................................................................................................ 581
Support Order Handling .................................................................................................................... 581
Ensure Order Handling Capability ..................................................................................................... 583
Forecast Order Handling Requirements ........................................................................................... 584
Capacity Plan Order Handling Infrastructure .................................................................................... 584
Manage Order Handling Organizational Changes............................................................................. 584

Support Order Handling Infrastructure Deployment........................................................................ 585

Approve Order Handling Procedures ................................................................................................ 585
Accept Order Handling Infrastructure .............................................................................................. 586
Address Order Handling infrastructure Issues .................................................................................. 586
Roll-out Order Handling Infrastructure............................................................................................. 587
Detect Order Handling infrastructure Shortfalls............................................................................... 587
Rebalance Order Handling Infrastructure Utilization ....................................................................... 588
Remove Order Handling Infrastructure ............................................................................................ 588
Report Order Handling Infrastructure Capacity ................................................................................ 589
Track Third-Party Order Handling Infrastructure Deployment ......................................................... 589
Report Order Handling Infrastructure Deployment Process Capability ........................................... 590
Manage Order Handling Notification................................................................................................ 590
Undertake Order Handling Trend Analysis ....................................................................................... 591
1.3.1.3 Support Problem Handling........................................................................................................ 591
Undertake Product Offering Trend Analysis [Deleted] ..................................................................... 592
Request Product Offering Data Collection [Deleted] ........................................................................ 592
Request Product Offering Performance Testing [Deleted] ............................................................... 593
Manage Product Offering Maintenance Programs [Deleted]........................................................... 593
Request Provisioning Intervention [Deleted] ................................................................................... 594
Support Problem Handling................................................................................................................ 594
Ensure Product Offering Operation .................................................................................................. 595
Report Product Offering Trend Analysis ........................................................................................... 596
Track Problem Handling Process Capability ...................................................................................... 596
Manage Problem Handling Notification ........................................................................................... 597
Undertake Problem Handling Trend Analysis ................................................................................... 597
1.3.1.4 Support Retention & Loyalty..................................................................................................... 598
Support Retention & Loyalty............................................................................................................. 598
Ensure Retention & Loyalty Capability.............................................................................................. 599
Undertake Retention & Loyalty Trend Analysis ................................................................................ 599
1.3.1.5 Manage Customer Inventory .................................................................................................... 600
Manage Customer Inventory ............................................................................................................ 600
Identify Relevant Customer Inventory Information.......................................................................... 601
Maintain Customer Inventory facilities ............................................................................................ 602

Manage Customer Inventory Capture .............................................................................................. 602

Control Customer Inventory Access.................................................................................................. 602
Ensure Customer Inventory Data Quality ......................................................................................... 603
Track Customer Inventory Usage ...................................................................................................... 604
Identify Customer Inventory Shortcomings ...................................................................................... 604
1.3.1.6 Support Bill Invoice Management............................................................................................. 605
Support Bill Invoice Management..................................................................................................... 605
Determine Bill Invoice Management Capability ............................................................................... 606
Establish & Maintain Bill Invoice Format .......................................................................................... 606
Maintain Bill Customers List ............................................................................................................. 607
Define Billing Cycle ............................................................................................................................ 607
Analyze Billing Trend ......................................................................................................................... 608
Design & Develop Invoicing Process ................................................................................................. 608
1.3.1.7 Support Bill Payments & Receivables Management................................................................. 609
Support Bill Payments & Receivables Management ......................................................................... 610
Determine Bill Payments & Receivables Management Capability ................................................... 610
Analyze Customer Payment Trend.................................................................................................... 611
Administer Customer Payment Processes ........................................................................................ 611
1.3.1.8 Support Bill Inquiry Handling .................................................................................................... 612
Support Bill Inquiry Handling ............................................................................................................ 612
Determine Bill Inquiry Handling Capability ....................................................................................... 613
Manage Billing Policy ........................................................................................................................ 614
Analyze Bill Inquiry Trend ................................................................................................................. 614
1.3.2 Customer Experience Management ............................................................................................ 615
Customer Experience Management ................................................................................................. 615
Customer Experience Maturity Assessment ..................................................................................... 616
Mapping and Analysis of Experience Lifecycles ................................................................................ 617
1.3.2.1 Customer Experience Maturity Assessment ............................................................................. 617
Customer Experience Maturity Assessment ..................................................................................... 618
1.3.2.4 Mapping and Analysis of Experience Lifecycles ........................................................................ 619
Mapping and Analysis of Experience Lifecycles ................................................................................ 619
Select Journey ................................................................................................................................... 619
Record Journey ................................................................................................................................. 620

Analyze Journey ................................................................................................................................ 620

Measure Customer Experience Improvements ................................................................................ 621
1.3.2.4.1 Select Journey ........................................................................................................................ 621
Select Journey ................................................................................................................................... 622
Select Touchpoint ............................................................................................................................. 622
Select Persona ................................................................................................................................... 623
Select Metrics Per Touchpoint .......................................................................................................... 623
1.3.2.4.1.1 Select Touchpoint ............................................................................................................... 624
Select Touchpoint ............................................................................................................................. 625
Select Channel................................................................................................................................... 626
Select Journey Phase......................................................................................................................... 626
1.3.2.4.3 Analyze Journey ..................................................................................................................... 627
Analyze Journey ................................................................................................................................ 627
Analyze Journey Trends .................................................................................................................... 628
Analyze Root Causes ......................................................................................................................... 628
Analyze Touchpoint trigger ............................................................................................................... 629
Analyze Across Journeys ................................................................................................................... 629
Recommend Customer Experience Improvement............................................................................ 629
1.3.3 Order Handling............................................................................................................................. 630
Order Handling .................................................................................................................................. 630
Determine Customer Order Feasibility ............................................................................................. 631
Authorize Credit ................................................................................................................................ 632
Track & Manage Customer Order Handling ...................................................................................... 632
Complete Customer Order ................................................................................................................ 633
Issue Customer Orders...................................................................................................................... 634
Report Customer Order Handling ..................................................................................................... 635
Close Customer Order ....................................................................................................................... 636
1.3.3.1 Determine Customer Order Feasibility ..................................................................................... 636
Determine Customer Order Feasibility ............................................................................................. 637
Perform Impact Analysis ................................................................................................................... 638
Check offering availability ............................................................................................................... 638
Check Offering feasibility .................................................................................................................. 639
1.3.3.4 Track & Manage Customer Order Handling.............................................................................. 639

Track & Manage Customer Order Handling ...................................................................................... 639

Manage Customer Order .................................................................................................................. 640
Track Customer Order....................................................................................................................... 641
Update Order Repository .................................................................................................................. 641
1.3.3.6 Issue Customer Orders.............................................................................................................. 642
Issue Customer Orders...................................................................................................................... 643
Assess Customer Order ..................................................................................................................... 644
Issue Customer Order ....................................................................................................................... 645
1.3.3.7 Report Customer Order Handling ............................................................................................. 645
Report Customer Order Handling ..................................................................................................... 646
Monitor Customer Order Status ....................................................................................................... 647
Manage Customer Order Status Notification ................................................................................... 647
Report Customer Order Status ......................................................................................................... 647
1.3.4 Customer Management ............................................................................................................... 648
Customer Management .................................................................................................................... 648
Enable Retention & Loyalty............................................................................................................... 649
Establish Customer Relationship....................................................................................................... 650
Re-establish Customer Relationship ................................................................................................. 650
Terminate Customer Relationship .................................................................................................... 651
1.3.4.1 Enable Retention & Loyalty....................................................................................................... 652
Enable Retention & Loyalty............................................................................................................... 652
Build Customer Insight ...................................................................................................................... 653
Analyze & Manage Customer Risk .................................................................................................... 653
Personalize Customer Profile for Retention & Loyalty ..................................................................... 654
Validate Customer Satisfaction ......................................................................................................... 655
1.3.4.1.1 Build Customer Insight ........................................................................................................... 655
Build Customer Insight ...................................................................................................................... 656
Gather Customer Information .......................................................................................................... 657
Report Customer Information .......................................................................................................... 657
1.3.4.1.2 Analyze & Manage Customer Risk ......................................................................................... 658
Analyze & Manage Customer Risk .................................................................................................... 658
Ensure Risk Analysis Basis ................................................................................................................. 659
Ensure Consistent Risk Analysis ........................................................................................................ 659

Determine Customer Risk ................................................................................................................. 660

Identify Risk Management Treatment .............................................................................................. 660
1.3.4.1.3 Personalize Customer Profile for Retention & Loyalty .......................................................... 661
Personalize Customer Profile for Retention & Loyalty ..................................................................... 661
Collect Customer Personalization Information ................................................................................. 662
Provide Customer Personalization Information ............................................................................... 663
Ensure Customer Personalization Opportunities.............................................................................. 663
1.3.4.1.4 Validate Customer Satisfaction.............................................................................................. 664
Validate Customer Satisfaction ......................................................................................................... 665
Validate Solution Predicted/Expected Value .................................................................................... 665
Validate Satisfaction of Customer..................................................................................................... 666
Initialize after-sales processes .......................................................................................................... 666
1.3.4.2 Establish Customer Relationship .............................................................................................. 667
Establish Customer Relationship....................................................................................................... 667
Verify Customer ................................................................................................................................ 668
Establish New Customer Identity ...................................................................................................... 668
Clean-up & Archive Customer Identifying Information .................................................................... 669
De-duplicate Customer Identity ........................................................................................................ 669
Issue Unique Customer ID................................................................................................................. 670
Gather Authentication Information .................................................................................................. 670
1.3.5 Customer Interaction Management ............................................................................................ 671
Customer Interaction Management ................................................................................................. 671
Create Customer Interaction ............................................................................................................ 672
Update Customer Interaction ........................................................................................................... 673
Close Customer Interaction .............................................................................................................. 673
Log Customer Interaction ................................................................................................................. 674
Notify Customer ................................................................................................................................ 674
Track and Manage Customer Interaction ......................................................................................... 675
Report Customer interaction ............................................................................................................ 675
Authenticate User ............................................................................................................................. 676
Customer Interface Management..................................................................................................... 676
1.3.5.9 Customer Interface Management ............................................................................................ 677
Customer Interface Management..................................................................................................... 677

Manage Request (Including Self Service) .......................................................................................... 678

Analyze & Report on Customer......................................................................................................... 679
Mediate & Orchestrate Customer Interactions ................................................................................ 679
1.3.5.9.2 Manage Request (Including Self Service) ............................................................................... 680
Manage Request (Including Self Service) .......................................................................................... 680
Handle Request ................................................................................................................................. 681
Provide Request Status ..................................................................................................................... 681
Close Request .................................................................................................................................... 682
1.3.5.9.3 Analyze & Report on Customer ............................................................................................. 682
Analyze & Report on Customer......................................................................................................... 683
Analyze Customer Requests & Contacts ........................................................................................... 684
Report Customer Requests & Contacts ............................................................................................ 684
1.3.5.9.4 Mediate & Orchestrate Customer Interactions ..................................................................... 685
Mediate & Orchestrate Customer Interactions ................................................................................ 685
Identify Customer Interactions Data Formats .................................................................................. 686
Orchestrate Customer Interactions .................................................................................................. 686
Mediate Customer Interactions ........................................................................................................ 687
1.3.6 Customer Information Management ........................................................................................... 687
Customer Information Management ................................................................................................ 688
Create Customer Record ................................................................................................................... 688
Update Customer Data ..................................................................................................................... 689
Notify Customer Data Change .......................................................................................................... 690
Archive Customer Data ..................................................................................................................... 690
Build a unified customer view........................................................................................................... 691
1.3.7 Problem Handling ........................................................................................................................ 691
Problem Handling ............................................................................................................................. 691
Isolate Customer Problem ................................................................................................................ 692
Report Customer Problem ................................................................................................................ 693
Track & Manage Customer Problem ................................................................................................. 694
Close Customer Problem Report....................................................................................................... 695
Create Customer Problem Report .................................................................................................... 695
Correct & Recover Customer Problem.............................................................................................. 696
1.3.7.1 Isolate Customer Problem ........................................................................................................ 697

Isolate Customer Problem ................................................................................................................ 697

Verify Product Configuration ............................................................................................................ 698
Perform Specific Customer Problem Diagnostics ............................................................................. 698
Perform Specific Customer Problem Tests ....................................................................................... 699
Notify T&M Root Cause Customer Problem ..................................................................................... 699
Categorize Customer Problem .......................................................................................................... 700
Identify Root Cause / Check for Workarounds ................................................................................. 701
Obtain permanent fix or workarounds ............................................................................................. 701
Create customer problem restoration plan ...................................................................................... 702
Create Known record ........................................................................................................................ 702
1.3.7.2 Report Customer Problem ........................................................................................................ 703
Report Customer Problem ................................................................................................................ 703
Monitor Customer Problem .............................................................................................................. 704
Distribute Customer Problem Notifications...................................................................................... 704
Distribute Customer Problem Management Reports & Summaries ................................................ 705
Notify Customer Problem ................................................................................................................. 705
Issue Customer Problem Management Summaries ......................................................................... 706
Generate Customer Problem Management Reports ........................................................................ 706
1.3.7.3 Track & Manage Customer Problem ......................................................................................... 707
Track & Manage Customer Problem ................................................................................................. 707
Coordinate Customer Problem ......................................................................................................... 708
Cancel Customer Problem ................................................................................................................ 709
Escalate/End Customer Problem ...................................................................................................... 710
Monitor Customer Problem Jeopardy Status ................................................................................... 710
Prioritize Customer Problem............................................................................................................. 710
Escalate Customer Problem to support team ................................................................................... 711
1.3.7.4 Close Customer Problem Report .............................................................................................. 712
Close Customer Problem Report....................................................................................................... 712
Contact Customer for Feedback ....................................................................................................... 713
Complete and Validate Customer Problem Report .......................................................................... 713
Update Time to Restore Service ....................................................................................................... 714
Finalize Customer Problem Report ................................................................................................... 714
Communicate Service improvement Opportunity............................................................................ 715

1.3.7.5 Create Customer Problem Report ............................................................................................ 715

Create Customer Problem Report .................................................................................................... 716
Generate Customer Problem Report ................................................................................................ 716
Obtain Configuration Information .................................................................................................... 717
Check for major outage..................................................................................................................... 718
1.3.7.6 Correct & Recover Customer Problem...................................................................................... 718
Correct & Recover Customer Problem.............................................................................................. 718
Manage Product Restoration ............................................................................................................ 719
Report Product Restoration Results ................................................................................................. 720
Determine Resolution Feasibility and Justification........................................................................... 720
Implement Customer Problem Workaround .................................................................................... 721
Test & Validate Implemented Solution ............................................................................................. 721
Initiate Change Request .................................................................................................................... 722
Review Major Customer Problem ..................................................................................................... 722
1.3.8 Customer QoS/SLA Management ................................................................................................ 723
Customer QoS/SLA Management ..................................................................................................... 723
Assess Customer QoS/SLA Performance........................................................................................... 724
Manage QoS/SLA Violation ............................................................................................................... 725
Report Customer QoS Performance ................................................................................................. 726
Create Customer QoS Performance Degradation Report ................................................................. 726
Track & Manage Customer QoS Performance Resolution ................................................................ 727
Close Customer QoS Performance Degradation Report ................................................................... 728
1.3.8.1 Assess Customer QoS/SLA Performance .................................................................................. 729
Assess Customer QoS/SLA Performance........................................................................................... 729
Collect QoS Information.................................................................................................................... 730
Convert QoS Information .................................................................................................................. 730
Check QoS Thresholds Met ............................................................................................................... 731
Maintain Overview of Product Offering Quality ............................................................................... 731
Prepare/Follow-up for Performance Reviews .................................................................................. 732
Carry Out Performance Reviews ....................................................................................................... 732
1.3.8.2 Manage QoS/SLA Violation ....................................................................................................... 733
Manage QoS/SLA Violation ............................................................................................................... 733
Analyze QoS Violation ....................................................................................................................... 734

Take QoS Violation Action................................................................................................................. 734

Follow-up QoS Violation Action ........................................................................................................ 735
Inform Customer on QoS Impacts..................................................................................................... 735
1.3.8.3 Report Customer QoS Performance ......................................................................................... 736
Report Customer QoS Performance ................................................................................................. 736
Monitor Customer QoS Report Status .............................................................................................. 737
Notify Changes on Customer QoS Report Status .............................................................................. 737
Distribute Customer QoS/SLA Management Reports & Summaries ................................................ 738
1.3.8.4 Create Customer QoS Performance Degradation Report......................................................... 739
Create Customer QoS Performance Degradation Report ................................................................. 739
Create Customer QoS Report............................................................................................................ 740
Modify Customer QoS Report ........................................................................................................... 741
Request Cancellation of Customer QoS Report ................................................................................ 741
1.3.8.5 Track & Manage Customer QoS Performance Resolution ........................................................ 741
Track & Manage Customer QoS Performance Resolution ................................................................ 742
Update Customer QoS Report with Analysis Results ........................................................................ 743
Co-ordinate Customer QoS Analysis, Restoration & Repair ............................................................. 743
Modify Customer QoS Report Information....................................................................................... 744
Modify Customer QoS Report Status ................................................................................................ 744
Cancel Customer QoS Report ............................................................................................................ 745
Escalate/End Customer QoS Report ................................................................................................. 745
Engage External Product Suppliers ................................................................................................... 746
Clear Customer QoS Report Status ................................................................................................... 747
1.3.9 Bill Invoice Management ............................................................................................................. 747
Bill Invoice Management .................................................................................................................. 748
Apply Pricing, Discounting, Adjustments & Rebates ........................................................................ 749
Create Customer Bill Invoice ............................................................................................................. 750
Produce & Distribute Bill................................................................................................................... 750
1.3.9.1 Apply Pricing, Discounting, Adjustments & Rebates ................................................................ 751
Apply Pricing, Discounting, Adjustments & Rebates ........................................................................ 752
Obtain Billing Events ......................................................................................................................... 753
Apply Pricing, Discounting, Adjustments & Rebates to Customer Account ..................................... 753
Apply Agreed Customer Bill Adjustment .......................................................................................... 754

1.3.9.2 Create Customer Bill Invoice ..................................................................................................... 754

Create Customer Bill Invoice ............................................................................................................. 755
Render & Format Invoice .................................................................................................................. 756
Deliver Electronic Invoice.................................................................................................................. 756
Verify Invoice Quality ........................................................................................................................ 757
Manage Customer Invoice Archive ................................................................................................... 757
1.3.9.3 Produce & Distribute Bill........................................................................................................... 758
Produce & Distribute Bill................................................................................................................... 758
Co-ordinate Billing Insertion ............................................................................................................. 759
Establish & Manage Bill Production Cycle ........................................................................................ 760
Deliver Invoice Information .............................................................................................................. 760
Administer Commercial Arrangement for Production and Distribution Capability.......................... 761
Manage Paper and Envelope Availability.......................................................................................... 762
Manage Production Run to Create Bill.............................................................................................. 762
Manage Physical Production & Distribution Quality ........................................................................ 763
1.3.10 Bill Payments & Receivables Management................................................................................ 764
Bill Payments & Receivables Management....................................................................................... 764
Manage Customer Billing .................................................................................................................. 765
Manage Customer Payments ............................................................................................................ 765
Manage Customer Debt Collection ................................................................................................... 766
1.3.10.2 Manage Customer Payments .................................................................................................. 767
Manage Customer Payments ............................................................................................................ 768
Manage Customer Payment Plan ..................................................................................................... 769
Collect Customer Payment ............................................................................................................... 769
Reconcile Customer Payment ........................................................................................................... 770
Manage Back-End Bank Account ...................................................................................................... 771
Administer Commercial Arrangement for Third Party Supplier ....................................................... 771
1.3.10.3 Manage Customer Debt Collection ......................................................................................... 772
Manage Customer Debt Collection ................................................................................................... 772
Identify Overdue Invoice................................................................................................................... 773
Administer Overdue Invoice Follow-Up ............................................................................................ 774
Manage Overdue Invoice Payment................................................................................................... 775
Initiate Customer Debt Recovery Activities ...................................................................................... 775

Manage Aged Customer Debt Portfolio ............................................................................................ 776

Establish & Manage Customer Debt Profiles .................................................................................... 777
1.3.11 Bill Inquiry Handling ................................................................................................................... 777
Bill Inquiry Handling .......................................................................................................................... 777
Create Customer Bill Inquiry Report ................................................................................................. 778
Assess Customer Bill Inquiry Report ................................................................................................. 779
Authorize Customer Bill Invoice Adjustment .................................................................................... 780
Track & Manage Customer Bill Inquiry Resolution ........................................................................... 781
Report Customer Bill Inquiry ............................................................................................................. 782
Close Customer Bill Inquiry Report ................................................................................................... 783
1.3.11.1 Create Customer Bill Inquiry Report ....................................................................................... 783
Create Customer Bill Inquiry Report ................................................................................................. 784
Generate Customer Bill Inquiry ........................................................................................................ 785
Convert Customer Bill Inquiry ........................................................................................................... 785
Request Additional Bill Inquiry Information ..................................................................................... 786
1.3.11.2 Assess Customer Bill Inquiry Report ....................................................................................... 786
Assess Customer Bill Inquiry Report ................................................................................................. 787
Verify Customer Bill Inquiry .............................................................................................................. 787
Assess and Investigate Customer Bill Inquiry ................................................................................... 788
Identify Customer Bill Inquiry Root Cause ........................................................................................ 788
Complete Customer Bill Inquiry Assessment .................................................................................... 789
1.3.11.3 Authorize Customer Bill Invoice Adjustment .......................................................................... 790
Authorize Customer Bill Invoice Adjustment .................................................................................... 790
Record Customer Bill Invoice Adjustment ........................................................................................ 791
Analyze Detailed Bill Inquiry ............................................................................................................. 791
Determine Automated Bill Adjustment ............................................................................................ 792
1.3.11.4 Track & Manage Customer Bill Inquiry Resolution ................................................................. 793
Track & Manage Customer Bill Inquiry Resolution ........................................................................... 793
Schedule Customer Bill Inquiry Analysis and Adjustment Activities................................................. 794
Assign Customer Bill Inquiry Analysis and Adjustment Activities ..................................................... 795
Coordinate Customer Bill Inquiry Analysis and Adjustment Activities ............................................. 795
Monitor Customer Bill Inquiry Jeopardy Status ................................................................................ 796
Initiate S/P Customer Bill Inquiry Resolution Request...................................................................... 796

Modify Customer Bill Inquiry ............................................................................................................ 797

Cancel Customer Bill Inquiry ............................................................................................................. 798
1.3.11.5 Report Customer Bill Inquiry................................................................................................... 798
Report Customer Bill Inquiry ............................................................................................................. 799
Monitor Customer Bill Inquiries ........................................................................................................ 799
Provide Customer Bill Inquiry Change Notification .......................................................................... 800
Provide Management Reports .......................................................................................................... 800
1.3.12 Manage Billing Events ................................................................................................................ 801
Manage Billing Events ....................................................................................................................... 801
Enrich Billing Events .......................................................................................................................... 802
Guide Billing Events........................................................................................................................... 803
Mediate Billing Events....................................................................................................................... 803
Report Billing Event Records ............................................................................................................. 804
1.3.12.1 Enrich Billing Events ................................................................................................................ 805
Enrich Billing Events .......................................................................................................................... 805
Add Billing Event Data ....................................................................................................................... 806
Assign Billing Event Price .................................................................................................................. 806
1.3.12.2 Guide Billing Events ................................................................................................................ 807
Guide Billing Events........................................................................................................................... 808
Ensure Billing Event Usage ................................................................................................................ 808
Distribute Billing Event...................................................................................................................... 809
1.3.12.3 Mediate Billing Events ............................................................................................................ 809
Mediate Billing Events....................................................................................................................... 810
Edit Billing Event ............................................................................................................................... 811
Reformat Billing Event ...................................................................................................................... 811
1.3.12.4 Report Billing Event Records................................................................................................... 812
Report Billing Event Records ............................................................................................................. 812
Generate Billing Event Report........................................................................................................... 813
Investigate Billing Event Related Problem ........................................................................................ 813
Support Billing Event Related Process .............................................................................................. 814
1.3.13 Charging ..................................................................................................................................... 814
Charging ............................................................................................................................................ 815
Perform Rating .................................................................................................................................. 816

Apply Rate Level Discounts ............................................................................................................... 816

Aggregate Items For Charging........................................................................................................... 817
Manage Customer Charging Hierarchy ............................................................................................. 817
Provide Advice of Charge/Rate ......................................................................................................... 818
1.3.14 Manage Balances ....................................................................................................................... 819
Manage Balances .............................................................................................................................. 819
Manage Balance Containers ............................................................................................................. 819
Manage Balance Policies ................................................................................................................... 820
Balance Operations Management .................................................................................................... 821
Authorize Transaction Based on Balance.......................................................................................... 821
1.4.1 Service Strategy & Planning ......................................................................................................... 822
Service Strategy & Planning .............................................................................................................. 822
Gather & Analyze Service Information ............................................................................................. 823
Manage Service Research ................................................................................................................. 824
Establish Service Strategy & Goals .................................................................................................... 825
Define Service Support Strategies .................................................................................................... 825
Produce Service Business Plans ........................................................................................................ 826
Develop Service Partnership Requirements ..................................................................................... 827
Gain Enterprise Commitment to Service Strategies ......................................................................... 828
1.4.1.1 Gather & Analyze Service Information ..................................................................................... 828
Gather & Analyze Service Information ............................................................................................. 828
Gather Service Information............................................................................................................... 829
Analyze new service directions/enhance existing service ................................................................ 830
Analyze to develop new service requirements ................................................................................. 830
Analyze service growth ..................................................................................................................... 831
1.4.1.2 Manage Service Research ......................................................................................................... 831
Manage Service Research ................................................................................................................. 832
Manage service research investigations ........................................................................................... 833
Manage administration of service research ..................................................................................... 833
Define service research assessment methodologies ........................................................................ 834
1.4.1.3 Establish Service Strategy & Goals ............................................................................................ 834
Establish Service Strategy & Goals .................................................................................................... 835
Establish service strategy .................................................................................................................. 836

Develop Service Strategy .................................................................................................................. 836

Establish Service goals ...................................................................................................................... 837
Determine Service Strategy Perspective........................................................................................... 837
Formulate Strategic Position............................................................................................................. 838
Produce Service Strategic Plan.......................................................................................................... 838
Determine Actionable Patterns ........................................................................................................ 839
1.4.1.4 Define Service Support Strategies ............................................................................................ 839
Define Service Support Strategies .................................................................................................... 840
Define service support Principles...................................................................................................... 841
Define service support Policies ......................................................................................................... 841
Define Service Support performance standards ............................................................................... 842
1.4.1.5 Produce Service Business Plans ................................................................................................ 842
Produce Service Business Plans ........................................................................................................ 843
Develop & Deliver annual/multi year service business plans ........................................................... 843
Forecast service demand & capture new opportunities .................................................................. 844
Asses impact of service business plan .............................................................................................. 844
Identify timetables for new service capability introduction ............................................................. 845
Identify logistics for new service capability introduction ................................................................. 845
1.4.1.6 Develop Service Partnership Requirements ............................................................................. 846
Develop Service Partnership Requirements ..................................................................................... 846
Identify the requirements for service aspects .................................................................................. 847
Recommend Service Partnership ...................................................................................................... 847
Determine extent of service aspect sourcing .................................................................................. 848
1.4.1.7 Gain Enterprise Commitment to Service Strategies ................................................................. 848
Gain Enterprise Commitment to Service Strategies ......................................................................... 849
Identify Stakeholders to service strategy and service plans ............................................................. 849
Gain service strategy and service plans Stakeholders approval ....................................................... 850
Gain Enterprise Commitment to service strategy and service plans ............................................... 850
1.4.2 Service Capability Delivery ........................................................................................................... 851
Service Capability Delivery ................................................................................................................ 851
Map & Analyze Service Requirements .............................................................................................. 852
Capture Service Capability Shortfalls ................................................................................................ 852
Gain Service Capability Investment Approval ................................................................................... 853

Design Service Capabilities................................................................................................................ 854

Enable Service Support & Operations............................................................................................... 855
Manage Service Capability Delivery .................................................................................................. 855
Manage Handover to Service Operations ......................................................................................... 856
1.4.2.1 Map & Analyze Service Requirements ...................................................................................... 857
Map & Analyze Service Requirements .............................................................................................. 857
Capture Service Demand & Performance Requirements ................................................................. 858
Agree Service Infrastructure Requirements ..................................................................................... 858
Report Service Infrastructure Requirements .................................................................................... 859
1.4.2.2 Capture Service Capability Shortfalls ........................................................................................ 859
Capture Service Capability Shortfalls ................................................................................................ 860
Capture Service Capacity Shortfalls .................................................................................................. 860
Capture Service Performance Shortfalls ........................................................................................... 861
Capture Service Operational Support Shortfalls ............................................................................... 861
1.4.2.3 Gain Service Capability Investment Approval ........................................................................... 862
Gain Service Capability Investment Approval ................................................................................... 863
Develop Service Capability Investment Proposals ............................................................................ 863
Approve Service Capability Investment ............................................................................................ 864
1.4.2.4 Design Service Capabilities........................................................................................................ 865
Design Service Capabilities................................................................................................................ 865
Define Service Capability Requirements ........................................................................................... 866
Specify Service Capability Infrastructure .......................................................................................... 866
Select Service Capability At Parties ................................................................................................... 867
1.4.2.5 Enable Service Support & Operations....................................................................................... 867
Enable Service Support & Operations............................................................................................... 868
Design Service Operational Support Process Improvements ........................................................... 869
Identify Service Support Groups, Skills & Training............................................................................ 869
Identify Service Support Requirements ............................................................................................ 869
1.4.2.6 Manage Service Capability Delivery .......................................................................................... 870
Manage Service Capability Delivery .................................................................................................. 870
Co-ordinate Service Capability Delivery ............................................................................................ 871
Ensure Service Capability Quality ..................................................................................................... 872
Establish Service Capability Sourcing ................................................................................................ 872

Develop Service Capability Timetables ............................................................................................. 873

Track and Report Service Capability Delivery ................................................................................... 873
Ensure Service Capability Costs ........................................................................................................ 874
1.4.2.7 Manage Handover to Service Operations ................................................................................. 874
Manage Handover to Service Operations ......................................................................................... 875
Co-ordinate Service Operational Handover ...................................................................................... 875
Validate Service Infrastructure Design ............................................................................................. 876
Ensure Service Handover Support .................................................................................................... 876
1.4.3 Service Development & Retirement ............................................................................................ 877
Service Development & Retirement ................................................................................................. 877
Gather & Analyze New Service Ideas ................................................................................................ 878
Assess Performance of Existing Services........................................................................................... 879
Develop New Service Business Proposal .......................................................................................... 879
Develop Detailed Service Specifications ........................................................................................... 880
Manage Service Development .......................................................................................................... 881
Manage Service Deployment ............................................................................................................ 882
Manage Service Exit .......................................................................................................................... 882
1.4.3.1 Gather & Analyze New Service Ideas ........................................................................................ 883
Gather & Analyze New Service Ideas ................................................................................................ 883
Analyze Service Classes ..................................................................................................................... 884
Develop Service Classes .................................................................................................................... 885
1.4.3.3 Develop New Service Business Proposal .................................................................................. 885
Develop New Service Business Proposal .......................................................................................... 886
Develop Service Business Proposal ................................................................................................... 887
Gain Service Business Proposal Approval ......................................................................................... 888
1.4.3.4 Develop Detailed Service Specifications ................................................................................... 888
Develop Detailed Service Specifications ........................................................................................... 888
Develop Detailed Service Technical Specifications ........................................................................... 889
Develop Detailed Service Support Specifications ............................................................................. 890
Develop Detailed Service Operational Specifications ....................................................................... 890
Develop Detailed Service Customer Manuals................................................................................... 891
1.4.3.5 Manage Service Development .................................................................................................. 891
Manage Service Development .......................................................................................................... 892

Identify Required Processes & Procedures for Services ................................................................... 893

Develop Required Processes & Procedures for Services .................................................................. 893
Develop Service & Operational Agreements for Services................................................................. 894
Gain Service & Operational Agreements Approval for Services ....................................................... 894
Produce Supporting Documentation & Training Packages for Services ........................................... 895
1.4.3.6 Manage Service Deployment .................................................................................................... 895
Manage Service Deployment ............................................................................................................ 896
Manage Service Process & Procedure Implementation ................................................................... 896
Manage Service Operational Staff Training ...................................................................................... 897
Develop Service Party Operational Support ..................................................................................... 897
Manage Service Acceptance Testing................................................................................................. 898
1.4.4 SM&O Support & Readiness ........................................................................................................ 898
SM&O Support & Readiness ............................................................................................................. 899
Manage Service Inventory ................................................................................................................ 900
Enable Service Configuration & Activation ....................................................................................... 901
Support Service Problem Management ............................................................................................ 902
Enable Service Quality Management ................................................................................................ 903
Support Service & Specific Instance Rating ...................................................................................... 905
1.4.4.1 Manage Service Inventory ........................................................................................................ 905
Manage Service Inventory ................................................................................................................ 905
Manage Service Inventory Database and Processes ........................................................................ 907
Perform Service Inventory Audit Tests ............................................................................................. 907
Track and Monitor Service Inventory Capabilities ............................................................................ 908
Identify Service Inventory Issues and Provide Reports and Warnings ............................................. 908
1.4.4.2 Enable Service Configuration & Activation ............................................................................... 909
Enable Service Configuration & Activation ....................................................................................... 909
Plan & Forecast Service Infrastructure Requirements and Manage Capacity Planning ................... 910
Establish, Manage, and Develop Service Infrastructure Organization, Tools and Processes ........... 911
Develop and Implement Service Infrastructure Capacity and Operational Rules and Procedures . 912
Perform Service Infrastructure Acceptance Test and Address & Monitor the Change ................... 912
Monitor, Report and Release Mgmt. of Service Infrastructure and Capacity Utilization ................. 913
Optimize Existing Service Infrastructure Utilization ......................................................................... 913
Update Service Inventory Record ..................................................................................................... 914

1.4.4.3 Support Service Problem Management .................................................................................... 914

Support Service Problem Management ............................................................................................ 915
Manage Service Problem & Performance Data Collection .............................................................. 916
Manage Service Infrastructure, Provisioning and Preventive Maintenance Schedules ................... 916
Report Service Problem Trends ........................................................................................................ 917
Track, Monitor and Manage Service Problem Processes.................................................................. 918
Provide Support for Service Problem Processes ............................................................................... 918
1.4.4.4 Enable Service Quality Management ........................................................................................ 919
Enable Service Quality Management ................................................................................................ 919
Establish and Maintain Service Performance Threshold Standards ................................................. 920
Monitor and Analyze Service Performance Reports, and Identify Issues ......................................... 921
Correlate the Service Performance Problem Reports & Manage Inventory Repository .................. 921
Manage Service Performance Data Collection ................................................................................. 922
Assess and Report Service Quality Management Processes............................................................. 922
1.4.5 Service Configuration & Activation .............................................................................................. 923
Service Configuration & Activation ................................................................................................... 923
Design Solution ................................................................................................................................. 924
Allocate Specific Service Parameters to Services.............................................................................. 925
Track & Manage Service Provisioning ............................................................................................... 926
Implement, Configure & Activate Service ......................................................................................... 927
Test Service End-to-End .................................................................................................................... 928
Issue Service Orders .......................................................................................................................... 929
Report Service Provisioning .............................................................................................................. 930
Close Service Order ........................................................................................................................... 930
Recover Service ................................................................................................................................. 931
1.4.5.1 Design Solution ......................................................................................................................... 932
Design Solution ................................................................................................................................. 932
Develop Overall Service Design ........................................................................................................ 933
Develop Service Implementation Plan .............................................................................................. 934
Develop Detailed Service Design ...................................................................................................... 935
1.4.5.2 Allocate Specific Service Parameters to Services...................................................................... 935
Allocate Specific Service Parameters to Services.............................................................................. 936
Determine Service Parameter Availability ........................................................................................ 937

Reserve Service Parameters.............................................................................................................. 937

Release Service Parameter ............................................................................................................... 938
Allocate Service Parameters ............................................................................................................. 938
1.4.5.3 Track & Manage Service Provisioning ....................................................................................... 939
Track & Manage Service Provisioning ............................................................................................... 939
Assign Service Provisioning Activity .................................................................................................. 940
Track Service Provisioning Activity.................................................................................................... 941
Manage Service Provisioning Activity ............................................................................................... 941
1.4.5.4 Implement, Configure & Activate Service ................................................................................. 942
Implement, Configure & Activate Service ......................................................................................... 943
Configure Service .............................................................................................................................. 944
Implement Service ............................................................................................................................ 945
Activate Service ................................................................................................................................. 945
1.4.5.5 Test Service End-to-End ............................................................................................................ 946
Test Service End-to-End .................................................................................................................... 947
Test Service ....................................................................................................................................... 948
Develop Service Test Plans................................................................................................................ 948
Capture Service Test Results ............................................................................................................. 949
1.4.5.6 Issue Service Orders .................................................................................................................. 949
Issue Service Orders .......................................................................................................................... 950
Assess Service Request ..................................................................................................................... 951
Create Service Orders ....................................................................................................................... 952
Mark Service Order for Special Handling .......................................................................................... 953
1.4.5.7 Report Service Provisioning ...................................................................................................... 954
Report Service Provisioning .............................................................................................................. 954
Monitor Service Order Status ........................................................................................................... 955
Distribute Service Order Notification................................................................................................ 955
Distribute Service Provisioning Reports ............................................................................................ 956
1.4.5.9 Recover Service ......................................................................................................................... 956
Recover Service ................................................................................................................................. 957
Develop Service Recovery Plan ......................................................................................................... 958
Provide Service Recovery Proposal Notification ............................................................................... 958
Request Service Recovery Authorization .......................................................................................... 959

Commence Service Recovery ............................................................................................................ 959

Complete Service Recovery .............................................................................................................. 960
1.4.6 Service Problem Management..................................................................................................... 960
Service Problem Management.......................................................................................................... 960
Create Service Trouble Report .......................................................................................................... 961
Diagnose Service Problem ................................................................................................................ 962
Correct & Resolve Service Problem .................................................................................................. 963
Track & Manage Service Problem ..................................................................................................... 964
Report Service Problem .................................................................................................................... 965
Close Service Trouble Report ............................................................................................................ 966
Survey & Analyze Service Problem ................................................................................................... 967
1.4.6.1 Create Service Trouble Report .................................................................................................. 968
Create Service Trouble Report .......................................................................................................... 968
Generate Service Problem ................................................................................................................ 969
Convert Report To Service Problem Format ..................................................................................... 970
Estimate Time For Restoring Service ................................................................................................ 970
1.4.6.2 Diagnose Service Problem ........................................................................................................ 971
Diagnose Service Problem ................................................................................................................ 971
Verify Service Configuration ............................................................................................................. 972
Perform Specific Service Problem Diagnostics.................................................................................. 972
Perform Specific Service Problem Tests............................................................................................ 973
Schedule Routine Service Problem Tests .......................................................................................... 973
Stop And Start Audit On Services...................................................................................................... 974
Notify T&M Root Cause Service Problem ......................................................................................... 974
Categorize Service Problem .............................................................................................................. 975
1.4.6.3 Correct & Resolve Service Problem ......................................................................................... 976
Correct & Resolve Service Problem .................................................................................................. 976
Reassign / Reconfigure Failed Service............................................................................................... 977
Manage Service Restoration ............................................................................................................. 977
Implement Service Problem Work Arounds ..................................................................................... 978
Invoke Support Service Problem Management Processes ............................................................... 979
Review Major Service Problem ......................................................................................................... 979
Monitor Service Alarms Events ......................................................................................................... 980

Categorize Service Alarm Event ........................................................................................................ 980

1.4.6.4 Track & Manage Service Problem ............................................................................................. 981
Track & Manage Service Problem ..................................................................................................... 981
Coordinate Service Problem ............................................................................................................. 983
Perform First in Service Testing ........................................................................................................ 983
Cancel Service Problem ..................................................................................................................... 984
Escalate/End Service Problem .......................................................................................................... 984
Perform Final Service Test ................................................................................................................ 985
Prioritize Service Problem ................................................................................................................. 985
1.4.6.5 Report Service Problem ............................................................................................................ 986
Report Service Problem .................................................................................................................... 986
Monitor Service Problem .................................................................................................................. 987
Distribute Service Problem Notifications .......................................................................................... 988
Distribute Service Problem Management Reports & Summaries..................................................... 988
1.4.6.7 Survey & Analyze Service Problem .......................................................................................... 989
Survey & Analyze Service Problem ................................................................................................... 989
Manage Service Alarm Event Notifications....................................................................................... 991
Filter Service Alarm Event Notifications ........................................................................................... 991
Correlate Service Alarm Event Notifications..................................................................................... 992
Abate Service Alarm Event Records .................................................................................................. 992
Trigger Defined Service Alarm Action ............................................................................................... 993
1.4.7 Service Quality Management....................................................................................................... 994
Service Quality Management ............................................................................................................ 994
Monitor Service Quality .................................................................................................................... 995
Analyze Service Quality ..................................................................................................................... 996
Improve Service Quality .................................................................................................................... 997
Report Service Quality Performance ................................................................................................ 997
Create Service Performance Degradation Report ............................................................................ 998
Track & Manage Service Quality Performance Resolution ............................................................... 999
Close Service Performance Degradation Report ............................................................................ 1000
1.4.7.1 Monitor Service Quality .......................................................................................................... 1001
Monitor Service Quality .................................................................................................................. 1001
Manage Service Performance Quality Data .................................................................................... 1002

Record Service Performance Quality Data...................................................................................... 1003

Correlate Service Performance Event Notifications ....................................................................... 1004
1.4.7.2 Analyze Service Quality ........................................................................................................... 1005
Analyze Service Quality ................................................................................................................... 1005
Perform Specific Service Performance Diagnostics ........................................................................ 1006
Manage Service Performance Data Collection Schedules .............................................................. 1007
1.4.7.3 Improve Service Quality .......................................................................................................... 1008
Improve Service Quality .................................................................................................................. 1008
Reassign / Reconfigure Service or Service Parameters................................................................... 1009
Manage Service Improvement Notification and Authorization...................................................... 1009
Develop Service Improvement Plans .............................................................................................. 1010
1.4.7.4 Report Service Quality Performance ...................................................................................... 1011
Report Service Quality Performance .............................................................................................. 1011
Monitor Service Performance Degradation Report ........................................................................ 1012
Report Constraints to Other Processes........................................................................................... 1012
Distribute Service Quality Management Reports & Summaries..................................................... 1013
1.4.7.5 Create Service Performance Degradation Report .................................................................. 1014
Create Service Performance Degradation Report .......................................................................... 1014
Generate Service Performance Degradation Problem ................................................................... 1015
Convert Report To Service Performance Degradation Report Format ........................................... 1016
1.4.7.6 Track & Manage Service Quality Performance Resolution ..................................................... 1016
Track & Manage Service Quality Performance Resolution ............................................................. 1017
Coordinate Service Quality ............................................................................................................. 1018
Request Service Performance Degradation Report Creation and Update ..................................... 1018
Update First in Service Testing Results ........................................................................................... 1019
Cancel Service Performance Degradation Report .......................................................................... 1019
Escalate/End Service Performance Degradation Report ................................................................ 1020
Clear Service Performance Degradation Report Status .................................................................. 1020
Engage External Service Suppliers .................................................................................................. 1021
1.4.8 Service Guiding & Mediation ..................................................................................................... 1022
Service Guiding & Mediation .......................................................................................................... 1022
Mediate Service Usage Records...................................................................................................... 1023
Report Service Usage Records ........................................................................................................ 1023

Guide Resource Usage Records ...................................................................................................... 1024

1.4.8.1 Mediate Service Usage Records.............................................................................................. 1024
Mediate Service Usage Records...................................................................................................... 1025
Validate Service Usage Record........................................................................................................ 1025
Normalize Service Usage Record .................................................................................................... 1026
Convert Service Usage Record ........................................................................................................ 1026
Correlate Service Usage Record ...................................................................................................... 1027
Remove Duplicate Service Usage Record ....................................................................................... 1028
1.5.1 Resource Strategy & Planning .................................................................................................... 1028
Resource Strategy & Planning ......................................................................................................... 1029
Gather & Analyze Resource Information ........................................................................................ 1030
Manage Resource Research ............................................................................................................ 1030
Establish Resource Strategy & Architecture ................................................................................... 1031
Define Resource Support Strategies ............................................................................................... 1032
Produce Resource Business Plans ................................................................................................... 1033
Develop Resource Partnership Requirements ................................................................................ 1033
Gain Enterprise Commitment to Resource Plans ........................................................................... 1034
1.5.1.1 Gather & Analyze Resource Information ................................................................................ 1034
Gather & Analyze Resource Information ........................................................................................ 1035
Gather Resource Information ......................................................................................................... 1036
Analyze new resource requirements .............................................................................................. 1036
Analyze to develop new/enhance resource requirements ............................................................ 1037
1.5.1.2 Manage Resource Research .................................................................................................... 1037
Manage Resource Research ............................................................................................................ 1038
Manage resource research investigations ...................................................................................... 1039
Manage administration of resource research ................................................................................ 1039
Define Resource research assessment methodologies .................................................................. 1040
1.5.1.3 Establish Resource Strategy & Architecture ........................................................................... 1040
Establish Resource Strategy & Architecture ................................................................................... 1041
Establish Resource strategy ............................................................................................................ 1042
Develop Resource Strategy ............................................................................................................. 1042
Establish Resource delivery goals ................................................................................................... 1043
Establish resource implementation policies ................................................................................... 1043

1.5.1.4 Define Resource Support Strategies ....................................................................................... 1044

Define Resource Support Strategies ............................................................................................... 1044
Define Resource support Principles ................................................................................................ 1045
Define Resource support Policies ................................................................................................... 1045
Define Resource Support performance standards ......................................................................... 1046
1.5.1.5 Produce Resource Business Plans ........................................................................................... 1047
Produce Resource Business Plans ................................................................................................... 1047
Develop & Deliver annual/multi year resource business plans ...................................................... 1048
Forecast high level resource demand & capture new opportunities ............................................. 1048
Asses impact of Resource Business plans ....................................................................................... 1049
Identify timetables for new resource capability introduction ........................................................ 1049
Identify logistics for new resource capability introduction ............................................................ 1050
1.5.1.6 Develop Resource Partnership Requirements ........................................................................ 1050
Develop Resource Partnership Requirements ................................................................................ 1051
Identify the requirements for resource capabilities ....................................................................... 1052
Recommend Resource partnership ................................................................................................ 1052
Determine extent of resource capabilities sourcing ...................................................................... 1053
1.5.1.7 Gain Enterprise Commitment to Resource Plans ................................................................... 1053
Gain Enterprise Commitment to Resource Plans ........................................................................... 1053
Identify Stakeholders to Resource strategy and resource plans .................................................... 1054
Gain resource strategy and resource plans Stakeholders approval ............................................... 1054
Gain Enterprise Commitment to resource strategy and resource plans ....................................... 1055
1.5.2 Resource Capability Delivery ..................................................................................................... 1055
Resource Capability Delivery .......................................................................................................... 1056
Map & Analyze Resource Requirements ........................................................................................ 1057
Capture Resource Capability Shortfalls........................................................................................... 1058
Gain Resource Capability Investment Approval ............................................................................. 1058
Design Resource Capabilities .......................................................................................................... 1059
Enable Resource Support & Operations ......................................................................................... 1060
Manage Resource Capability Delivery ............................................................................................ 1060
Manage Handover to Resource Operations ................................................................................... 1061
1.5.2.1 Map & Analyze Resource Requirements ................................................................................ 1062
Map & Analyze Resource Requirements ........................................................................................ 1063

Capture Resource Demand & Performance Requirements ............................................................ 1064

Agree Resource Infrastructure Requirements ................................................................................ 1065
1.5.2.2 Capture Resource Capability Shortfalls................................................................................... 1065
Capture Resource Capability Shortfalls........................................................................................... 1065
Capture Resource Capacity Shortfalls ............................................................................................. 1066
Capture Resource Performance Shortfalls...................................................................................... 1067
Capture Resource Operational Support Shortfalls.......................................................................... 1067
1.5.2.3 Gain Resource Capability Investment Approval ..................................................................... 1068
Gain Resource Capability Investment Approval ............................................................................. 1068
Develop Resource Capability Investment Proposals....................................................................... 1069
Approve Resource Capability Investment ....................................................................................... 1070
1.5.2.4 Design Resource Capabilities .................................................................................................. 1070
Design Resource Capabilities .......................................................................................................... 1071
Define Resource Capability Requirements ..................................................................................... 1072
Specify Resource Capability Infrastructure ..................................................................................... 1072
Select Resource Capability at Other Parties ................................................................................... 1073
1.5.2.5 Enable Resource Support & Operations ................................................................................. 1073
Enable Resource Support & Operations ......................................................................................... 1074
Design Resource Operational Support Process Improvements ...................................................... 1075
Identify Resource Support Groups, Skills & Training ...................................................................... 1075
Identify Resource Support Requirements....................................................................................... 1075
1.5.2.6 Manage Resource Capability Delivery .................................................................................... 1076
Manage Resource Capability Delivery ............................................................................................ 1076
Co-ordinate Resource Capability Delivery ...................................................................................... 1077
Ensure Resource Capability Quality ................................................................................................ 1078
Manage Commissioning of New Resource Infrastructure .............................................................. 1078
Establish Resource Capability Sourcing .......................................................................................... 1079
1.5.2.7 Manage Handover to Resource Operations ........................................................................... 1079
Manage Handover to Resource Operations ................................................................................... 1080
Co-ordinate Resource Operational Handover ................................................................................ 1081
Validate Resource Infrastructure Design ........................................................................................ 1081
Ensure Resource Handover Support ............................................................................................... 1081
1.5.3 Resource Development & Retirement ....................................................................................... 1082

Resource Development & Retirement ............................................................................................ 1082

Gather & Analyze New Resource Ideas........................................................................................... 1083
Assess Performance of Existing Resources ..................................................................................... 1084
Develop New Resource Business Proposal ..................................................................................... 1084
Develop Detailed Resource Specifications...................................................................................... 1085
Manage Resource Development..................................................................................................... 1086
Manage Resource Deployment....................................................................................................... 1087
Manage Resource Exit..................................................................................................................... 1087
1.5.3.1 Gather & Analyze New Resource Ideas .................................................................................. 1088
Gather & Analyze New Resource Ideas........................................................................................... 1089
Analyze Resource Classes................................................................................................................ 1089
Develop Resource Classes ............................................................................................................... 1090
1.5.3.3 Develop New Resource Business Proposal ............................................................................. 1090
Develop New Resource Business Proposal ..................................................................................... 1091
Develop Resource Business Proposal ............................................................................................. 1092
Gain Resource Business Proposal Approval .................................................................................... 1092
1.5.3.4 Develop Detailed Resource Specifications.............................................................................. 1093
Develop Detailed Resource Specifications...................................................................................... 1093
Develop Detailed Resource Technical Specifications...................................................................... 1094
Develop Detailed Resource Support Specifications ........................................................................ 1094
Develop Detailed Resource Operational Specifications ................................................................. 1095
Develop Detailed Resource Manuals .............................................................................................. 1096
1.5.3.5 Manage Resource Development............................................................................................. 1096
Manage Resource Development..................................................................................................... 1096
Identify Required Processes & Procedures for Resources .............................................................. 1097
Develop Required Processes & Procedures for Resources ............................................................. 1098
Develop Service & Operational Agreements for Resources ........................................................... 1099
Gain Service & Operational Agreements Approval for Resources.................................................. 1099
Produce Supporting Documentation & Training Packages for Resources ...................................... 1100
1.5.3.6 Manage Resource Deployment............................................................................................... 1100
Manage Resource Deployment....................................................................................................... 1100
Manage Resource Process & Procedure Implementation .............................................................. 1101
Manage Resource Operational Staff Training ................................................................................. 1102

Develop Resource Supplier/Partner Operational Support ............................................................. 1102

Manage Resource Acceptance Testing ........................................................................................... 1103
1.5.3.7 Manage Resource Exit............................................................................................................. 1103
Manage Resource Exit..................................................................................................................... 1103
Identify Unviable Resources ........................................................................................................... 1104
Identify Impacted Resource Customers .......................................................................................... 1105
Develop Resource Transition Strategies ......................................................................................... 1105
Manage Resource Exit Process ....................................................................................................... 1106
1.5.4 RM&O Support & Readiness ...................................................................................................... 1106
RM&O Support & Readiness ........................................................................................................... 1106
Enable Resource Provisioning ......................................................................................................... 1107
Enable Resource Performance Management ................................................................................. 1109
Support Resource Trouble Management........................................................................................ 1110
Enable Resource Data Collection & Distribution ............................................................................ 1112
Manage Resource Inventory ........................................................................................................... 1113
Manage Logistics ............................................................................................................................. 1114
Manage Number Portability ........................................................................................................... 1116
1.5.4.1 Enable Resource Provisioning ................................................................................................. 1117
Enable Resource Provisioning ......................................................................................................... 1117
Plan & Forecast Resource Infrastructure Requirements and Manage Capacity Planning .............. 1118
Establish, Manage, and Develop Organization, Tools and Processes ............................................. 1119
Develop and Implement Capacity and Operational Rules and Procedures .................................... 1120
Perform Acceptance Test and Address & Monitor the Change ...................................................... 1120
Track & Supervise the Rollout of new and/or Modified Infrastructure.......................................... 1121
Monitor, Report and Release Mgmt. of Resource Infrastructure and Capacity Utilization ........... 1121
Optimize Existing Resource Infrastructure Utilization .................................................................... 1122
Track, Monitor and Report Resource Provisioning ........................................................................ 1122
Update Inventory Record................................................................................................................ 1123
1.5.4.2 Enable Resource Performance Management ......................................................................... 1123
Enable Resource Performance Management ................................................................................. 1124
Monitor & Manage Regulatory Issues ............................................................................................ 1125
Establish and Maintain Performance Threshold Standards............................................................ 1126
Undertake Performance Trend Analysis ......................................................................................... 1126

Monitor and Analyze Resource Performance Reports, and Identify Issues ................................... 1127
Correlate the Performance Problem Reports & Manage Inventory Repository ............................ 1127
Manage Resource Performance Data Collection ............................................................................ 1128
Establish, Maintain and Manage the Support Plans ....................................................................... 1128
Assess and Report Resource Performance Management Processes .............................................. 1129
Provide Supporting Procedures and Quality Management Support .............................................. 1130
1.5.4.3 Support Resource Trouble Management................................................................................ 1130
Support Resource Trouble Management........................................................................................ 1130
Manage Resource Trouble & Performance Data Collection .......................................................... 1132
Manage Resource Infrastructure, Provisioning and Preventive Maintenance Schedules .............. 1132
Create Report .................................................................................................................................. 1133
Establish Warehouse and Manage Spares Including other Parties ................................................ 1133
Track, Monitor and Manage RTM Processes Including other Parties ............................................. 1134
Provide Support for RTM and SPM Processes ................................................................................ 1134
1.5.4.4 Enable Resource Data Collection & Distribution .................................................................... 1135
Enable Resource Data Collection & Distribution ............................................................................ 1135
Manage and Administer Resource Data Collection and Distribution ............................................. 1136
Manage Resource Data Storage Facilities and Associated Processes............................................. 1137
Track, Monitor and Report Resource Data Collection Processes and Capabilities ........................ 1138
Identify Data Collection Issues and Report ..................................................................................... 1138
1.5.4.5 Manage Resource Inventory ................................................................................................... 1139
Manage Resource Inventory ........................................................................................................... 1139
Manage Resource Inventory Database and Processes ................................................................... 1140
Track and Monitor Resource Repository Capabilities ..................................................................... 1141
Identify Repository Issues and Provide Reports and Warnings ...................................................... 1141
1.5.4.7 Manage Logistics ..................................................................................................................... 1142
Manage Logistics ............................................................................................................................. 1142
Manage Warehousing ..................................................................................................................... 1144
Manage Orders ............................................................................................................................... 1144
Track and Monitor Logistics and Manage Resource Inventory....................................................... 1145
Identify Logistic Issues and Provide Reports................................................................................... 1145
1.5.4.7 Manage Number Portability ................................................................................................... 1146
Manage Number Portability ........................................................................................................... 1146

Create Port In Request .................................................................................................................... 1147

Receive Port Out Request ............................................................................................................... 1148
Receive Port Over Request ............................................................................................................. 1148
Retire from Number Portability ...................................................................................................... 1149
Track & Manage Number Portability Requests .............................................................................. 1150
1.5.4.7.5 Track & Manage Number Portability Requests ................................................................... 1151
Track & Manage Number Portability Requests .............................................................................. 1151
Track Number Portability Requests ................................................................................................ 1152
Manage Number Portability Requests ............................................................................................ 1152
1.5.5 Workforce Management............................................................................................................ 1153
Workforce Management................................................................................................................. 1153
Manage Schedules & Appointments............................................................................................... 1155
Plan and Forecast Workforce Management ................................................................................... 1156
Administer and Configure Workforce Management ...................................................................... 1156
Report Workforce Management..................................................................................................... 1157
Manage Work Order Lifecycle ........................................................................................................ 1158
1.5.5.1 Manage Schedules & Appointments....................................................................................... 1159
Manage Schedules & Appointments............................................................................................... 1159
Workforce Management Schedule ................................................................................................. 1160
Determine Work Schedule .............................................................................................................. 1161
Manage Reservations...................................................................................................................... 1161
Manage Appointments ................................................................................................................... 1162
1.5.5.4 Plan and Forecast Workforce Management ........................................................................... 1163
Plan and Forecast Workforce Management ................................................................................... 1163
Forecast Demand ............................................................................................................................ 1164
Forecast Workforce Availability ...................................................................................................... 1164
Adjust Durations ............................................................................................................................. 1165
1.5.5.5 Administer and Configure Workforce Management .............................................................. 1165
Administer and Configure Workforce Management ...................................................................... 1166
Configure Work Catalog .................................................................................................................. 1167
Administer Human Resources Catalog............................................................................................ 1168
Administer Organizations Catalog .................................................................................................. 1168
Administer Tools and Materials Catalog ......................................................................................... 1169

Configure Skill Catalog .................................................................................................................... 1169

Configure Schedules........................................................................................................................ 1170
Administer Registration and Access................................................................................................ 1171
Configure Logging and Audit ........................................................................................................... 1171
1.5.5.7 Manage Work Order Lifecycle ................................................................................................ 1172
Manage Work Order Lifecycle ........................................................................................................ 1173
Issue Work Order ............................................................................................................................ 1174
Analyze and Decompose Work Order ............................................................................................. 1174
Assign Task ...................................................................................................................................... 1175
Dispatch Task .................................................................................................................................. 1176
Track and Manage Work Order....................................................................................................... 1177
Close Work Order............................................................................................................................ 1177
Report on Work Order .................................................................................................................... 1178
1.5.6 Resource Provisioning ................................................................................................................ 1178
Resource Provisioning ..................................................................................................................... 1179
Allocate & Install Resource ............................................................................................................. 1180
Configure & Activate Resource ....................................................................................................... 1181
Test Resource .................................................................................................................................. 1182
Track & Manage Resource Provisioning ......................................................................................... 1183
Report Resource Provisioning ......................................................................................................... 1184
Close Resource Order...................................................................................................................... 1184
Issue Resource Orders .................................................................................................................... 1185
Recover Resource............................................................................................................................ 1186
1.5.6.1 Allocate & Install Resource ..................................................................................................... 1187
Allocate & Install Resource ............................................................................................................. 1187
Determine Resource Availability ..................................................................................................... 1188
Reserve Resource ............................................................................................................................ 1189
Release Resource ............................................................................................................................ 1189
Allocate Resource ........................................................................................................................... 1190
Install and Commission Resource ................................................................................................... 1190
1.5.6.2 Configure & Activate Resource ............................................................................................... 1191
Configure & Activate Resource ....................................................................................................... 1191
Configure Resource ......................................................................................................................... 1192

Implement Resource ....................................................................................................................... 1193

Activate Resource ........................................................................................................................... 1194
1.5.6.3 Test Resource .......................................................................................................................... 1194
Test Resource .................................................................................................................................. 1195
Test Specific Resources ................................................................................................................... 1196
Develop Test Plans .......................................................................................................................... 1196
Capture Test Results ....................................................................................................................... 1197
1.5.6.4 Track & Manage Resource Provisioning ................................................................................. 1197
Track & Manage Resource Provisioning ......................................................................................... 1197
Coordinate Resource Provisioning Activity ..................................................................................... 1198
Track Resource Provisioning Activity .............................................................................................. 1199
Manage Resource Provisioning Activity .......................................................................................... 1199
Update Resource Repository .......................................................................................................... 1200
1.5.6.5 Report Resource Provisioning ................................................................................................. 1201
Report Resource Provisioning ......................................................................................................... 1201
Monitor Resource Order Status ...................................................................................................... 1202
Distribute Resource Order Notification .......................................................................................... 1202
Distribute Resource Provisioning Reports ...................................................................................... 1203
1.5.6.7 Issue Resource Orders ............................................................................................................ 1203
Issue Resource Orders .................................................................................................................... 1204
Assess Resource Request ................................................................................................................ 1205
Create Resource Orders .................................................................................................................. 1205
Mark Resource Order for Special Handling..................................................................................... 1206
1.5.6.8 Recover Resource ................................................................................................................... 1207
Recover Resource............................................................................................................................ 1207
Develop Resource Recovery Plan.................................................................................................... 1208
Provide Resource Recovery Proposal Notification ......................................................................... 1209
Request Resource Recovery Authorization..................................................................................... 1209
Commence Resource Recovery ...................................................................................................... 1210
Complete Resource Recovery ......................................................................................................... 1210
Recover Specific Resource .............................................................................................................. 1211
1.5.7 Resource Data Collection & Distribution ................................................................................... 1211
Resource Data Collection & Distribution ........................................................................................ 1211

Collect Management and Security Information & Data ................................................................. 1212

Process Management and Security Information & Data ................................................................ 1213
Distribute Management and Security Information & Data ............................................................ 1214
Audit Management and Security Data Collection & Distribution ................................................... 1214
1.5.7.1 Collect Management Information & Data .............................................................................. 1215
Collect Management and Security Information & Data ................................................................. 1216
Intercept Events/Information ......................................................................................................... 1216
Deliver Management Information .................................................................................................. 1217
1.5.7.2 Process Management Information & Data ............................................................................. 1217
Process Management and Security Information & Data ................................................................ 1218
Determine Recipients for Information/Data................................................................................... 1219
Filter Information/Data ................................................................................................................... 1219
Aggregate Information/Data........................................................................................................... 1220
Format Information/Data ............................................................................................................... 1220
1.5.7.3 Distribute Management Information & Data ......................................................................... 1221
Distribute Management and Security Information & Data ............................................................ 1221
Distribute Information/Data ........................................................................................................... 1222
Manage Distribution ....................................................................................................................... 1222
Confirm Distribution and Clean-up ................................................................................................. 1223
1.5.8 Resource Trouble Management ................................................................................................ 1223
Resource Trouble Management ..................................................................................................... 1224
Survey & Analyze Resource Trouble ............................................................................................... 1225
Localize Resource Trouble .............................................................................................................. 1227
Correct & Resolve Resource Trouble .............................................................................................. 1227
Track & Manage Resource Trouble ................................................................................................. 1228
Report Resource Trouble ................................................................................................................ 1229
Close Resource Trouble Report....................................................................................................... 1230
Create Resource Trouble Report .................................................................................................... 1231
1.5.8.1 Survey & Analyze Resource Trouble ...................................................................................... 1232
Survey & Analyze Resource Trouble ............................................................................................... 1232
Manage Resource Alarm Event Notifications ................................................................................. 1233
Filter Resource Alarm Event Notifications ...................................................................................... 1234
Correlate Resource Alarm Event Notifications ............................................................................... 1235

Abate Alarm Event Records ........................................................................................................... 1235

Trigger Defined Action .................................................................................................................... 1236
Monitor Resource Alarms Events ................................................................................................... 1237
Categorize Resource Alarm Event ................................................................................................... 1237
Review Major Resource Trouble ..................................................................................................... 1238
1.5.8.2 Localize Resource Trouble ...................................................................................................... 1238
Localize Resource Trouble .............................................................................................................. 1238
Verify Resource Configuration ........................................................................................................ 1239
Perform Specific Resource Trouble Diagnostics ............................................................................. 1240
Perform Specific Resource Trouble Tests ....................................................................................... 1240
Stop And Start Audit On Resources ................................................................................................ 1241
Schedule Routine Resource Trouble Tests...................................................................................... 1241
Notify T&M Root Cause Resource Trouble ..................................................................................... 1242
Categorize Resource Trouble .......................................................................................................... 1242
1.5.8.3 Correct & Resolve Resource Trouble ...................................................................................... 1243
Correct & Resolve Resource Trouble .............................................................................................. 1243
Repair / Replace Failed Resource.................................................................................................... 1244
Isolate Unit with Fault ..................................................................................................................... 1245
Manage Standby Resource Units .................................................................................................... 1245
Implement Resource Trouble Work Arounds ................................................................................. 1246
Invoke Support Resource Trouble Management Processes ........................................................... 1247
Review Major Resource Trouble ..................................................................................................... 1247
Probe Root Cause Of Failure ........................................................................................................... 1248
Self Heal Resource Trouble ............................................................................................................. 1248
1.5.8.3.8 Self Heal Resource Trouble .................................................................................................. 1249
Heal Resource Trouble .................................................................................................................... 1250
Decide Self Healing Option ............................................................................................................. 1251
Reboot Network Function ............................................................................................................... 1251
Trigger Self Healing Operation ........................................................................................................ 1252
Validate Network Function Instantiation........................................................................................ 1252
Reserve Network Function Resources ............................................................................................ 1253
Deploy Network Function Resources .............................................................................................. 1254
Update Network Function............................................................................................................... 1254

Update Network Service ................................................................................................................. 1254

Check Normality .............................................................................................................................. 1255
1.5.8.4 Track & Manage Resource Trouble ......................................................................................... 1255
Track & Manage Resource Trouble ................................................................................................. 1256
Coordinate Resource Trouble ......................................................................................................... 1257
Perform First in Testing ................................................................................................................... 1258
Cancel Resource Trouble ................................................................................................................ 1258
Escalate/End Resource Trouble ...................................................................................................... 1259
Perform Final Test ........................................................................................................................... 1259
Engaging External Suppliers ............................................................................................................ 1260
Prioritize Resource Trouble............................................................................................................. 1260
1.5.8.5 Report Resource Trouble ........................................................................................................ 1261
Report Resource Trouble ................................................................................................................ 1261
Monitor Resource Trouble .............................................................................................................. 1262
Distribute Notifications ................................................................................................................... 1263
Distribute Management Reports & Summaries.............................................................................. 1263
1.5.8.6 Create Resource Trouble Report ............................................................................................ 1264
Create Resource Trouble Report .................................................................................................... 1264
Generate Resource Trouble ............................................................................................................ 1265
Convert Report To Resource Trouble Format ................................................................................. 1265
Estimate Time For Restoring Resource ........................................................................................... 1266
1.5.9 Resource Performance Management ........................................................................................ 1267
Resource Performance Management ............................................................................................. 1267
Monitor Resource Performance ..................................................................................................... 1268
Analyze Resource Performance ...................................................................................................... 1269
Control Resource Performance ....................................................................................................... 1270
Report Resource Performance ........................................................................................................ 1270
Create Resource Performance Degradation Report ....................................................................... 1271
Track & Manage Resource Performance Resolution ...................................................................... 1272
Close Resource Performance Degradation Report ......................................................................... 1273
1.5.9.1 Monitor Resource Performance ............................................................................................. 1274
Monitor Resource Performance ..................................................................................................... 1274
Manage Resource Performance Data ............................................................................................. 1275

Record Resource Performance Data ............................................................................................... 1276

Correlate Resource Performance Event Notifications .................................................................... 1276
1.5.9.2 Analyze Resource Performance .............................................................................................. 1277
Analyze Resource Performance ...................................................................................................... 1278
Perform Specific Resource Performance Diagnostics ..................................................................... 1279
Manage Resource Performance Data Collection Schedules ........................................................... 1280
1.5.9.3 Control Resource Performance............................................................................................... 1280
Control Resource Performance ....................................................................................................... 1281
Instantiate Resource Performance Controls ................................................................................... 1282
Instantiate Resource Trouble Controls ........................................................................................... 1282
1.5.9.4 Report Resource Performance................................................................................................ 1283
Report Resource Performance ........................................................................................................ 1284
Monitor Resource Performance Degradation Report .................................................................... 1284
Distribute Resource Quality Management Reports & Summaries ................................................. 1285
1.5.9.5 Create Resource Performance Degradation Report ............................................................... 1286
Create Resource Performance Degradation Report ....................................................................... 1286
Generate Resource Performance Degradation Problem ................................................................ 1287
Convert Report To Resource Performance Degradation Report Format....................................... 1287
1.5.9.6 Track & Manage Resource Performance Resolution .............................................................. 1288
Track & Manage Resource Performance Resolution ...................................................................... 1289
Coordinate Resource Performance................................................................................................. 1290
Request Other Parties Performance Degradation Report Creation and Update ........................... 1291
Update First in Resource Testing Results ........................................................................................ 1291
Cancel Resource Performance Degradation Report ....................................................................... 1292
Escalate/End Resource Performance Degradation Report ............................................................. 1292
Clear Resource Performance Degradation Report Status............................................................... 1293
Engage External Party Resource ..................................................................................................... 1293
1.5.10 Resource Mediation & Reporting ............................................................................................ 1294
Resource Mediation & Reporting ................................................................................................... 1294
Mediate Resource Usage Records .................................................................................................. 1295
Report Resource Usage Records ..................................................................................................... 1296
1.5.10.1 Mediate Resource Usage Records ........................................................................................ 1296
Mediate Resource Usage Records .................................................................................................. 1296

Validate Resource Usage Records................................................................................................... 1297

Normalize Resource Usage Records ............................................................................................... 1297
Convert Resource Usage Records ................................................................................................... 1298
Correlate Resource Usage Records ................................................................................................. 1299
Remove Duplicate Resource Usage Records .................................................................................. 1299
1.6.1 Party Strategy & Planning .......................................................................................................... 1300
Child process(es) to be determined ................................................................................................ 1300
Party Strategy & Planning ............................................................................................................... 1301
1.6.2 Party Tender Management ........................................................................................................ 1302
Party Tender Management ............................................................................................................. 1302
Determine the Sourcing Requirements .......................................................................................... 1303
Determine Potential Parties............................................................................................................ 1303
Manage the Tender Process ........................................................................................................... 1304
Gain Tender Decision Approval....................................................................................................... 1305
1.6.2.1 Determine the Sourcing Requirements .................................................................................. 1305
Determine the Sourcing Requirements .......................................................................................... 1306
Capture Sourcing Requirements ..................................................................................................... 1307
Finalize Sourcing Requirements ...................................................................................................... 1308
Prepare Tender Document ............................................................................................................. 1308
1.6.2.2 Determine Potential Parties.................................................................................................... 1309
Determine Potential Parties............................................................................................................ 1309
Analyze Potential Parties ................................................................................................................ 1310
Short List Potential Parties .............................................................................................................. 1311
Identify Potential Parties ................................................................................................................ 1311
Issue Tender Document .................................................................................................................. 1312
Receive Tender Document Response ............................................................................................. 1312
Select Short-listed Party .................................................................................................................. 1313
1.6.2.3 Manage the Tender Process ................................................................................................... 1313
Manage the Tender Process ........................................................................................................... 1314
Specify the Tender Process ............................................................................................................. 1315
Administer the Tender Process ....................................................................................................... 1315
1.6.2.4 Gain Tender Decision Approval .............................................................................................. 1316
Gain Tender Decision Approval....................................................................................................... 1316

Provide Management Oversight on Tenders .................................................................................. 1317

Approve Tender Decisions .............................................................................................................. 1318
1.6.3 Party Relationship Development & Retirement ........................................................................ 1318
Party Relationship Development & Retirement ............................................................................. 1318
Party Relationship Management .................................................................................................... 1319
Party Demographic Collection ........................................................................................................ 1320
Party Profiling.................................................................................................................................. 1320
1.6.3.1 Party Relationship Management ............................................................................................ 1321
Party Relationship Management .................................................................................................... 1321
Establish Party Relationship ............................................................................................................ 1322
Manage Party Relationship ............................................................................................................. 1323
Re-establish Party Relationship ...................................................................................................... 1323
Terminate Party Relationship ......................................................................................................... 1324
Collect Party Data............................................................................................................................ 1325
Develop Party Relationship ............................................................................................................. 1325
1.6.3.1.2 Manage Party Relationship .................................................................................................. 1326
Manage Party Relationship ............................................................................................................. 1326
Monitor Party Relationship ............................................................................................................. 1327
Review Party Relationship .............................................................................................................. 1327
Approve Party Relationship ............................................................................................................ 1328
1.6.3.1.5 Collect Party Data ................................................................................................................ 1328
Collect Party Data............................................................................................................................ 1328
Collect Basic Party Data .................................................................................................................. 1329
Collect Party Identification.............................................................................................................. 1330
Collect Party Contact....................................................................................................................... 1330
Collect Party Skill ............................................................................................................................. 1331
Collect Additional Party Attribute ................................................................................................... 1331
1.6.3.1.6 Develop Party Relationship .................................................................................................. 1332
Develop Party Relationship ............................................................................................................. 1332
Welcome New Party ....................................................................................................................... 1333
Develop Party Relationship Success Business Plan ......................................................................... 1333
Enable Party .................................................................................................................................... 1334
Train Party ....................................................................................................................................... 1335

1.6.3.2 Party Demographic Collection ................................................................................................ 1335

Party Demographic Collection ........................................................................................................ 1335
Specify Party Demographic Definition ............................................................................................ 1336
Specify Party Demographic Definition Group ................................................................................. 1337
Remove Party Demographic Definition ......................................................................................... 1337
Collect Party Demographic ............................................................................................................. 1338
Remove Party Demographic ........................................................................................................... 1338
1.6.3.3 Party Profiling.......................................................................................................................... 1339
Party Profiling.................................................................................................................................. 1339
Define Party Profile Type ................................................................................................................ 1340
Define Party Profile Type Attribute Group ..................................................................................... 1341
Remove Party Profile Type .............................................................................................................. 1341
Collect Party Profile......................................................................................................................... 1342
Remove Party Profile ...................................................................................................................... 1342
1.6.4 Party Offering Development & Retirement ............................................................................... 1343
Party Offering Development & Retirement .................................................................................... 1343
On-board Party Product Specification & Offering .......................................................................... 1344
Off-Board Party Offering & Specification ........................................................................................ 1345
1.6.4.1 On-board Party Product Specification & Offering .................................................................. 1346
On-board Party Product Specification & Offering .......................................................................... 1347
Define Party Product Specification Involvement ............................................................................ 1348
Define Party Product Offering Involvement ................................................................................... 1349
1.6.4.2 Off-Board Party Offering & Specification................................................................................ 1350
Off-Board Party Offering & Specification ........................................................................................ 1350
Off-Board Party Product Offering ................................................................................................... 1351
Off-Board Party Product Specification ............................................................................................ 1352
1.6.4.2.2 Off-Board Party Product Specification ................................................................................. 1353
Off-Board Party Product Specification ............................................................................................ 1353
Remove Party Product Specification............................................................................................... 1354
De-activate Off-boarded Preconfigured Services ........................................................................... 1355
Return Remaining Off-boarded Product (Resource) Inventory ...................................................... 1355
1.6.5 Party Agreement Management ................................................................................................. 1356
Party Agreement Management ...................................................................................................... 1356

Prepare Party Agreement ............................................................................................................... 1357

Manage Party Agreement Commercial Negotiations ..................................................................... 1358
Gain Approval for Party Agreement ............................................................................................... 1359
Manage Party Agreement Variation ............................................................................................... 1359
Terminate Party Agreement ........................................................................................................... 1360
1.6.5.1 Prepare Party Agreement ....................................................................................................... 1361
Prepare Party Agreement ............................................................................................................... 1361
Begin Party Agreement Preparation ............................................................................................... 1362
Specify Party Agreement Terms and Conditions ............................................................................ 1363
Specify Agreement Items ................................................................................................................ 1363
Specify Type Specific Agreement Component ................................................................................ 1364
1.6.5.1.1 Begin Party Agreement Preparation .................................................................................... 1365
Begin Party Agreement Preparation ............................................................................................... 1365
Prepare Common Agreement Attributes........................................................................................ 1366
Specify Agreement Parties .............................................................................................................. 1366
Specify Template Agreement Party Types ...................................................................................... 1367
Define Inter-Agreement Relationship ............................................................................................. 1367
1.6.5.2 Manage Party Agreement Commercial Negotiations ............................................................. 1368
Manage Party Agreement Commercial Negotiations ..................................................................... 1368
Establish Commercial Negotiating Strategy .................................................................................... 1369
Manage Commercial Negotiations ................................................................................................. 1370
1.6.5.3 Gain Approval for Party Agreement ....................................................................................... 1370
Gain Approval for Party Agreement ............................................................................................... 1371
Report to Party Agreement Stakeholders ....................................................................................... 1371
Commit & Approve Party Agreement ............................................................................................. 1372
1.6.6 Party Support & Readiness ........................................................................................................ 1372
Support Party Problem Reporting & Management [Deleted] ........................................................ 1373
Party Support & Readiness ............................................................................................................. 1373
Support Party Requisition Management ........................................................................................ 1374
Support Party Performance Management...................................................................................... 1375
Support Party Settlements & Payments Management................................................................... 1377
Support Party Interface Management ............................................................................................ 1377
Manage Party Inventory ................................................................................................................. 1378

1.6.6.1 Support Party Requisition Management ................................................................................ 1379

Support Party Requisition Management ........................................................................................ 1380
Arrange and Manage Access from external parties to Service Provider Provisioning Tools and
Processes......................................................................................................................................... 1381
Supervise Party Rollout & and Report Party Capacity .................................................................... 1382
Monitoring Party Requested Infrastructure Deployment............................................................. 1382
Reporting Party Deployment Capability ......................................................................................... 1383
Detect impact on Party Inventory Infrastructure and Update ....................................................... 1383
Analyzing Party Requisition Processes Performance ..................................................................... 1384
1.6.6.2 Support Party Problem Reporting & Management ................................................................ 1384
Support Party Problem Reporting & Management [Deleted] ........................................................ 1385
Arrange and Manage Access for Party to Service Provider Problem Mgmt. Tools and Processes
[Deleted] ......................................................................................................................................... 1385
Arrange and Manage Access to Party Tools and Processes [Deleted] ........................................... 1386
Monitor, Report for Party Performance and Provide Recommendations [Deleted] ..................... 1386
Analyzing Party Problem Processes Performance [Deleted] ......................................................... 1387
1.6.6.3 Support Party Performance Management.............................................................................. 1387
Support Party Performance Management...................................................................................... 1387
Arrange and Manage Access for Party to Service Performance Mgmt. Tools and Processes ........ 1389
Arrange and Manage Access to Party Service Performance Mgmt. Tools and Processes ............. 1389
Monitor and Report Party Performance Issues and Provide Recommendations .......................... 1390
Detect Change on Party Inventory Infrastructure and Update ...................................................... 1390
Analyzing Party Performance Processes' Performance ................................................................. 1391
1.6.6.4 Support Party Settlements & Payments Management........................................................... 1391
Support Party Settlements & Payments Management................................................................... 1392
Arrange Facilities, Tools and Systems to Support Processes .......................................................... 1393
Analyze Party Settlements & Payments Process Performance ...................................................... 1393
1.6.6.5 Support Party Interface Management .................................................................................... 1394
Support Party Interface Management ............................................................................................ 1394
Check Interface List, Status and Availability ................................................................................... 1395
Identify Contact Changes and Update ............................................................................................ 1396
Assess Party Interface Performance ............................................................................................... 1396
1.6.6.6 Manage Party Inventory ......................................................................................................... 1397
Manage Party Inventory ................................................................................................................. 1397

Manage S/P Inventory Repository ................................................................................................. 1398

Manage and Administer Party Inventory ........................................................................................ 1399
Perform Audit Tests ........................................................................................................................ 1399
Track and Monitor Party Inventory................................................................................................. 1400
Identify Issues and Provide Reports................................................................................................ 1400
1.6.7 Party Privacy Management ........................................................................................................ 1401
Party Privacy Management ............................................................................................................. 1401
Party Privacy Management Definition ............................................................................................ 1402
Party Privacy Profile Type Development ........................................................................................ 1403
Party Privacy Profile Management ................................................................................................. 1403
Party Privacy Profile Agreement ..................................................................................................... 1404
1.6.7.1 Party Privacy Management Definition .................................................................................... 1405
Party Privacy Management Definition ............................................................................................ 1406
Define Party Privacy Location, Jurisdiction and Regulation ............................................................ 1407
Define Party PII Privacy Standards .................................................................................................. 1407
1.6.7.2 Party Privacy Profile Type Development ................................................................................ 1408
Party Privacy Profile Type Development ........................................................................................ 1408
Define Default Privacy Information ................................................................................................ 1409
Define Default Privacy Profile Rules ............................................................................................... 1410
Define Privacy Policy Rules Values .................................................................................................. 1410
1.6.7.3 Party Privacy Profile Management ......................................................................................... 1411
Party Privacy Profile Management ................................................................................................. 1411
Enforce Party Privacy Profile ........................................................................................................... 1412
Send Party Privacy Profile ............................................................................................................... 1413
Receive Party Privacy Profile........................................................................................................... 1413
Request Party Privacy Profile Extension ......................................................................................... 1414
Modify Party Privacy Policy ............................................................................................................. 1415
Erase Party Privacy Profile Information .......................................................................................... 1415
Import Data Subject Party Privacy Profile....................................................................................... 1416
1.6.8 Party Order Handling ................................................................................................................. 1416
Party Order Handling ...................................................................................................................... 1416
Select External Party for Party Order .............................................................................................. 1417
Determine Party Pre-Order Feasibility............................................................................................ 1418

Track & Manage Party Orders ......................................................................................................... 1419

Receive & Accept Party Order......................................................................................................... 1420
Issue Party Order ............................................................................................................................ 1421
Report Party Orders ........................................................................................................................ 1421
Close Party Order ............................................................................................................................ 1422
1.6.8.1 Select External Party for Party Order ...................................................................................... 1422
Select External Party for Party Order .............................................................................................. 1423
Identify External Party for Order .................................................................................................... 1424
Select Most Appropriate Party........................................................................................................ 1424
1.6.8.2 Determine Party Pre-Order Feasibility.................................................................................... 1425
Determine Party Pre-Order Feasibility............................................................................................ 1425
Assess Party Delivery Capabilities ................................................................................................... 1426
Verify Party Inventory Availability .................................................................................................. 1426
Evaluate Party Against Business Needs .......................................................................................... 1427
1.6.8.3 Track & Manage Party Orders................................................................................................. 1427
Track & Manage Party Orders ......................................................................................................... 1428
Modify Party Order ......................................................................................................................... 1429
Cancel Party Order .......................................................................................................................... 1429
Escalate Party Order ....................................................................................................................... 1430
Manage Party Orders ...................................................................................................................... 1430
Monitor Jeopardy Status................................................................................................................. 1431
Track Party Orders .......................................................................................................................... 1431
Complete Party Order ..................................................................................................................... 1432
1.6.8.4 Receive & Accept Party Order................................................................................................. 1432
Receive & Accept Party Order......................................................................................................... 1433
Receive Party Order ........................................................................................................................ 1434
Accept Party Order.......................................................................................................................... 1434
Negotiate Party Order Problem ...................................................................................................... 1435
Facilitate Party Product Configuration............................................................................................ 1435
1.6.8.6 Report Party Orders ................................................................................................................ 1436
Report Party Orders ........................................................................................................................ 1436
Monitor Party Orders Status ........................................................................................................... 1437
Manage Party Order Status Notification......................................................................................... 1437

Report Party Orders Status ............................................................................................................. 1438

1.6.9 Party Interaction Management.................................................................................................. 1438
Party Interaction Management....................................................................................................... 1439
Log Party Interaction....................................................................................................................... 1440
Notify Party ..................................................................................................................................... 1440
Track and Manage Party Interaction............................................................................................... 1441
Handle Party Interaction (Including Self Service) ........................................................................... 1441
Analyze & Report Party Interactions............................................................................................... 1442
Mediate & Orchestrate Party Interactions ..................................................................................... 1442
Login Party ...................................................................................................................................... 1443
1.6.9.1 Log Party Interaction ............................................................................................................... 1444
Log Party Interaction....................................................................................................................... 1444
Create Party Interaction Log ........................................................................................................... 1445
Update Party Interaction ................................................................................................................ 1445
1.6.9.5 Handle Party Interaction (Including Self Service) ................................................................... 1446
Handle Party Interaction (Including Self Service) ........................................................................... 1446
Handle Interaction .......................................................................................................................... 1447
Monitor Interaction Status ............................................................................................................. 1447
Close Interaction ............................................................................................................................. 1448
1.6.9.6 Analyze & Report Party Interactions....................................................................................... 1448
Analyze & Report Party Interactions............................................................................................... 1449
Analyze Party Interactions .............................................................................................................. 1450
Report Party Interaction ................................................................................................................. 1450
1.6.9.7 Mediate & Orchestrate Party Interactions ............................................................................. 1451
Mediate & Orchestrate Party Interactions ..................................................................................... 1451
Identify Party Interactions Data Formats........................................................................................ 1452
Orchestrate Party Interactions ....................................................................................................... 1452
Mediate Party Interactions ............................................................................................................. 1453
1.6.10 Party Problem Handling ........................................................................................................... 1453
Party Problem Handling .................................................................................................................. 1454
Receive Party Problem .................................................................................................................... 1454
Assess Party Problem ...................................................................................................................... 1455
Submit Party Problem ..................................................................................................................... 1455

Track Party Problem ........................................................................................................................ 1456

Resolve Party Problem .................................................................................................................... 1457
Manage Party Problem ................................................................................................................... 1457
Report Party Problem ..................................................................................................................... 1458
Close Party Problem ........................................................................................................................ 1458
Analyze Party Problem Trend ......................................................................................................... 1459
1.6.10.1 Receive Party Problem .......................................................................................................... 1460
Create Party Problem ...................................................................................................................... 1461
Request Additional Party Problem Information ............................................................................. 1461
Receive Additional Party Problem Information .............................................................................. 1461
1.6.10.2 Assess Party Problem ............................................................................................................ 1462
Assess Party Problem ...................................................................................................................... 1462
Involve External Party in Party Problem Assessment ..................................................................... 1463
Verify Party Problem ....................................................................................................................... 1464
Categorize Party Problem ............................................................................................................... 1464
Isolate Party Problem ...................................................................................................................... 1465
Complete Party Problem Assessment & Investigation ................................................................... 1465
1.6.10.2.1 Involve External Party in Party Problem Assessment ........................................................ 1466
Involve External Party in Party Problem Assessment ..................................................................... 1466
Identify External Party for Party Problem Assessment ................................................................... 1467
Request External Party Support for Party Problem ........................................................................ 1467
Receive Response for External Party Support for Party Problem ................................................... 1468
1.6.10.2.4 Isolate Party Problem......................................................................................................... 1468
Isolate Party Problem ...................................................................................................................... 1469
Verify Product Proper Product Use................................................................................................. 1469
Perform Party Problem Product Diagnostic Testing ....................................................................... 1470
Identify Party Problem Root Cause ................................................................................................. 1471
1.6.10.3 Submit Party Problem ........................................................................................................... 1471
Submit Party Problem ..................................................................................................................... 1472
Prepare Party Problem .................................................................................................................... 1473
Submit Prepared Party Problem ..................................................................................................... 1473
1.6.10.4 Report Party Problem Resolution ........................................................................................ 1473

Report Party Problem Resolution [Deleted] .................................................................................. 1474

Monitor Party Problem [Deleted] ................................................................................................... 1474
Provide Party Problem Management Summaries [Deleted] .......................................................... 1475
Provide Party Problem Management Reports [Deleted] ................................................................ 1475
Provide Party Problem Status Change Notification [Deleted] ........................................................ 1476
1.6.10.4 Track Party Problem.............................................................................................................. 1476
Track Party Problem ........................................................................................................................ 1476
Assign Party Problem Jeopardy Status............................................................................................ 1477
Monitor Party Problem Jeopardy Status......................................................................................... 1477
Escalate Party Problem Jeopardy Status ......................................................................................... 1478
Provide Party Problem Jeopardy Notification................................................................................. 1478
1.6.10.5 Resolve Party Problem .......................................................................................................... 1479
Resolve Party Problem .................................................................................................................... 1480
Record Party Problem Resolution ................................................................................................... 1480
Update Party Problem Status to Resolved ...................................................................................... 1481
1.6.10.6 Manage Party Problem ......................................................................................................... 1481
Manage Party Problem ................................................................................................................... 1482
Modify Party Problem ..................................................................................................................... 1482
Cancel Party Problem ...................................................................................................................... 1483
1.6.10.7 Report Party Problem ........................................................................................................... 1483
Report Party Problem ..................................................................................................................... 1484
Monitor Party Problems.................................................................................................................. 1485
Provide Party Problem Change Notification ................................................................................... 1485
Provide Party Problem Management Report ................................................................................. 1486
1.6.11 Party Performance Management ............................................................................................ 1487
Party Performance Management ................................................................................................... 1487
Monitor & Control Party Performance ........................................................................................... 1488
Track & Manage Party Performance Resolution............................................................................. 1488
Report Party Performance .............................................................................................................. 1489
Close Party Performance Degradation Report................................................................................ 1490
Initiate Party Performance Degradation Report ............................................................................. 1490
1.6.11.1 Monitor & Control Party Performance ................................................................................. 1491
Monitor & Control Party Performance ........................................................................................... 1491

Collect Party Performance Data...................................................................................................... 1492

Analyze Party Performance Data .................................................................................................... 1492
Initiate Party Performance Corrective Actions ............................................................................... 1493
1.6.11.2 Track & Manage Party Performance Resolution................................................................... 1493
Track & Manage Party Performance Resolution............................................................................. 1494
Modify Party Performance Degradation Report ............................................................................. 1495
Cancel Party Performance Degradation Report.............................................................................. 1495
Escalate Party Performance Degradation Report ........................................................................... 1495
Manage Party Performance Degradation Report ........................................................................... 1496
Monitor Party Performance Jeopardy Status ................................................................................. 1496
Modify Party Performance Degradation Report Status .................................................................. 1497
1.6.11.3 Report Party Performance .................................................................................................... 1497
Report Party Performance .............................................................................................................. 1498
Monitor Party Performance ............................................................................................................ 1499
Distribute Party Performance Management Summaries ............................................................... 1499
Distribute Party Performance Management Reports ..................................................................... 1500
1.6.11.4 Close Party Performance Degradation Report...................................................................... 1500
Close Party Performance Degradation Report................................................................................ 1501
Monitor Party Performance Degradation Report ........................................................................... 1502
Close Cleared Party Performance Degradation Report .................................................................. 1502
1.6.11.5 Initiate Party Performance Degradation Report ................................................................... 1503
Initiate Party Performance Degradation Report ............................................................................. 1503
Create Party Performance Degradation Report.............................................................................. 1504
Issue Party Performance Degradation Report ................................................................................ 1504
1.6.12 Party Revenue Management ................................................................................................... 1505
Party Revenue Management .......................................................................................................... 1505
Party Bill/Invoice Management ...................................................................................................... 1506
Party Billing Event Management..................................................................................................... 1508
Party Revenue Sharing and Settlement .......................................................................................... 1509
Party Payment Management .......................................................................................................... 1510
Party Charging ................................................................................................................................. 1510
Party Account Balance Management.............................................................................................. 1511
Party Bill Inquiry Handling............................................................................................................... 1512

1.6.12.1 Party Bill/Invoice Management ............................................................................................ 1512

Party Bill/Invoice Management ...................................................................................................... 1513
Party Bill/Invoice Process Management ......................................................................................... 1514
Party Bill/Invoice Control ............................................................................................................... 1515
Party Bill/Invoice Lifecycle Management........................................................................................ 1516
Specific Party Revenue Handling .................................................................................................... 1516
1.6.12.1.1 Party Bill/Invoice Process Management ............................................................................ 1517
Party Bill/Invoice Process Management ......................................................................................... 1518
Determine Party Bill Invoice Management Capability .................................................................... 1519
Design & Develop Party Bill/Invoice Process .................................................................................. 1519
1.6.12.1.1.4 Mediate Party Billing Event............................................................................................. 1520
Mediate Party Billing Event ............................................................................................................. 1520
Edit Party Billing Event .................................................................................................................... 1521
Reformat Party Billing Event ........................................................................................................... 1521
1.6.12.1.1.5 Report Party Billing Events.............................................................................................. 1521
Report Party Billing Events .............................................................................................................. 1522
Generate Party Billing Events Report.............................................................................................. 1523
Support Party Billing Event Related Processes ............................................................................... 1523
1.6.12.1.3 Party Bill/Invoice Lifecycle Management........................................................................... 1524
Party Bill/Invoice Lifecycle Management........................................................................................ 1524
Apply Party Pricing, Discounting, Adjustments & Rebates ............................................................. 1525
Create Party Bill/Invoice ................................................................................................................. 1526
Distribute Party Bill/Invoice ............................................................................................................ 1526
Manage Party Bill/Invoice Archive .................................................................................................. 1527
Receive Party Bill/Invoice................................................................................................................ 1528
Administer Commercial Arrangement for Party Bill/Invoice Creation Capability .......................... 1528
1.6.12.1.3.1 Apply Party Pricing, Discounting, Adjustments & Rebates ............................................. 1529
Apply Party Pricing, Discounting, Adjustments & Rebates ............................................................. 1530
Obtain Party Billing Events .............................................................................................................. 1531
Apply Party Pricing, Discounting, Adjustments & Rebates to Party Account ................................. 1531
Apply Prior Bill Cycle Agreed Party Bill/Invoice Adjustment........................................................... 1532
1.6.12.1.3.2 Create Party Bill/Invoice ................................................................................................. 1532
Create Party Bill/Invoice ................................................................................................................. 1533

Render & Format Party Bill/Invoice ................................................................................................ 1534

Aggregate/Combine Party Bill/Invoice............................................................................................ 1534
Verify Party Bill/Invoice Quality ...................................................................................................... 1535
1.6.12.1.3.4 Manage Party Bill/Invoice Archive .................................................................................. 1536
Manage Party Bill/Invoice Archive .................................................................................................. 1536
Archive Party Bill/Invoice ................................................................................................................ 1537
Deliver Party Bill/Invoice Archive.................................................................................................... 1537
1.6.12.1.3.5 Receive Party Bill/Invoice................................................................................................ 1538
Receive Party Bill/Invoice................................................................................................................ 1538
Accept Party Bill/Invoice ................................................................................................................. 1539
Assess Party Bill/Invoice.................................................................................................................. 1539
Negotiate Party Bill/Invoice ............................................................................................................ 1540
Approve Party Bill/Invoice .............................................................................................................. 1541
1.6.12.1.4 Unique Revenue Handling for Specific Parties................................................................... 1541
Specific Party Revenue Handling .................................................................................................... 1542
Perform Roaming Party Billing ........................................................................................................ 1543
Handle Interconnect Party Billing ................................................................................................... 1543
Handle MVNO&MVNE Billing.......................................................................................................... 1544
Handle Usage Records Relay , Non usage Records & Dispute Handling ......................................... 1545
Calculate Dealer & Retailer Billing & Commissions........................................................................ 1546
Handle Content Party Billing ........................................................................................................... 1546
Perform 3rd Party Billing................................................................................................................. 1547
Handle Clearing House Billing ......................................................................................................... 1548
Perform Supplier Billing .................................................................................................................. 1548
1.6.12.1.6.2 Party Bill/Invoice Control ............................................................................................... 1549
Party Bill/Invoice Control ............................................................................................................... 1549
Establish & Maintain Party Bill Invoice Format ............................................................................... 1550
Maintain Bill Invoice Party List ........................................................................................................ 1550
Define Party Billing Cycle ................................................................................................................ 1551
1.6.12.1.7.1 Perform Partner Roaming Billing .................................................................................... 1551
Perform Roaming Party Billing ........................................................................................................ 1552
Perform National Roaming Party Billing ......................................................................................... 1552
Perform International Party Roaming Billing .................................................................................. 1553

Receive Incollect Invoice ................................................................................................................. 1554

Generate Outcollect Invoice ........................................................................................................... 1554
1.6.12.1.7.2 Handle Interconnect Partner Billing ............................................................................... 1555
Handle Interconnect Party Billing ................................................................................................... 1555
Handle IP Interconnect Party Billing ............................................................................................... 1556
Handle Trading and Routing Party Billing ....................................................................................... 1557
Perform Interconnect Party Netting ............................................................................................... 1558
1.6.12.1.7.3 Handle MVNO&MVNE& Retailer Billing ......................................................................... 1559
Handle MVNO&MVNE Billing.......................................................................................................... 1559
Apply MVNO Tax ............................................................................................................................. 1560
1.6.12.1.7.6 Handle Content Partner Billing ....................................................................................... 1560
Handle Content Party Billing ........................................................................................................... 1561
Handle Carrier Cramming Content Partner Disputes ..................................................................... 1562
1.6.12.1.7.6.1 Handle Carrier Cramming Content Partner Disputes .................................................. 1563
Handle Carrier Cramming Content Partner Disputes ..................................................................... 1563
Escalate Carrier Cramming Content Partner................................................................................... 1564
Execute Party Billing on Behalf ....................................................................................................... 1564
1.6.12.1.7.8 Handle Clearing House Billing ......................................................................................... 1565
Handle Clearing House Billing ......................................................................................................... 1566
Handle Broker Roaming Agreement ............................................................................................... 1567
Convert Roaming Standard ............................................................................................................. 1567
1.6.12.2 Party Billing Event Management .......................................................................................... 1568
Party Billing Event Management..................................................................................................... 1568
Enrich Party Billing Event ................................................................................................................ 1569
Guide Party Billing Event ................................................................................................................. 1570
Mediate Party Billing Event ............................................................................................................. 1570
Report Party Billing Events .............................................................................................................. 1571
1.6.12.2.2 Guide Party Billing Event.................................................................................................... 1571
Guide Party Billing Event ................................................................................................................. 1572
Ensure Party Billing Event Usage .................................................................................................... 1573
Distribute Party Billing Event .......................................................................................................... 1573
1.6.12.2.7.2 Define Party Revenue Sharing Model ............................................................................. 1574
Define Party Revenue Sharing Model ............................................................................................. 1574

Define Base Party Revenue Sharing Model .................................................................................... 1575

Specify Revenue Sharing Model Party Involvement ....................................................................... 1575
Specify Party Revenue Sharing Model Associated Revenue ........................................................... 1576
1.6.12.2.8.4 Manage Aged Party Debt Portfolio ................................................................................. 1577
Manage Aged Party Debt Portfolio ................................................................................................. 1577
Report Aged Party Debt Portfolio ................................................................................................... 1578
Manage Party Debt Write-off ......................................................................................................... 1578
Establish & Manage Commercial Debt Recovery Arrangement ..................................................... 1579
1.6.12.2.8.4.2 Manage Party Debt Write-off ...................................................................................... 1580
Manage Party Debt Write-off ......................................................................................................... 1580
Identify Overdue Party Bill/Invoice Write-off Candidate................................................................ 1581
Write Off Overdue Party Bill/Invoice .............................................................................................. 1581
1.6.12.2.8.5 Perform Party Debt Trend Analysis................................................................................. 1582
Accept Party Payment ..................................................................................................................... 1582
Provide Party Payment Receipt ...................................................................................................... 1583
Perform Party Debt Trend Analysis ................................................................................................. 1584
1.6.12.3 Party Revenue Sharing and Settlement ................................................................................ 1584
Party Revenue Sharing and Settlement .......................................................................................... 1584
Party Revenue Sharing Model Development .................................................................................. 1585
Party Revenue Sharing Agreement Management .......................................................................... 1586
Party Revenue Share Determination .............................................................................................. 1587
Party Revenue Sharing Reconciliation ............................................................................................ 1588
Control Party Settlements............................................................................................................... 1589
1.6.12.3.1 Party Revenue Sharing Model Development ..................................................................... 1589
Party Revenue Sharing Model Development .................................................................................. 1590
Manage Party Revenue Sharing Model Specification ..................................................................... 1591
Define Party Revenue Sharing Model ............................................................................................. 1591
Amend Party Revenue Sharing Model ............................................................................................ 1592
Remove Party Revenue Sharing Model .......................................................................................... 1593
1.6.12.3.1.1 Manage Party Revenue Sharing Model Specification ..................................................... 1593
Manage Party Revenue Sharing Model Specification ..................................................................... 1594
Manage Party Revenue Sharing Model Specification Lifecycle ...................................................... 1595
Manage Party Revenue Sharing Model Specification Negotiable Range ....................................... 1595

1.6.12.3.1.2 Remit Party Payment ...................................................................................................... 1596

Remit Party Payment ...................................................................................................................... 1597
Prepare Outbound Party Payment.................................................................................................. 1598
Verify Outbound Party Payment ..................................................................................................... 1598
Authorize Outbound Party Payment............................................................................................... 1599
Make Outbound Party Payment ..................................................................................................... 1599
1.6.12.3.1.3 Apply Party Payment ...................................................................................................... 1600
Apply Party Payment....................................................................................................................... 1600
Make Specified Party Payment Application .................................................................................... 1601
Make Unspecified Party Payment Application ............................................................................... 1602
Resolve Unapplied Party Payment .................................................................................................. 1602
1.6.12.3.1.3.3 Resolve Unapplied Party Payment............................................................................... 1603
Resolve Unapplied Party Payment .................................................................................................. 1603
Investigate Unapplied Party Payment ............................................................................................ 1604
Contact Unapplied Payment Party .................................................................................................. 1604
1.6.12.3.1.4 Handle Party Overpayment ............................................................................................ 1605
Handle Party Overpayment ............................................................................................................ 1606
Identify Party Overpayment............................................................................................................ 1607
Resolve Party Overpayment ........................................................................................................... 1607
1.6.12.3.1.5 Handle Party Underpayment .......................................................................................... 1608
Handle Party Underpayment .......................................................................................................... 1609
Identify Party Underpayment ......................................................................................................... 1610
Resolve Party Underpayment ......................................................................................................... 1610
1.6.12.3.10 Party Revenue Sharing Agreement Management ........................................................... 1611
Party Revenue Sharing Agreement Management .......................................................................... 1612
Associate Revenue Sharing Model to Party Revenue Sharing Agreement ..................................... 1613
Specify Revenue Sharing Agreement Terms and Conditions .......................................................... 1613
1.6.12.3.3 Party Revenue Share Determination ................................................................................. 1614
Party Revenue Share Determination .............................................................................................. 1614
Initiate Party Revenue Share Determination .................................................................................. 1615
Identify Revenue Share Product Offering ....................................................................................... 1616
Identify Revenue Share Items ......................................................................................................... 1616
Determine Party Revenue Share ..................................................................................................... 1617

Aggregate Revenue Share ............................................................................................................... 1618

Provide Party Revenue Share Notification...................................................................................... 1618
Adjust Party Revenue Share............................................................................................................ 1619
1.6.12.3.3.3 Identify Revenue Share Items ......................................................................................... 1620
Identify Revenue Share Items ......................................................................................................... 1620
Aggregate Revenue Share Item ...................................................................................................... 1621
Create Revenue Share Item ............................................................................................................ 1622
1.6.12.3.4 Party Revenue Sharing Reconciliation ............................................................................... 1622
Party Revenue Sharing Reconciliation ............................................................................................ 1623
Receive Party Revenue Share Notification ..................................................................................... 1623
Reconcile Party Revenue Share ...................................................................................................... 1624
Track Party Revenue Share Reconciliation...................................................................................... 1624
Complete Party Revenue Share Reconciliation............................................................................... 1625
Perform Reconciliation Pre-settlement .......................................................................................... 1626
Perform Reconciliation Post-settlement......................................................................................... 1626
1.6.12.3.4.2 Reconcile Party Revenue Share ...................................................................................... 1627
Reconcile Party Revenue Share ...................................................................................................... 1627
Identify Party Revenue Share Discrepancy ..................................................................................... 1628
Resolve Party Revenue Share Discrepancy ..................................................................................... 1629
Identify Party Revenue Share Adjustment ...................................................................................... 1629
1.6.12.3.8 Party Payment Method Management ............................................................................... 1630
Party Payment Method Management ............................................................................................ 1631
Manage Party Payment Method Type ............................................................................................ 1632
Manage Party Payment Method ..................................................................................................... 1632
1.6.12.3.8.1 Manage Party Payment Method Type ............................................................................ 1633
Manage Party Payment Method Type ............................................................................................ 1633
Define Payment Method Type ........................................................................................................ 1634
Amend Party Payment Method Type.............................................................................................. 1634
Remove Party Payment Method Type ............................................................................................ 1635
1.6.12.3.8.1.1 Define Payment Method Type ..................................................................................... 1636
Define Payment Method Type ........................................................................................................ 1636
Add Party Payment Method Type ................................................................................................... 1637
Define Party Payment Method Type Properties ............................................................................. 1637

1.6.12.3.8.2 Manage Party Payment Method..................................................................................... 1638

Manage Party Payment Method ..................................................................................................... 1638
Specify Party Payment Method ...................................................................................................... 1639
Amend Party Payment Method ...................................................................................................... 1639
Remove Party Payment Method ..................................................................................................... 1640
1.6.12.3.9.1 Prepare Party Payment Plan ........................................................................................... 1640
Prepare Party Payment Plan ........................................................................................................... 1641
Define Party Payment Plan ............................................................................................................. 1642
Specify Party Payment Plan Payment Method ............................................................................... 1642
1.6.12.4 Party Payment Management ................................................................................................ 1643
Party Payment Management .......................................................................................................... 1643
Party Payment Handling ................................................................................................................. 1644
Party Payment Method Management ............................................................................................ 1645
Party Payment Plan Administration ................................................................................................ 1646
Party Debt Collection ...................................................................................................................... 1646
Perform Soft Collections ................................................................................................................. 1647
1.6.12.4.1 Party Payment Handling .................................................................................................... 1648
Party Payment Handling ................................................................................................................. 1648
Receive Party Payment ................................................................................................................... 1649
Remit Party Payment ...................................................................................................................... 1650
Apply Party Payment....................................................................................................................... 1650
Handle Party Overpayment ............................................................................................................ 1651
Handle Party Underpayment .......................................................................................................... 1652
1.6.12.4.1.1 Receive Party Payment ................................................................................................... 1653
Receive Party Payment ................................................................................................................... 1653
Accept Party Payment ..................................................................................................................... 1654
Provide Party Payment Receipt ...................................................................................................... 1655
1.6.12.4.3 Party Payment Plan Administration ................................................................................... 1655
Party Payment Plan Administration ................................................................................................ 1655
Prepare Party Payment Plan ........................................................................................................... 1656
Amend Party Payment Plan ............................................................................................................ 1657
Payoff Party Payment Plan.............................................................................................................. 1657
Remove Party Payment Plan ........................................................................................................... 1658

1.6.12.4.4 Party Debt Collection ......................................................................................................... 1659

Party Debt Collection ...................................................................................................................... 1659
Develop Party Debt Collection Strategy.......................................................................................... 1660
Manage Overdue Party Bill/Invoice ................................................................................................ 1661
Manage Aged Party Debt Portfolio ................................................................................................. 1661
Perform Party Debt Trend Analysis ................................................................................................. 1662
1.6.12.4.4.1 Develop Party Debt Collection Strategy ......................................................................... 1662
Develop Party Debt Collection Strategy.......................................................................................... 1663
Establish & Manage Party Debt Profiles ......................................................................................... 1664
Define Party Debt Collection Policies.............................................................................................. 1664
1.6.12.4.4.2 Manage Overdue Party Bill/Invoice ................................................................................ 1665
Manage Overdue Party Bill/Invoice ................................................................................................ 1665
Identify Overdue Party Bill/Invoice ................................................................................................. 1666
Initiate Party Debt Recovery Activity .............................................................................................. 1666
Administer Overdue Party Bill/Invoice Follow-Up .......................................................................... 1667
Manage Overdue Party Bill/Invoice Payment Plan ......................................................................... 1668
Take Party Debt Collection Further Action ..................................................................................... 1668
1.6.12.4.4.2.5 Take Party Debt Collection Further Action .................................................................. 1669
Take Party Debt Collection Further Action ..................................................................................... 1669
Place Party Debt in Litigation .......................................................................................................... 1670
Place Party Debt with Collection Agency ........................................................................................ 1670
Embargo Party Based on Bad Debt ................................................................................................. 1671
Recover Delinquent Party Assets .................................................................................................... 1671
Perform Pre-Litigation Collections .................................................................................................. 1672
1.6.12.5 Party Charging ....................................................................................................................... 1672
Party Charging ................................................................................................................................. 1673
Perform Party Rating....................................................................................................................... 1674
Apply Party Rate Level Discounts.................................................................................................... 1674
Aggregate Party Items For Charging ............................................................................................... 1675
Provide Party Advice of Charge/Rate.............................................................................................. 1675
1.6.12.6 Party Account Balance Management ................................................................................... 1676
Party Account Balance Management.............................................................................................. 1676
Manage Party Account Balance Policy ............................................................................................ 1677

Reserve Party Account Balance Amount ........................................................................................ 1678

Update Party Account Balance ....................................................................................................... 1678
Report Party Account Balance ........................................................................................................ 1679
Transfer Party Account Balance Amount ........................................................................................ 1679
Provide Party Account Balance Notification ................................................................................... 1680
Authorize Party Transaction Based on Balance .............................................................................. 1680
1.6.12.7 Party Bill Inquiry Handling..................................................................................................... 1681
Party Bill Inquiry Handling............................................................................................................... 1681
Receive Party Bill Inquiry ................................................................................................................ 1681
Submit Party Bill Inquiry.................................................................................................................. 1682
Resolve Party Bill Inquiry ................................................................................................................ 1682
Manage Party Bill Inquiry ................................................................................................................ 1683
Report Party Bill Inquiry .................................................................................................................. 1683
Close Party Bill Inquiry .................................................................................................................... 1684
1.6.12.7.1 Receive Party Bill Inquiry ................................................................................................... 1685
Receive Party Bill Inquiry ................................................................................................................ 1685
Create Party Bill Inquiry .................................................................................................................. 1686
Request Additional Party Bill Inquiry Information .......................................................................... 1686
Receive Additional Party Bill Inquiry Information........................................................................... 1687
1.6.12.7.2 Submit Party Bill Inquiry .................................................................................................... 1687
Submit Party Bill Inquiry.................................................................................................................. 1688
Prepare Party Bill Inquiry ................................................................................................................ 1689
Submit Prepared Bill Inquiry Information ...................................................................................... 1689
1.6.12.7.3 Resolve Party Bill Inquiry ................................................................................................... 1690
Resolve Party Bill Inquiry ................................................................................................................ 1690
Authorize Party Bill Invoice Adjustment ......................................................................................... 1691
Record Party Bill Inquiry Resolution ............................................................................................... 1691
Update Party Bill Inquiry Status to Resolved .................................................................................. 1692
1.6.12.7.3.1 Authorize Party Bill Invoice Adjustment ......................................................................... 1692
Authorize Party Bill Invoice Adjustment ......................................................................................... 1693
Determine Automated Party Bill/Invoice Adjustment .................................................................... 1694
Accept Party Bill/Invoice Adjustment ............................................................................................. 1694
Make Party Bill/Invoice Adjustment ............................................................................................... 1695

1.6.12.7.4 Manage Party Bill Inquiry ................................................................................................... 1695

Manage Party Bill Inquiry ................................................................................................................ 1696
Modify Party Bill Inquiry ................................................................................................................. 1697
Cancel Party Bill Inquiry .................................................................................................................. 1697
1.6.12.7.5 Report Party Bill Inquiry ..................................................................................................... 1698
Report Party Bill Inquiry .................................................................................................................. 1698
Monitor Party Bill Inquiries ............................................................................................................. 1699
Provide Party Bill Inquiry Change Notification................................................................................ 1699
Provide Party Bill Inquiry Management Report .............................................................................. 1700
1.7.1 Strategic & Enterprise Planning ................................................................................................. 1701
Strategic & Enterprise Planning ...................................................................................................... 1701
Strategic Business Planning............................................................................................................. 1702
Business Development .................................................................................................................... 1703
Enterprise Architecture Management ............................................................................................ 1704
Group Enterprise Management ...................................................................................................... 1705
ITIL Release and Deployment Management ................................................................................... 1705
ITIL Change Management ............................................................................................................... 1708
1.7.1.1 Strategic Business Planning .................................................................................................... 1711
Strategic Business Planning............................................................................................................. 1712
Provide Strategic Business Direction .............................................................................................. 1712
Create Actionable Strategy ............................................................................................................. 1712
Program-manage Strategy Implementation ................................................................................... 1713
1.7.1.2 Business Development ............................................................................................................ 1713
Business Development .................................................................................................................... 1714
Develop Concepts for Revenue Streams......................................................................................... 1715
Focus or Broaden Customer Base ................................................................................................... 1715
Identify Outsourcing Opportunities ................................................................................................ 1716
Investigate Potential Mergers & Acquisitions................................................................................. 1717
Facilitate Negotiation & Implementation of Potential Mergers & Acquisitions............................. 1717
1.7.1.3 Enterprise Architecture Management .................................................................................... 1718
Enterprise Architecture Management ............................................................................................ 1718
Manage Enterprise Architecture Methodology ............................................................................. 1719
Co-ordinate Enterprise Architecture............................................................................................... 1720

Manage Enterprise Architecture Toolsets and Associated Standards ............................................ 1720

Manage & Administer Architecture Repositories ........................................................................... 1721
Manage Architecture Skillsets ........................................................................................................ 1721
Provide Reference Source for Standard Operating Environment................................................... 1722
Co-ordinate Architecture Review.................................................................................................... 1722
1.7.1.4 Group Enterprise Management .............................................................................................. 1723
Group Enterprise Management ...................................................................................................... 1723
Plan & Implement Cross-Business Unit Operation ......................................................................... 1724
Harmonize Processes & Communication Systems across Business Units ...................................... 1724
Manage Funding & Cross-Subsidies across Business Units............................................................. 1725
Manage Investment for Business Development ............................................................................. 1725
Co-ordinate Business Activities ....................................................................................................... 1726
1.7.2 Enterprise Risk Management ..................................................................................................... 1726
Enterprise Risk Management .......................................................................................................... 1726
Business Continuity Management .................................................................................................. 1728
ITIL Problem Management.............................................................................................................. 1729
Security Management ..................................................................................................................... 1734
Fraud Management ........................................................................................................................ 1736
Enterprise Risk Audit Management ................................................................................................ 1737
Insurance Management .................................................................................................................. 1737
Revenue Assurance Management .................................................................................................. 1738
Integrity Management .................................................................................................................... 1739
ITIL IT Service Continuity Management .......................................................................................... 1740
ITIL Information Security Management .......................................................................................... 1741
1.7.2.1 Business Continuity Management .......................................................................................... 1743
Co-ordinate Business Continuity ..................................................................................................... 1744
Plan Business Continuity ................................................................................................................. 1745
Plan Infrastructure Recovery .......................................................................................................... 1745
Plan Serious Incident Management ................................................................................................ 1746
Manage Business Continuity Methodologies ................................................................................. 1746
1.7.2.2 Security Management ............................................................................................................. 1747

Manage Proactive Security Management....................................................................................... 1749

Define Security Management Analysis ........................................................................................... 1749
Define Security Management policies & procedures to facilitate detection incidents .................. 1750
Define Incident Management policies and procedures .................................................................. 1750
Monitor Industry Trends for Security Management ....................................................................... 1751
Define Security Management Policies & Procedures ..................................................................... 1751
Assist with Security Management Deployment .............................................................................. 1752
Manage Reactive Security Management ........................................................................................ 1753
Detect Potential Security Threats & Violations .............................................................................. 1753
Investigate Potential Security Threats & Violations ....................................................................... 1754
Define Security Management Prevention....................................................................................... 1754
Define Monitoring to Facilitate Security Management .................................................................. 1755
1.7.2.3 Fraud Management ................................................................................................................ 1755
Fraud Policy Management .............................................................................................................. 1757
Fraud Operations Support .............................................................................................................. 1757
Fraud Operations Management...................................................................................................... 1758
1.7.2.3.1 Fraud Policy Management ................................................................................................... 1759
Fraud Policy Management .............................................................................................................. 1759
Manage Tool Policies ...................................................................................................................... 1760
Analyze and Identify Policies........................................................................................................... 1761
Manage Fraud Classification ........................................................................................................... 1762
Manage Internal Process Policies ................................................................................................... 1763
Manage LEA (Law Enforcement Agency) Interaction Policies ........................................................ 1764
Manage External Operator Interaction Policies.............................................................................. 1765
Manage Internal Ethics Policies ...................................................................................................... 1765
1.7.2.3.2 Fraud Operations Support ................................................................................................... 1766
Fraud Operations Support .............................................................................................................. 1767
Gather Intelligence.......................................................................................................................... 1768
Reduce and Avoid Threat ................................................................................................................ 1769
Manage System Configuration........................................................................................................ 1770
1.7.2.3.3 Fraud Operations Management .......................................................................................... 1771
Process Information and Data ........................................................................................................ 1772

Analyze Fraud .................................................................................................................................. 1773

Perform Fraud Actions .................................................................................................................... 1774
Fraud Operations Management...................................................................................................... 1776
1.7.2.4 Audit Management ................................................................................................................. 1777
Define Audit Policy .......................................................................................................................... 1777
Define Audit Mechanism ................................................................................................................ 1778
Assess Operational Activities .......................................................................................................... 1779
Evaluate Operational Activities ....................................................................................................... 1779
Report Audits .................................................................................................................................. 1780
Apply Audit Mechanisms Proactively.............................................................................................. 1781
1.7.2.5 Insurance Management .......................................................................................................... 1781
Identify Insurable Risks ................................................................................................................... 1782
Analyze Insurance Cost/Benefits .................................................................................................... 1783
Provide Insurance Advice ................................................................................................................ 1783
Manage Insurance Portfolio............................................................................................................ 1784
1.7.2.6 Revenue Assurance Management .......................................................................................... 1784
Manage Revenue Assurance Policy Framework ............................................................................. 1786
Manage Revenue Assurance Operations ........................................................................................ 1787
Support Revenue Assurance Operations ........................................................................................ 1788
1.7.2.6.2 Manage Revenue Assurance Operations ............................................................................. 1789
Manage Revenue Assurance Operations ........................................................................................ 1790
Monitor Revenue Assurance Controls ............................................................................................ 1791
Create Revenue Assurance Trouble Report .................................................................................... 1792
Assess Revenue Assurance Trouble ................................................................................................ 1793
Resolve Revenue Assurance Trouble .............................................................................................. 1793
Track & Manage Revenue Assurance Trouble Resolution .............................................................. 1794
Report Revenue Assurance ............................................................................................................. 1795
Close Revenue Assurance Trouble Report ...................................................................................... 1796
1.7.3 Enterprise Effectiveness Management ...................................................................................... 1797
Enterprise Effectiveness Management ........................................................................................... 1797

Process Management & Support .................................................................................................... 1798

ITIL Service Level Management ...................................................................................................... 1799
ITIL Capacity Management ............................................................................................................. 1802
ITIL Availability Management.......................................................................................................... 1805
ITIL Request Fulfillment .................................................................................................................. 1809
ITIL Continual Service Improvement ............................................................................................... 1813
Enterprise Quality Management..................................................................................................... 1816
Program & Project Management .................................................................................................... 1817
Enterprise Performance Assessment .............................................................................................. 1817
Facilities Management & Support .................................................................................................. 1818
ITIL Service Asset and Configuration Management ........................................................................ 1819
ITIL Event Management .................................................................................................................. 1820
ITIL Service Catalogue Management............................................................................................... 1822
ITIL Incident Management .............................................................................................................. 1824
1.7.3.2 Enterprise Quality Management............................................................................................. 1828
Enterprise Quality Management..................................................................................................... 1828
Verify Consistency of Information .................................................................................................. 1829
Define enterprise quality management policies ............................................................................. 1830
Define Enterprise Quality Model .................................................................................................... 1830
1.7.3.3 Program & Project Management ............................................................................................ 1831
Program & Project Management .................................................................................................... 1831
Deliver Program/Project Methodologies & Support ...................................................................... 1832
Select Program/Project Management Support Tools ..................................................................... 1832
Manage Program/Project Management Skill Sets .......................................................................... 1833
Manage Program/Project Management Repository ...................................................................... 1833
Manage Program/Project Management Metrics............................................................................ 1834
1.7.3.4 Enterprise Performance Assessment ...................................................................................... 1834
Enterprise Performance Assessment .............................................................................................. 1835
Define Enterprise Performance Measures...................................................................................... 1836
Manage Enterprise Performance Data ........................................................................................... 1836
Manage External Survey Companies .............................................................................................. 1837
Report Balanced Scorecard, etc. ..................................................................................................... 1837
Metric Management ....................................................................................................................... 1838

1.7.3.4.5 Metric Management ............................................................................................................ 1838

Metric Management ....................................................................................................................... 1839
Develop Metric Definitions ............................................................................................................. 1839
Develop Metric Definition Measure ............................................................................................... 1840
Monitor Metric Measures ............................................................................................................... 1840
Manage Metric Measure ................................................................................................................ 1841
1.7.3.4.5.1 Metric Definition Development ........................................................................................ 1842
Develop Metric Definitions ............................................................................................................. 1842
Specify Metric Definition ................................................................................................................ 1843
Define & Maintain Metric Dimension Specifications ...................................................................... 1843
1.7.3.4.5.2 Metric Definition Measure Development ......................................................................... 1844
Develop Metric Definition Measure ............................................................................................... 1844
Specify Metric Definition Measure ................................................................................................. 1845
Specify Metric Definition Measure Threshold ................................................................................ 1846
1.7.3.4.5.3 Metric Measure Monitoring ............................................................................................. 1846
Monitor Metric Measures ............................................................................................................... 1847
Specify Metric Monitoring Criteria ................................................................................................. 1848
Specify Metric Collection Job .......................................................................................................... 1848
1.7.4 Knowledge & Research Management........................................................................................ 1849
Knowledge & Research Management............................................................................................. 1849
Knowledge Management ................................................................................................................ 1850
Research Management ................................................................................................................... 1850
Technology Scanning ...................................................................................................................... 1851
1.7.4.2 Research Management ........................................................................................................... 1852
Research Management ................................................................................................................... 1852
Evaluate R&D Business Value ......................................................................................................... 1853
Manage R&D Investment ................................................................................................................ 1853
Manage R&D Program Activities..................................................................................................... 1854
1.7.4.3 Technology Scanning .............................................................................................................. 1854
Technology Scanning ...................................................................................................................... 1855
Evaluate External Technology ......................................................................................................... 1856
Determine Business Value of Potential Technology ....................................................................... 1856
Assess Technology Acquisition........................................................................................................ 1856

1.7.5 Financial & Asset Management ................................................................................................. 1857

Financial & Asset Management ...................................................................................................... 1857
Financial Management.................................................................................................................... 1858
Asset Management ......................................................................................................................... 1859
Procurement Management............................................................................................................. 1859
1.7.5.3 Procurement Management .................................................................................................... 1860
Procurement Management............................................................................................................. 1860
Manage Corporate Procurement & Logistics Policies..................................................................... 1861
Define Warehousing Policies .......................................................................................................... 1862
Develop Logistics/Transport Policies .............................................................................................. 1862
Develop Stock/Inventory Management Policies............................................................................. 1863
Manage Goods Acceptance & Handling ......................................................................................... 1863
1.7.6 Stakeholder & External Relations Management........................................................................ 1864
Stakeholder & External Relations Management............................................................................. 1864
Corporate Communications & Image Management ....................................................................... 1865
Community Relations Management ............................................................................................... 1865
Shareholder Relations Management .............................................................................................. 1866
Regulatory Management ................................................................................................................ 1867
Legal Management ......................................................................................................................... 1867
Board & Shares/Securities Management........................................................................................ 1868
1.7.6.1 Corporate Communications & Image Management............................................................... 1869
Corporate Communications & Image Management ....................................................................... 1869
Promote Desired Corporate Image ................................................................................................. 1870
Manage Spokespeople .................................................................................................................... 1870
Manage Messaging ......................................................................................................................... 1871
1.7.6.2 Community Relations Management ....................................................................................... 1871
Community Relations Management ............................................................................................... 1872
Ensure Community Visibility ........................................................................................................... 1873
Communicate Community Messaging ............................................................................................ 1873
Handle Community Contacts .......................................................................................................... 1874
1.7.6.3 Shareholder Relations Management ...................................................................................... 1874
Shareholder Relations Management .............................................................................................. 1875
Manage Shareholder Relations ....................................................................................................... 1876

Manage Employee Share Plans ....................................................................................................... 1876

1.7.6.4 Regulatory Management ........................................................................................................ 1877
Regulatory Management ................................................................................................................ 1877
Ensure Regulatory Compliance ....................................................................................................... 1878
Handle Pending Regulations ........................................................................................................... 1878
File Tariffs ........................................................................................................................................ 1879
1.7.6.5 Legal Management ................................................................................................................. 1879
Legal Management ......................................................................................................................... 1879
Ensure Legal Compliance ................................................................................................................ 1880
Carry out Legal requests ................................................................................................................. 1880
Provide Legal Advice ....................................................................................................................... 1881
Notify Legal Environment Changes ................................................................................................. 1881
Manage Legal Actions ..................................................................................................................... 1882
1.7.6.6 Board & Shares/Securities Management................................................................................ 1882
Board & Shares/Securities Management........................................................................................ 1883
Manage Board Related Activities .................................................................................................... 1883
Manage Shares/Securities .............................................................................................................. 1884
Manage Capital/Equity Activities .................................................................................................... 1884
Manage Share/Stock Registry ......................................................................................................... 1885
1.7.7 Human Resources Management................................................................................................ 1885
Human Resources Management..................................................................................................... 1886
HR Policies & Practices .................................................................................................................... 1887
Organization Development ............................................................................................................. 1887
Workforce Strategy ......................................................................................................................... 1888
Workforce Development ................................................................................................................ 1888
Employee & Labor Relations Management .................................................................................... 1889
1.7.7.1 HR Policies & Practices ............................................................................................................ 1890
HR Policies & Practices .................................................................................................................... 1890
Facilitate Performance Appraisal .................................................................................................... 1890
Facilitate Allowances & Benefits ..................................................................................................... 1891
Facilitate Occupational Health & Safety ......................................................................................... 1891
Facilitate Equal Employment Opportunity...................................................................................... 1892
Facilitate Compensation Guidelines .............................................................................................. 1892

Facilitate Code of Conduct .............................................................................................................. 1893

Facilitate Hiring & Termination Guidelines ..................................................................................... 1893
Facilitate Employee Satisfaction Measurement & Management ................................................... 1894
Facilitate Remuneration Policies & Levels ...................................................................................... 1894
1.7.7.3 Workforce Strategy ................................................................................................................. 1895
Workforce Strategy ......................................................................................................................... 1895
Define Workforce Strategy Requirements...................................................................................... 1896
Create Workforce Strategy ............................................................................................................. 1896
Manage Workforce Change ............................................................................................................ 1897
1.7.7.4 Workforce Development ........................................................................................................ 1897
Workforce Development ................................................................................................................ 1898
Apply Competency Modeling .......................................................................................................... 1898
Apply Skills Assessment .................................................................................................................. 1899
Apply Strength Profiling .................................................................................................................. 1899
Apply Succession Planning .............................................................................................................. 1900
Apply Training ................................................................................................................................ 1900
Apply Career Development ............................................................................................................. 1901
Apply Work Design .......................................................................................................................... 1901
Apply Employee Recruitment ......................................................................................................... 1902
1.7.7.5 Employee & Labor Relations Management ............................................................................ 1902
Employee & Labor Relations Management .................................................................................... 1903
Manage Employee Relations........................................................................................................... 1904
Manage Labor Relations ................................................................................................................. 1904
1.7.8 Common Enterprise Processes .................................................................................................. 1905
Common Enterprise Processes ....................................................................................................... 1905
Data Analytics ................................................................................................................................. 1906
Maturity Assessment ...................................................................................................................... 1907
Feature/Property Management...................................................................................................... 1907
Data Governance ............................................................................................................................ 1908
Data Management .......................................................................................................................... 1908
1.7.8.1 Data Analytics ......................................................................................................................... 1909
Data Analytics ................................................................................................................................. 1909
Data Ingestion ................................................................................................................................. 1910

Data Analysis ................................................................................................................................... 1911

Analytics Consumer & Distribution Management .......................................................................... 1912
1.7.8.1.1 Data Ingestion ...................................................................................................................... 1912
Data Ingestion ................................................................................................................................. 1913
Manage Data source specification and Integration ........................................................................ 1914
Perform Data Import....................................................................................................................... 1914
Format and integrate data .............................................................................................................. 1915
1.7.8.1.2 Data Management ............................................................................................................... 1915
Data Management .......................................................................................................................... 1916
Manage Data Quality ...................................................................................................................... 1916
Manage Data Access ...................................................................................................................... 1917
Manage Data Security ..................................................................................................................... 1917
Manage Data Compliance ............................................................................................................... 1918
Manage Data Storage ..................................................................................................................... 1919
Manage Data Usage ........................................................................................................................ 1919
Manage Data Distribution............................................................................................................... 1920
1.7.8.1.3 Data Analysis ........................................................................................................................ 1921
Data Analysis ................................................................................................................................... 1921
Modeling ......................................................................................................................................... 1921
Processing Complex Events............................................................................................................. 1922
Correlation and Features Engineering ............................................................................................ 1923
Calculate Metrics ............................................................................................................................ 1923
Interpret Insight .............................................................................................................................. 1924
1.7.8.1.4 Analytics Consumer & Distribution Management ............................................................... 1924
Analytics Consumer & Distribution Management .......................................................................... 1925
Representation Management ......................................................................................................... 1926
Manage Analytics Consumer .......................................................................................................... 1926
Manage Analytics Distribution ........................................................................................................ 1927
1.7.8.2 Maturity Assessment .............................................................................................................. 1927
Maturity Assessment ...................................................................................................................... 1928
Prepare Maturity Assessment......................................................................................................... 1928
Collect information for Maturity Assessment................................................................................. 1929
Determine Maturity Level per Dimension ...................................................................................... 1929

Identify Pain Points per Maturity Dimension.................................................................................. 1930

Identifying and Analyzing Maturity Level Gaps .............................................................................. 1930
Produce Consolidated Maturity Level Assessment Report............................................................. 1931
1.7.8.2.1 Prepare Maturity Assessment ............................................................................................. 1931
Prepare Maturity Assessment......................................................................................................... 1932
Prepare Maturity Matrix ................................................................................................................. 1932
Prepare Maturity Questions ........................................................................................................... 1933
Select Maturity Key Metrics ............................................................................................................ 1933
1.7.8.2.2 Collect information for Maturity Assessment ..................................................................... 1934
Collect information for Maturity Assessment................................................................................. 1934
Conduct Maturity Surveys .............................................................................................................. 1935
Conduct Maturity Interviews ......................................................................................................... 1935
Conduct Maturity Technical Reviews.............................................................................................. 1936
Review Documents for Maturity Assessment................................................................................. 1936
1.7.8.4.4 Establish DG management ................................................................................................... 1937
Establish DG management .............................................................................................................. 1938
Define DG Roadmap........................................................................................................................ 1938
Allocate DG Resource...................................................................................................................... 1939
Execute DG Roadmap ..................................................................................................................... 1939
1.8.1 Cataloging .................................................................................................................................. 1940
Cataloging ....................................................................................................................................... 1940
Develop Catalog Specification ........................................................................................................ 1941
Develop Catalog .............................................................................................................................. 1942
Exchange Catalog ............................................................................................................................ 1942
1.8.1.1 Develop Catalog Specification ................................................................................................ 1943
Develop Catalog Specification ........................................................................................................ 1943
Define Catalog Specification ........................................................................................................... 1944
Define Additional Catalog Specification Attributes ........................................................................ 1944
Define Catalog Specification Relationship ...................................................................................... 1945
1.8.1.2 Develop Catalog ...................................................................................................................... 1946
Develop Catalog .............................................................................................................................. 1946
Define Catalog ................................................................................................................................. 1947
Define Catalog Attributes................................................................................................................ 1947

1.8.2 Capacity Management ............................................................................................................... 1948

Capacity Management .................................................................................................................... 1948
Define Capacity Time Period ........................................................................................................... 1949
Specify Available Capacity............................................................................................................... 1949
Capture Capacity Demand .............................................................................................................. 1950
Consume Available Capacity ........................................................................................................... 1950
Monitor Capacity ............................................................................................................................ 1951
Adjust Capacity ............................................................................................................................... 1952
Perform Capacity and Capacity Demand Trend Analysis ................................................................ 1952
1.8.2.2 Specify Available Capacity....................................................................................................... 1953
Specify Available Capacity............................................................................................................... 1953
Define Available Capacity................................................................................................................ 1954
Associate Related Available Capacity ............................................................................................. 1954
Specify Available Capacity Location ................................................................................................ 1955
1.8.2.3 Capture Capacity Demand ...................................................................................................... 1955
Capture Capacity Demand .............................................................................................................. 1956
Define Capacity Demand................................................................................................................. 1957
Associate Related Capacity Demand............................................................................................... 1957
1.8.2.5 Monitor Capacity .................................................................................................................... 1958
Monitor Capacity ............................................................................................................................ 1958
Monitor Available Capacity ............................................................................................................. 1959
Monitor Capacity Demand .............................................................................................................. 1959
1.8.2.5.1 Monitor Available Capacity .................................................................................................. 1960
Monitor Available Capacity ............................................................................................................. 1961
Monitor Planned Available Capacity ............................................................................................... 1962
Monitor Actual Available Capacity .................................................................................................. 1962
Suggest Available Capacity Adjustment .......................................................................................... 1963
1.8.2.5.2 Monitor Capacity Demand ................................................................................................... 1963
Monitor Capacity Demand .............................................................................................................. 1964
Monitor Planned Capacity Demand ................................................................................................ 1965
Monitor Actual Capacity Demand................................................................................................... 1965
Suggest Capacity Demand Adjustment ........................................................................................... 1966
1.8.2.6 Adjust Capacity ....................................................................................................................... 1967

Adjust Capacity ............................................................................................................................... 1967

Adjust Available Capacity ................................................................................................................ 1968
Adjust Capacity Demand ................................................................................................................. 1968
Communicate Available Capacity and Capacity Demand Adjustments .......................................... 1969
1.8.3 Configuration Specification and Configuration Management ................................................... 1969
Configuration Specification and Configuration Management ........................................................ 1970
Configuration Specification Management ...................................................................................... 1971
Configuration Management............................................................................................................ 1971
1.8.3.1 Configuration Specification Management .............................................................................. 1972
Configuration Specification Management ...................................................................................... 1973
Define Configuration Specification ................................................................................................. 1974
Modify Configuration Specification ................................................................................................ 1974
1.8.3.1.1 Define Configuration Specification ...................................................................................... 1975
Define Configuration Specification ................................................................................................. 1975
Add Configuration Specification ..................................................................................................... 1976
Define Configuration Specification Parameter ............................................................................... 1977
Add Configuration Specification Constraint.................................................................................... 1978
Define Configuration Specification Policy ....................................................................................... 1978
Specify Configuration Specification Relationship ........................................................................... 1979
1.8.3.1.1.3 Add Configuration Specification Constraint ..................................................................... 1980
Add Configuration Specification Constraint.................................................................................... 1980
Create Configuration Specification Constraint ............................................................................... 1981
Create Configuration Specification Constraint Member ................................................................ 1981
1.8.3.1.1.5 Specify Configuration Specification Relationship ............................................................. 1982
Specify Configuration Specification Relationship ........................................................................... 1983
Define Simple Configuration Specification Relationship ................................................................ 1984
Define Complex Configuration Specification Relationship ............................................................. 1984
1.8.3.2 Configuration Management.................................................................................................... 1985
Configuration Management............................................................................................................ 1985
Configure Entity .............................................................................................................................. 1986
Modify Entity Configuration............................................................................................................ 1987
1.8.3.2.1 Configure Entity ................................................................................................................... 1987
Configure Entity .............................................................................................................................. 1988

Create Base Configuration .............................................................................................................. 1988

Assign Value to Configuration Parameter....................................................................................... 1989
Check Compatibility of Configuration Parameters ......................................................................... 1990
Add Inter-configuration Relationship ............................................................................................. 1990
Enterprise Risk Management .............................................................................................................. 1991
Enterprise Risk Management .......................................................................................................... 1991
ITIL Problem Management.............................................................................................................. 1994
Integrity Management .................................................................................................................... 2004
ITIL IT Service Continuity Management .......................................................................................... 2004
ITIL Information Security Management .......................................................................................... 2006
Product Offering Development & Retirement .................................................................................... 2007
Product Offering Development & Retirement ................................................................................ 2008
Product Offering Lifecycle Management ........................................................................................ 2008
Product Offering Pricing.................................................................................................................. 2010
Product Offering Cataloging............................................................................................................ 2010
Product Offering Agreement Management .................................................................................... 2011
Product Offering Prototyping ......................................................................................................... 2012
Product Offering Promotion Development .................................................................................... 2012
Receive Party Problem ........................................................................................................................ 2013
Create Party Problem ...................................................................................................................... 2014
Request Additional Party Problem Information ............................................................................. 2015
Receive Additional Party Problem Information .............................................................................. 2015
Index ....................................................................................................................................................... 2017

List of Figures
Figure 1: 1.1.1 Market Strategy & Policy decomposition ......................................................................... 113
Figure 1: 1.1.1.1 Gather & Analyze Market Information decomposition ................................................. 117
Figure 1: 1.1.1.2 Establish Market Strategy decomposition ..................................................................... 119
Figure 1: 1.1.1.3 Establish Market Segments decomposition................................................................... 122
Figure 1: 1.1.1.4 Link Market Segments & Products decomposition........................................................ 124
Figure 1: 1.1.1.5 Gain Commitment to Marketing Strategy decomposition ............................................ 127
Figure 1: 1.1.11 Contact/Lead/Prospect Management decomposition ................................................... 194
Figure 1: 1.1.11.1 Manage Sales Contact decomposition......................................................................... 197
Figure 1: 1.1.11.1.2 Develop Sales Contact decomposition ..................................................................... 200
Figure 1: 1.1.11.2 Manage Sales Lead decomposition.............................................................................. 202
Figure 1: 1.1.11.2.2 Develop Sales Lead decomposition .......................................................................... 205
Figure 1: 1.1.11.3 Manage Sales Prospect decomposition ....................................................................... 207
Figure 1: 1.1.11.3.2 Develop Sales Prospect decomposition .................................................................... 210
Figure 1: 1.1.12 Market Performance Management decomposition ....................................................... 213
Figure 1: 1.1.13 Sales Performance Management decomposition........................................................... 215
Figure 1: 1.1.14 Marketing Communications decomposition .................................................................. 218
Figure 1: 1.1.14.3 Develop Marketing Communication decomposition ................................................... 224
Figure 1: 1.1.14.4 Deliver Marketing Communication Collateral decomposition .................................... 227
Figure 1: 1.1.14.5 Monitor Marketing Communication Effectiveness decomposition............................. 229
Figure 1: 1.1.15 Marketing Campaign Management decomposition ....................................................... 232
Figure 1: 1.1.15.3 Develop Marketing Campaign decomposition ............................................................ 239
Figure 1: 1.1.15.4 Launch Marketing Campaign decomposition .............................................................. 242
Figure 1: 1.1.15.5 Monitor Marketing Campaign Effectiveness decomposition ...................................... 245
Figure 1: 1.1.16 Brand Management decomposition ............................................................................... 248
Figure 1: 1.1.17 Market Research decomposition .................................................................................... 250
Figure 1: 1.1.18 Advertising decomposition ............................................................................................. 252
Figure 1: 1.1.19 Loyalty Program Management decomposition .............................................................. 254
Figure 1: 1.1.19.1 Loyalty Program Development & Retirement decomposition .................................... 257
Figure 1: 1.1.19.1.1 Define Loyalty Program Requirements decomposition ............................................ 264
Figure 1: 1.1.19.1.2 Develop Loyalty Program Strategy decomposition .................................................. 267
Figure 1: 1.1.19.1.3 Develop Loyalty Program decomposition ................................................................. 270
Figure 1: 1.1.19.1.3.1 Define Loyalty Program decomposition ................................................................ 274
Figure 1: 1.1.19.1.3.4 Develop Loyalty Program Partnership decomposition .......................................... 279
Figure 1: 1.1.19.2 Loyalty Program Operation decomposition................................................................. 281
Figure 1: 1.1.19.2.1 Become Loyalty Program Participant decomposition .............................................. 287
Figure 1: 1.1.19.2.1.2 Join Loyalty Program decomposition..................................................................... 291
Figure 1: 1.1.19.2.1.3 Provide Loyalty Program Participant Package decomposition .............................. 294
Figure 1: 1.1.19.2.2 Earn Loyalty Program Currency decomposition ....................................................... 296
Figure 1: 1.1.19.2.2.2 Earn Loyalty Program Currency From Enterprise Partner decomposition ............ 300
Figure 1: 1.1.19.2.3 Earn Loyalty Program Reward decomposition ......................................................... 302
Figure 1: 1.1.19.2.4 Redeem Loyalty Program Currency decomposition ................................................. 305
Figure 1: 1.1.19.2.5 Manage Loyalty Program Account decomposition................................................... 307
Figure 1: 1.1.19.2.5.3 Provide Loyalty Account Communication decomposition ..................................... 311

Figure 1: 1.1.19.2.6 Leave Loyalty Program decomposition ..................................................................... 313

Figure 1: 1.1.19.2.7 Provide Loyalty Program Operation Report decomposition .................................... 316
Figure 1: 1.1.2 Sales Strategy & Planning decomposition ........................................................................ 129
Figure 1: 1.1.3 Sales Forecasting decomposition...................................................................................... 133
Figure 1: 1.1.3.2 Gather Forecast Data decomposition ............................................................................ 137
Figure 1: 1.1.3.3 Develop Sales Forecast decomposition ......................................................................... 139
Figure 1: 1.1.5 Sales Development decomposition .................................................................................. 142
Figure 1: 1.1.5.1 Monitor Sales & Channel Best Practice decomposition ................................................ 145
Figure 1: 1.1.5.2 Develop Sales & Channel Proposals decomposition...................................................... 148
Figure 1: 1.1.5.3 Develop New Sales Channels & Processes decomposition............................................ 150
Figure 1: 1.1.7 Market Sales Support & Readiness decomposition .......................................................... 153
Figure 1: 1.1.7.7 Support Selling decomposition ...................................................................................... 157
Figure 1: 1.1.7.9 Manage Sales Inventory decomposition........................................................................ 161
Figure 1: 1.1.8 Sales Channel Management decomposition .................................................................... 166
Figure 1: 1.1.9 Selling decomposition ....................................................................................................... 168
Figure 1: 1.1.9.1 Qualify & Educate Customer decomposition................................................................. 175
Figure 1: 1.1.9.3 Acquire Sales Prospect Data decomposition ................................................................. 179
Figure 1: 1.1.9.4 Cross/Up Sell decomposition ......................................................................................... 182
Figure 1: 1.1.9.4 Develop Sales Proposal decomposition ......................................................................... 184
Figure 1: 1.1.9.5 Negotiate Sales/Contract decomposition ...................................................................... 188
Figure 1: 1.1.9.6 Manage Sales Accounts decomposition ........................................................................ 191
Figure 1: 1.2.1 Product & Offer Portfolio Planning decomposition .......................................................... 319
Figure 1: 1.2.1.1 Gather & Analyze Product Information decomposition ................................................ 322
Figure 1: 1.2.1.2 Establish Product Portfolio Strategy decomposition ..................................................... 325
Figure 1: 1.2.1.3 Produce Product Portfolio Business Plans decomposition ............................................ 327
Figure 1: 1.2.1.4 Gain Commitment to Product Business Plans decomposition ...................................... 333
Figure 1: 1.2.10 Product Lifecycle Management decomposition ............................................................. 546
Figure 1: 1.2.10.1 Product Lifecycle Administration decomposition ........................................................ 550
Figure 1: 1.2.10.1.1 Create Product decomposition ................................................................................. 555
Figure 1: 1.2.10.1.2 Specify Party Product Involvement decomposition.................................................. 558
Figure 1: 1.2.10.2 Product Pricing decomposition .................................................................................... 560
Figure 1: 1.2.10.2.1 Apply Product Price decomposition.......................................................................... 563
Figure 1: 1.2.10.3 Proactive Product Maintenance decomposition ......................................................... 565
Figure 1: 1.2.2 Product & Offer Capability Delivery decomposition......................................................... 335
Figure 1: 1.2.2.1 Define Product Capability Requirements decomposition ............................................. 340
Figure 1: 1.2.2.2 Capture Product Capability Shortfalls decomposition................................................... 343
Figure 1: 1.2.2.3 Approve Product Business Case decomposition............................................................ 346
Figure 1: 1.2.2.4 Deliver Product Capability decomposition .................................................................... 348
Figure 1: 1.2.2.5 Manage Handover to Product Operations decomposition............................................ 351
Figure 1: 1.2.2.6 Manage Product Capability Delivery Methodology decomposition .............................. 354
Figure 1: 1.2.4 Product Support & Readiness decomposition .................................................................. 356
Figure 1: 1.2.4.1 Support Customer QoS/SLA decomposition .................................................................. 360
Figure 1: 1.2.4.2 Manage Product Offering Inventory decomposition ..................................................... 363
Figure 1: 1.2.5 Product Configuration Management decomposition ....................................................... 368

Figure 1: 1.2.6 Product Performance Management decomposition ........................................................ 371

Figure 1: 1.2.7 Product Specification & Offering Development & Retirement decomposition................ 376
Figure 1: 1.2.7.1 Product Specification Development & Retirement decomposition .............................. 379
Figure 1: 1.2.7.1.1 Gather & Analyze New Product Specification Ideas decomposition .......................... 385
Figure 1: 1.2.7.1.2 Develop New Product Specification Business Proposal decomposition..................... 387
Figure 1: 1.2.7.1.2.5 Prepare New Product Specification Business Proposal decomposition .................. 393
Figure 1: 1.2.7.1.3 Develop Detailed Product Specification decomposition ............................................ 395
Figure 1: 1.2.7.1.3.1 Develop Detailed Product Commercial Specifications decomposition ................... 400
Figure 1: 1.2.7.2 Product Offering Development & Retirement decomposition...................................... 404
Figure 1: 1.2.7.2.1 Product Offering Lifecycle Management decomposition ........................................... 410
Figure 1: 1.2.7.2.1.1 Gather & Analyze New Product Offering Ideas decomposition .............................. 418
Figure 1: 1.2.7.2.1.2 Develop New Product Offering Business Proposal decomposition ......................... 420
Figure 1: 1.2.7.2.1.2.6 Provide New Product Offering Business Proposal Notification decomposition .. 426
Figure 1: 1.2.7.2.1.3 Develop Detailed Product Offering decomposition................................................. 428
Figure 1: 1.2.7.2.1.3.1 Develop Detailed Product Offering Commercial Specifications decomposition .. 431
Figure 1: 1.2.7.2.1.4 Conduct Product Offering Acceptance Testing decomposition ............................... 435
Figure 1: 1.2.7.2.1.4.1 Manage Product Offering Acceptance Testing decomposition ............................ 438
Figure 1: 1.2.7.2.1.6 Manage Product Offering Exit decomposition ........................................................ 441
Figure 1: 1.2.7.2.1.7 Rollout/Launch Product Offering decomposition .................................................... 444
Figure 1: 1.2.7.2.2 Product Offering Pricing decomposition..................................................................... 447
Figure 1: 1.2.7.2.2.1 Standard Product Offering Pricing decomposition .................................................. 451
Figure 1: 1.2.7.2.2.1.1 Set Product Offering Price decomposition ........................................................... 456
Figure 1: 1.2.7.2.2.1.2 Develop Product Offering Pricing Plan decomposition ........................................ 459
Figure 1: 1.2.7.2.2.1.3 Modify Product Offering Price decomposition ..................................................... 461
Figure 1: 1.2.7.2.2.1.5 Provide Product Offering Price Notification decomposition ................................ 464
Figure 1: 1.2.7.2.2.2 Policy-based Product Offering Pricing decomposition ............................................ 466
Figure 1: 1.2.7.2.2.3 Algorithmic Product Offering Pricing decomposition .............................................. 470
Figure 1: 1.2.7.2.2.3.1 Develop Algorithmic Product Offering Pricing Matrix Specification decomposition
.................................................................................................................................................................. 473
Figure 1: 1.2.7.2.2.3.2 Develop Algorithmic Product Offering Pricing Matrix decomposition ................ 476
Figure 1: 1.2.7.2.2.4 Feature/Property Product Offering Pricing decomposition .................................... 478
Figure 1: 1.2.7.2.3 Product Offering Cataloging decomposition .............................................................. 481
Figure 1: 1.2.7.2.3.2 Develop Product Offering Catalog decomposition .................................................. 484
Figure 1: 1.2.7.2.4 Product Offering Agreement Management decomposition....................................... 486
Figure 1: 1.2.7.2.6 Product Offering Promotion Development decomposition ....................................... 488
Figure 1: 1.2.7.2.6.3 Develop Product Offering Promotion decomposition ............................................. 494
Figure 1: 1.2.7.2.6.4 Start Product Offering Promotion decomposition .................................................. 496
Figure 1: 1.2.7.2.6.5 Monitor Product Offering Promotion Effectiveness decomposition ....................... 499
Figure 1: 1.2.8 Product Capacity Management decomposition ............................................................... 502
Figure 1: 1.2.9 Product Offering Purchasing decomposition .................................................................... 504
Figure 1: 1.2.9.1 Initiate Product Offering Purchase decomposition ....................................................... 511
Figure 1: 1.2.9.1.1 Select Outbound Purchase Party decomposition ....................................................... 514
Figure 1: 1.2.9.1.2 Create Product Offering Purchase decomposition ..................................................... 517
Figure 1: 1.2.9.2 Manage Product Offering Purchase Selection decomposition ...................................... 521

Figure 1: 1.2.9.2.1 Make Product Offering Purchase Selection decomposition ....................................... 524
Figure 1: 1.2.9.2.1.1 Make Product Offering Purchase Choice decomposition ........................................ 528
Figure 1: 1.2.9.2.1.2 Specify Product Offering Purchase Quantity decomposition .................................. 530
Figure 1: 1.2.9.2.4 Return Product Offering Purchase decomposition ..................................................... 533
Figure 1: 1.2.9.3 Track & Manage Product Offering Purchase decomposition ........................................ 535
Figure 1: 1.2.9.5 Complete Product Offering Purchase decomposition ................................................... 537
Figure 1: 1.2.9.7 Cancel Product Offering Purchase decomposition ........................................................ 541
Figure 1: 1.2.9.8 Report Product Offering Purchase decomposition ........................................................ 544
Figure 1: 1.3.1 Customer Support & Readiness decomposition ............................................................... 568
Figure 1: 1.3.1.1 Support Customer Interface Management decomposition........................................... 579
Figure 1: 1.3.1.2 Support Order Handling decomposition ........................................................................ 581
Figure 1: 1.3.1.3 Support Problem Handling decomposition.................................................................... 592
Figure 1: 1.3.1.4 Support Retention & Loyalty decomposition ................................................................ 598
Figure 1: 1.3.1.5 Manage Customer Inventory decomposition ................................................................ 600
Figure 1: 1.3.1.6 Support Bill Invoice Management decomposition ........................................................ 605
Figure 1: 1.3.1.7 Support Bill Payments & Receivables Management decomposition............................. 609
Figure 1: 1.3.1.8 Support Bill Inquiry Handling decomposition ................................................................ 612
Figure 1: 1.3.10 Bill Payments & Receivables Management decomposition ........................................... 764
Figure 1: 1.3.10.2 Manage Customer Payments decomposition.............................................................. 768
Figure 1: 1.3.10.3 Manage Customer Debt Collection decomposition..................................................... 772
Figure 1: 1.3.11 Bill Inquiry Handling decomposition ............................................................................... 777
Figure 1: 1.3.11.1 Create Customer Bill Inquiry Report decomposition ................................................... 784
Figure 1: 1.3.11.2 Assess Customer Bill Inquiry Report decomposition ................................................... 786
Figure 1: 1.3.11.3 Authorize Customer Bill Invoice Adjustment decomposition ...................................... 790
Figure 1: 1.3.11.4 Track & Manage Customer Bill Inquiry Resolution decomposition ............................. 793
Figure 1: 1.3.11.5 Report Customer Bill Inquiry decomposition............................................................... 799
Figure 1: 1.3.12 Manage Billing Events decomposition ............................................................................ 801
Figure 1: 1.3.12.1 Enrich Billing Events decomposition ............................................................................ 805
Figure 1: 1.3.12.2 Guide Billing Events decomposition ............................................................................ 807
Figure 1: 1.3.12.3 Mediate Billing Events decomposition ........................................................................ 810
Figure 1: 1.3.12.4 Report Billing Event Records decomposition............................................................... 812
Figure 1: 1.3.13 Charging decomposition ................................................................................................. 815
Figure 1: 1.3.14 Manage Balances decomposition ................................................................................... 819
Figure 1: 1.3.2 Customer Experience Management decomposition ........................................................ 615
Figure 1: 1.3.2.1 Customer Experience Maturity Assessment decomposition ......................................... 618
Figure 1: 1.3.2.4 Mapping and Analysis of Experience Lifecycles decomposition .................................... 619
Figure 1: 1.3.2.4.1 Select Journey decomposition .................................................................................... 622
Figure 1: 1.3.2.4.1.1 Select Touchpoint decomposition ........................................................................... 625
Figure 1: 1.3.2.4.3 Analyze Journey decomposition ................................................................................. 627
Figure 1: 1.3.3 Order Handling decomposition......................................................................................... 630
Figure 1: 1.3.3.1 Determine Customer Order Feasibility decomposition ................................................. 637
Figure 1: 1.3.3.4 Track & Manage Customer Order Handling decomposition.......................................... 639
Figure 1: 1.3.3.6 Issue Customer Orders decomposition.......................................................................... 643
Figure 1: 1.3.3.7 Report Customer Order Handling decomposition ......................................................... 646

Figure 1: 1.3.4 Customer Management decomposition ........................................................................... 648

Figure 1: 1.3.4.1 Enable Retention & Loyalty decomposition .................................................................. 652
Figure 1: 1.3.4.1.1 Build Customer Insight decomposition ....................................................................... 656
Figure 1: 1.3.4.1.2 Analyze & Manage Customer Risk decomposition ..................................................... 658
Figure 1: 1.3.4.1.3 Personalize Customer Profile for Retention & Loyalty decomposition ...................... 661
Figure 1: 1.3.4.1.4 Validate Customer Satisfaction decomposition.......................................................... 664
Figure 1: 1.3.4.2 Establish Customer Relationship decomposition .......................................................... 667
Figure 1: 1.3.5 Customer Interaction Management decomposition ........................................................ 671
Figure 1: 1.3.5.9 Customer Interface Management decomposition ........................................................ 677
Figure 1: 1.3.5.9.2 Manage Request (Including Self Service) decomposition........................................... 680
Figure 1: 1.3.5.9.3 Analyze & Report on Customer decomposition ......................................................... 683
Figure 1: 1.3.5.9.4 Mediate & Orchestrate Customer Interactions decomposition ................................. 685
Figure 1: 1.3.6 Customer Information Management decomposition....................................................... 688
Figure 1: 1.3.7 Problem Handling decomposition .................................................................................... 691
Figure 1: 1.3.7.1 Isolate Customer Problem decomposition .................................................................... 697
Figure 1: 1.3.7.2 Report Customer Problem decomposition .................................................................... 703
Figure 1: 1.3.7.3 Track & Manage Customer Problem decomposition..................................................... 707
Figure 1: 1.3.7.4 Close Customer Problem Report decomposition .......................................................... 712
Figure 1: 1.3.7.5 Create Customer Problem Report decomposition ........................................................ 716
Figure 1: 1.3.7.6 Correct & Recover Customer Problem decomposition ................................................. 718
Figure 1: 1.3.8 Customer QoS/SLA Management decomposition ............................................................ 723
Figure 1: 1.3.8.1 Assess Customer QoS/SLA Performance decomposition .............................................. 729
Figure 1: 1.3.8.2 Manage QoS/SLA Violation decomposition ................................................................... 733
Figure 1: 1.3.8.3 Report Customer QoS Performance decomposition ..................................................... 736
Figure 1: 1.3.8.4 Create Customer QoS Performance Degradation Report decomposition ..................... 739
Figure 1: 1.3.8.5 Track & Manage Customer QoS Performance Resolution decomposition .................... 742
Figure 1: 1.3.9 Bill Invoice Management decomposition ......................................................................... 748
Figure 1: 1.3.9.1 Apply Pricing, Discounting, Adjustments & Rebates decomposition ............................ 752
Figure 1: 1.3.9.2 Create Customer Bill Invoice decomposition ................................................................. 755
Figure 1: 1.3.9.3 Produce & Distribute Bill decomposition....................................................................... 758
Figure 1: 1.4.1 Service Strategy & Planning decomposition ..................................................................... 822
Figure 1: 1.4.1.1 Gather & Analyze Service Information decomposition ................................................. 828
Figure 1: 1.4.1.2 Manage Service Research decomposition ..................................................................... 832
Figure 1: 1.4.1.3 Establish Service Strategy & Goals decomposition........................................................ 835
Figure 1: 1.4.1.4 Define Service Support Strategies decomposition ........................................................ 840
Figure 1: 1.4.1.5 Produce Service Business Plans decomposition ............................................................ 843
Figure 1: 1.4.1.6 Develop Service Partnership Requirements decomposition ......................................... 846
Figure 1: 1.4.1.7 Gain Enterprise Commitment to Service Strategies decomposition ............................. 849
Figure 1: 1.4.2 Service Capability Delivery decomposition ....................................................................... 851
Figure 1: 1.4.2.1 Map & Analyze Service Requirements decomposition .................................................. 857
Figure 1: 1.4.2.2 Capture Service Capability Shortfalls decomposition .................................................... 860
Figure 1: 1.4.2.3 Gain Service Capability Investment Approval decomposition ....................................... 862
Figure 1: 1.4.2.4 Design Service Capabilities decomposition ................................................................... 865
Figure 1: 1.4.2.5 Enable Service Support & Operations decomposition................................................... 868

Figure 1: 1.4.2.6 Manage Service Capability Delivery decomposition...................................................... 870

Figure 1: 1.4.2.7 Manage Handover to Service Operations decomposition ............................................. 875
Figure 1: 1.4.3 Service Development & Retirement decomposition ........................................................ 877
Figure 1: 1.4.3.1 Gather & Analyze New Service Ideas decomposition .................................................... 883
Figure 1: 1.4.3.3 Develop New Service Business Proposal decomposition .............................................. 886
Figure 1: 1.4.3.4 Develop Detailed Service Specifications decomposition ............................................... 888
Figure 1: 1.4.3.5 Manage Service Development decomposition .............................................................. 892
Figure 1: 1.4.3.6 Manage Service Deployment decomposition ................................................................ 896
Figure 1: 1.4.4 SM&O Support & Readiness decomposition .................................................................... 899
Figure 1: 1.4.4.1 Manage Service Inventory decomposition .................................................................... 905
Figure 1: 1.4.4.2 Enable Service Configuration & Activation decomposition ........................................... 909
Figure 1: 1.4.4.3 Support Service Problem Management decomposition................................................ 915
Figure 1: 1.4.4.4 Enable Service Quality Management decomposition .................................................... 919
Figure 1: 1.4.5 Service Configuration & Activation decomposition .......................................................... 923
Figure 1: 1.4.5.1 Design Solution decomposition ..................................................................................... 932
Figure 1: 1.4.5.2 Allocate Specific Service Parameters to Services decomposition.................................. 936
Figure 1: 1.4.5.3 Track & Manage Service Provisioning decomposition ................................................... 939
Figure 1: 1.4.5.4 Implement, Configure & Activate Service decomposition............................................. 943
Figure 1: 1.4.5.5 Test Service End-to-End decomposition ........................................................................ 947
Figure 1: 1.4.5.6 Issue Service Orders decomposition .............................................................................. 950
Figure 1: 1.4.5.7 Report Service Provisioning decomposition .................................................................. 954
Figure 1: 1.4.5.9 Recover Service decomposition ..................................................................................... 957
Figure 1: 1.4.6 Service Problem Management decomposition................................................................. 960
Figure 1: 1.4.6.1 Create Service Trouble Report decomposition .............................................................. 968
Figure 1: 1.4.6.2 Diagnose Service Problem decomposition .................................................................... 971
Figure 1: 1.4.6.3 Correct & Resolve Service Problem decomposition ..................................................... 976
Figure 1: 1.4.6.4 Track & Manage Service Problem decomposition ......................................................... 981
Figure 1: 1.4.6.5 Report Service Problem decomposition ........................................................................ 986
Figure 1: 1.4.6.7 Survey & Analyze Service Problem decomposition ...................................................... 989
Figure 1: 1.4.7 Service Quality Management decomposition................................................................... 994
Figure 1: 1.4.7.1 Monitor Service Quality decomposition ...................................................................... 1001
Figure 1: 1.4.7.2 Analyze Service Quality decomposition ....................................................................... 1005
Figure 1: 1.4.7.3 Improve Service Quality decomposition ...................................................................... 1008
Figure 1: 1.4.7.4 Report Service Quality Performance decomposition .................................................. 1011
Figure 1: 1.4.7.5 Create Service Performance Degradation Report decomposition .............................. 1014
Figure 1: 1.4.7.6 Track & Manage Service Quality Performance Resolution decomposition ................. 1017
Figure 1: 1.4.8 Service Guiding & Mediation decomposition ................................................................. 1022
Figure 1: 1.4.8.1 Mediate Service Usage Records decomposition.......................................................... 1025
Figure 1: 1.5.1 Resource Strategy & Planning decomposition................................................................ 1028
Figure 1: 1.5.1.1 Gather & Analyze Resource Information decomposition ............................................ 1035
Figure 1: 1.5.1.2 Manage Resource Research decomposition................................................................ 1038
Figure 1: 1.5.1.3 Establish Resource Strategy & Architecture decomposition ....................................... 1041
Figure 1: 1.5.1.4 Define Resource Support Strategies decomposition ................................................... 1044
Figure 1: 1.5.1.5 Produce Resource Business Plans decomposition ....................................................... 1047

Figure 1: 1.5.1.6 Develop Resource Partnership Requirements decomposition .................................... 1051

Figure 1: 1.5.1.7 Gain Enterprise Commitment to Resource Plans decomposition ............................... 1053
Figure 1: 1.5.10 Resource Mediation & Reporting decomposition ........................................................ 1294
Figure 1: 1.5.10.1 Mediate Resource Usage Records decomposition .................................................... 1296
Figure 1: 1.5.2 Resource Capability Delivery decomposition ................................................................. 1056
Figure 1: 1.5.2.1 Map & Analyze Resource Requirements decomposition ............................................ 1063
Figure 1: 1.5.2.2 Capture Resource Capability Shortfalls decomposition............................................... 1065
Figure 1: 1.5.2.3 Gain Resource Capability Investment Approval decomposition ................................. 1068
Figure 1: 1.5.2.4 Design Resource Capabilities decomposition .............................................................. 1071
Figure 1: 1.5.2.5 Enable Resource Support & Operations decomposition ............................................. 1074
Figure 1: 1.5.2.6 Manage Resource Capability Delivery decomposition ................................................ 1076
Figure 1: 1.5.2.7 Manage Handover to Resource Operations decomposition ....................................... 1080
Figure 1: 1.5.3 Resource Development & Retirement decomposition ................................................... 1082
Figure 1: 1.5.3.1 Gather & Analyze New Resource Ideas decomposition .............................................. 1088
Figure 1: 1.5.3.3 Develop New Resource Business Proposal decomposition ......................................... 1091
Figure 1: 1.5.3.4 Develop Detailed Resource Specifications decomposition.......................................... 1093
Figure 1: 1.5.3.5 Manage Resource Development decomposition......................................................... 1096
Figure 1: 1.5.3.6 Manage Resource Deployment decomposition........................................................... 1100
Figure 1: 1.5.3.7 Manage Resource Exit decomposition......................................................................... 1103
Figure 1: 1.5.4 RM&O Support & Readiness decomposition .................................................................. 1106
Figure 1: 1.5.4.1 Enable Resource Provisioning decomposition ............................................................. 1117
Figure 1: 1.5.4.2 Enable Resource Performance Management decomposition ..................................... 1124
Figure 1: 1.5.4.3 Support Resource Trouble Management decomposition ........................................... 1130
Figure 1: 1.5.4.4 Enable Resource Data Collection & Distribution decomposition ................................ 1135
Figure 1: 1.5.4.5 Manage Resource Inventory decomposition ............................................................... 1139
Figure 1: 1.5.4.7 Manage Logistics decomposition................................................................................. 1142
Figure 1: 1.5.4.7 Manage Number Portability decomposition ............................................................... 1146
Figure 1: 1.5.4.7.5 Track & Manage Number Portability Requests decomposition ............................... 1151
Figure 1: 1.5.5 Workforce Management decomposition ....................................................................... 1153
Figure 1: 1.5.5.1 Manage Schedules & Appointments decomposition .................................................. 1159
Figure 1: 1.5.5.4 Plan and Forecast Workforce Management decomposition ....................................... 1163
Figure 1: 1.5.5.5 Administer and Configure Workforce Management decomposition .......................... 1166
Figure 1: 1.5.5.7 Manage Work Order Lifecycle decomposition ............................................................ 1172
Figure 1: 1.5.6 Resource Provisioning decomposition ............................................................................ 1179
Figure 1: 1.5.6.1 Allocate & Install Resource decomposition ................................................................. 1187
Figure 1: 1.5.6.2 Configure & Activate Resource decomposition ........................................................... 1191
Figure 1: 1.5.6.3 Test Resource decomposition...................................................................................... 1195
Figure 1: 1.5.6.4 Track & Manage Resource Provisioning decomposition ............................................. 1197
Figure 1: 1.5.6.5 Report Resource Provisioning decomposition ............................................................. 1201
Figure 1: 1.5.6.7 Issue Resource Orders decomposition ........................................................................ 1204
Figure 1: 1.5.6.8 Recover Resource decomposition ............................................................................... 1207
Figure 1: 1.5.7 Resource Data Collection & Distribution decomposition ............................................... 1211
Figure 1: 1.5.7.1 Collect Management Information & Data decomposition .......................................... 1215
Figure 1: 1.5.7.2 Process Management Information & Data decomposition ......................................... 1218

Figure 1: 1.5.7.3 Distribute Management Information & Data decomposition ..................................... 1221
Figure 1: 1.5.8 Resource Trouble Management decomposition ............................................................ 1224
Figure 1: 1.5.8.1 Survey & Analyze Resource Trouble decomposition .................................................. 1232
Figure 1: 1.5.8.2 Localize Resource Trouble decomposition .................................................................. 1238
Figure 1: 1.5.8.3 Correct & Resolve Resource Trouble decomposition .................................................. 1243
Figure 1: 1.5.8.3.8 Heal Resource Trouble decomposition ..................................................................... 1250
Figure 1: 1.5.8.4 Track & Manage Resource Trouble decomposition..................................................... 1256
Figure 1: 1.5.8.5 Report Resource Trouble decomposition .................................................................... 1261
Figure 1: 1.5.8.6 Create Resource Trouble Report decomposition ........................................................ 1264
Figure 1: 1.5.9 Resource Performance Management decomposition .................................................... 1267
Figure 1: 1.5.9.1 Monitor Resource Performance decomposition ......................................................... 1274
Figure 1: 1.5.9.2 Analyze Resource Performance decomposition .......................................................... 1278
Figure 1: 1.5.9.3 Control Resource Performance decomposition........................................................... 1281
Figure 1: 1.5.9.4 Report Resource Performance decomposition............................................................ 1283
Figure 1: 1.5.9.5 Create Resource Performance Degradation Report decomposition ........................... 1286
Figure 1: 1.5.9.6 Track & Manage Resource Performance Resolution decomposition .......................... 1289
Figure 1: 1.6.1 Party Strategy & Planning decomposition ...................................................................... 1300
Figure 1: 1.6.10 Party Problem Handling decomposition ....................................................................... 1453
Figure 1: 1.6.10.1 Receive Party Problem decomposition ...................................................................... 1460
Figure 1: 1.6.10.2 Assess Party Problem decomposition ........................................................................ 1462
Figure 1: 1.6.10.2.1 Involve External Party in Party Problem Assessment decomposition .................... 1466
Figure 1: 1.6.10.2.4 Isolate Party Problem decomposition .................................................................... 1469
Figure 1: 1.6.10.3 Submit Party Problem decomposition ....................................................................... 1472
Figure 1: 1.6.10.4 Report Party Problem Resolution decomposition .................................................... 1474
Figure 1: 1.6.10.4 Track Party Problem decomposition.......................................................................... 1476
Figure 1: 1.6.10.5 Resolve Party Problem decomposition ...................................................................... 1479
Figure 1: 1.6.10.6 Manage Party Problem decomposition ..................................................................... 1482
Figure 1: 1.6.10.7 Report Party Problem decomposition ....................................................................... 1484
Figure 1: 1.6.11 Party Performance Management decomposition ........................................................ 1487
Figure 1: 1.6.11.1 Monitor & Control Party Performance decomposition ............................................. 1491
Figure 1: 1.6.11.2 Track & Manage Party Performance Resolution decomposition .............................. 1494
Figure 1: 1.6.11.3 Report Party Performance decomposition ................................................................ 1498
Figure 1: 1.6.11.4 Close Party Performance Degradation Report decomposition ................................. 1501
Figure 1: 1.6.11.5 Initiate Party Performance Degradation Report decomposition ............................... 1503
Figure 1: 1.6.12 Party Revenue Management decomposition ............................................................... 1505
Figure 1: 1.6.12.1 Party Bill/Invoice Management decomposition ........................................................ 1513
Figure 1: 1.6.12.1.1 Party Bill/Invoice Process Management decomposition ........................................ 1518
Figure 1: 1.6.12.1.1.4 Mediate Party Billing Event decomposition......................................................... 1520
Figure 1: 1.6.12.1.1.5 Report Party Billing Events decomposition.......................................................... 1522
Figure 1: 1.6.12.1.3 Party Bill/Invoice Lifecycle Management decomposition ...................................... 1524
Figure 1: 1.6.12.1.3.1 Apply Party Pricing, Discounting, Adjustments & Rebates decomposition ......... 1530
Figure 1: 1.6.12.1.3.2 Create Party Bill/Invoice decomposition ............................................................. 1533
Figure 1: 1.6.12.1.3.4 Manage Party Bill/Invoice Archive decomposition .............................................. 1536
Figure 1: 1.6.12.1.3.5 Receive Party Bill/Invoice decomposition ........................................................... 1538

Figure 1: 1.6.12.1.4 Unique Revenue Handling for Specific Parties decomposition .............................. 1542
Figure 1: 1.6.12.1.6.2 Party Bill/Invoice Control decomposition ........................................................... 1549
Figure 1: 1.6.12.1.7.1 Perform Partner Roaming Billing decomposition ................................................ 1552
Figure 1: 1.6.12.1.7.2 Handle Interconnect Partner Billing decomposition ........................................... 1555
Figure 1: 1.6.12.1.7.3 Handle MVNO&MVNE& Retailer Billing decomposition ..................................... 1559
Figure 1: 1.6.12.1.7.6 Handle Content Partner Billing decomposition ................................................... 1561
Figure 1: 1.6.12.1.7.6.1 Handle Carrier Cramming Content Partner Disputes decomposition .............. 1563
Figure 1: 1.6.12.1.7.8 Handle Clearing House Billing decomposition ..................................................... 1566
Figure 1: 1.6.12.2 Party Billing Event Management decomposition ...................................................... 1568
Figure 1: 1.6.12.2.2 Guide Party Billing Event decomposition................................................................ 1572
Figure 1: 1.6.12.2.7.2 Define Party Revenue Sharing Model decomposition ......................................... 1574
Figure 1: 1.6.12.2.8.4 Manage Aged Party Debt Portfolio decomposition ............................................. 1577
Figure 1: 1.6.12.2.8.4.2 Manage Party Debt Write-off decomposition .................................................. 1580
Figure 1: 1.6.12.2.8.5 Perform Party Debt Trend Analysis decomposition ............................................ 1582
Figure 1: 1.6.12.3 Party Revenue Sharing and Settlement decomposition ............................................ 1584
Figure 1: 1.6.12.3.1 Party Revenue Sharing Model Development decomposition................................. 1590
Figure 1: 1.6.12.3.1.1 Manage Party Revenue Sharing Model Specification decomposition ................. 1594
Figure 1: 1.6.12.3.1.2 Remit Party Payment decomposition .................................................................. 1597
Figure 1: 1.6.12.3.1.3 Apply Party Payment decomposition .................................................................. 1600
Figure 1: 1.6.12.3.1.3.3 Resolve Unapplied Party Payment decomposition........................................... 1603
Figure 1: 1.6.12.3.1.4 Handle Party Overpayment decomposition ........................................................ 1606
Figure 1: 1.6.12.3.1.5 Handle Party Underpayment decomposition ...................................................... 1609
Figure 1: 1.6.12.3.10 Party Revenue Sharing Agreement Management decomposition ....................... 1612
Figure 1: 1.6.12.3.3 Party Revenue Share Determination decomposition ............................................. 1614
Figure 1: 1.6.12.3.3.3 Identify Revenue Share Items decomposition ..................................................... 1620
Figure 1: 1.6.12.3.4 Party Revenue Sharing Reconciliation decomposition ........................................... 1622
Figure 1: 1.6.12.3.4.2 Reconcile Party Revenue Share decomposition .................................................. 1627
Figure 1: 1.6.12.3.8 Party Payment Method Management decomposition ........................................... 1631
Figure 1: 1.6.12.3.8.1 Manage Party Payment Method Type decomposition ........................................ 1633
Figure 1: 1.6.12.3.8.1.1 Define Payment Method Type decomposition ................................................. 1636
Figure 1: 1.6.12.3.8.2 Manage Party Payment Method decomposition................................................. 1638
Figure 1: 1.6.12.3.9.1 Prepare Party Payment Plan decomposition ....................................................... 1641
Figure 1: 1.6.12.4 Party Payment Management decomposition ............................................................ 1643
Figure 1: 1.6.12.4.1 Party Payment Handling decomposition ................................................................ 1648
Figure 1: 1.6.12.4.1.1 Receive Party Payment decomposition ............................................................... 1653
Figure 1: 1.6.12.4.3 Party Payment Plan Administration decomposition............................................... 1655
Figure 1: 1.6.12.4.4 Party Debt Collection decomposition ..................................................................... 1659
Figure 1: 1.6.12.4.4.1 Develop Party Debt Collection Strategy decomposition ..................................... 1663
Figure 1: 1.6.12.4.4.2 Manage Overdue Party Bill/Invoice decomposition ............................................ 1665
Figure 1: 1.6.12.4.4.2.5 Take Party Debt Collection Further Action decomposition .............................. 1669
Figure 1: 1.6.12.5 Party Charging decomposition ................................................................................... 1673
Figure 1: 1.6.12.6 Party Account Balance Management decomposition ............................................... 1676
Figure 1: 1.6.12.7 Party Bill Inquiry Handling decomposition ................................................................ 1681
Figure 1: 1.6.12.7.1 Receive Party Bill Inquiry decomposition ............................................................... 1685

Figure 1: 1.6.12.7.2 Submit Party Bill Inquiry decomposition ................................................................ 1688

Figure 1: 1.6.12.7.3 Resolve Party Bill Inquiry decomposition ............................................................... 1690
Figure 1: 1.6.12.7.3.1 Authorize Party Bill Invoice Adjustment decomposition ..................................... 1693
Figure 1: 1.6.12.7.4 Manage Party Bill Inquiry decomposition ............................................................... 1696
Figure 1: 1.6.12.7.5 Report Party Bill Inquiry decomposition ................................................................. 1698
Figure 1: 1.6.2 Party Tender Management decomposition .................................................................... 1302
Figure 1: 1.6.2.1 Determine the Sourcing Requirements decomposition .............................................. 1306
Figure 1: 1.6.2.2 Determine Potential Parties decomposition ............................................................... 1309
Figure 1: 1.6.2.3 Manage the Tender Process decomposition ............................................................... 1314
Figure 1: 1.6.2.4 Gain Tender Decision Approval decomposition .......................................................... 1316
Figure 1: 1.6.3 Party Relationship Development & Retirement decomposition .................................... 1318
Figure 1: 1.6.3.1 Party Relationship Management decomposition ........................................................ 1321
Figure 1: 1.6.3.1.2 Manage Party Relationship decomposition .............................................................. 1326
Figure 1: 1.6.3.1.5 Collect Party Data decomposition ............................................................................ 1328
Figure 1: 1.6.3.1.6 Develop Party Relationship decomposition.............................................................. 1332
Figure 1: 1.6.3.2 Party Demographic Collection decomposition ............................................................ 1335
Figure 1: 1.6.3.3 Party Profiling decomposition...................................................................................... 1339
Figure 1: 1.6.4 Party Offering Development & Retirement decomposition ........................................... 1343
Figure 1: 1.6.4.1 On-board Party Product Specification & Offering decomposition .............................. 1347
Figure 1: 1.6.4.2 Off-Board Party Offering & Specification decomposition............................................ 1350
Figure 1: 1.6.4.2.2 Off-Board Party Product Specification decomposition ............................................. 1353
Figure 1: 1.6.5 Party Agreement Management decomposition ............................................................. 1356
Figure 1: 1.6.5.1 Prepare Party Agreement decomposition ................................................................... 1361
Figure 1: 1.6.5.1.1 Begin Party Agreement Preparation decomposition ................................................ 1365
Figure 1: 1.6.5.2 Manage Party Agreement Commercial Negotiations decomposition ......................... 1368
Figure 1: 1.6.5.3 Gain Approval for Party Agreement decomposition ................................................... 1371
Figure 1: 1.6.6 Party Support & Readiness decomposition .................................................................... 1373
Figure 1: 1.6.6.1 Support Party Requisition Management decomposition ............................................ 1380
Figure 1: 1.6.6.2 Support Party Problem Reporting & Management decomposition ............................ 1385
Figure 1: 1.6.6.3 Support Party Performance Management decomposition ......................................... 1387
Figure 1: 1.6.6.4 Support Party Settlements & Payments Management decomposition....................... 1392
Figure 1: 1.6.6.5 Support Party Interface Management decomposition ................................................ 1394
Figure 1: 1.6.6.6 Manage Party Inventory decomposition ..................................................................... 1397
Figure 1: 1.6.7 Party Privacy Management decomposition .................................................................... 1401
Figure 1: 1.6.7.1 Party Privacy Management Definition decomposition ................................................ 1406
Figure 1: 1.6.7.2 Party Privacy Profile Type Development decomposition ............................................ 1408
Figure 1: 1.6.7.3 Party Privacy Profile Management decomposition ..................................................... 1411
Figure 1: 1.6.8 Party Order Handling decomposition ............................................................................. 1416
Figure 1: 1.6.8.1 Select External Party for Party Order decomposition.................................................. 1423
Figure 1: 1.6.8.2 Determine Party Pre-Order Feasibility decomposition................................................ 1425
Figure 1: 1.6.8.3 Track & Manage Party Orders decomposition............................................................. 1428
Figure 1: 1.6.8.4 Receive & Accept Party Order decomposition ............................................................ 1433
Figure 1: 1.6.8.6 Report Party Orders decomposition ............................................................................ 1436
Figure 1: 1.6.9 Party Interaction Management decomposition ............................................................. 1439

Figure 1: 1.6.9.1 Log Party Interaction decomposition........................................................................... 1444

Figure 1: 1.6.9.5 Handle Party Interaction (Including Self Service) decomposition ............................... 1446
Figure 1: 1.6.9.6 Analyze & Report Party Interactions decomposition .................................................. 1449
Figure 1: 1.6.9.7 Mediate & Orchestrate Party Interactions decomposition ......................................... 1451
Figure 1: 1.7.1 Strategic & Enterprise Planning decomposition ............................................................. 1701
Figure 1: 1.7.1.1 Strategic Business Planning decomposition ................................................................ 1711
Figure 1: 1.7.1.2 Business Development decomposition ........................................................................ 1714
Figure 1: 1.7.1.3 Enterprise Architecture Management decomposition ................................................ 1718
Figure 1: 1.7.1.4 Group Enterprise Management decomposition .......................................................... 1723
Figure 1: 1.7.2 Enterprise Risk Management decomposition ................................................................. 1726
Figure 1: 1.7.2.1 Business Continuity Management decomposition ...................................................... 1743
Figure 1: 1.7.2.2 Security Management decomposition......................................................................... 1747
Figure 1: 1.7.2.3 Fraud Management decomposition ............................................................................ 1756
Figure 1: 1.7.2.3.1 Fraud Policy Management decomposition ............................................................... 1759
Figure 1: 1.7.2.3.2 Fraud Operations Support decomposition ............................................................... 1767
Figure 1: 1.7.2.3.3 Fraud Operations Management decomposition ...................................................... 1772
Figure 1: 1.7.2.4 Audit Management decomposition ............................................................................. 1777
Figure 1: 1.7.2.5 Insurance Management decomposition ...................................................................... 1782
Figure 1: 1.7.2.6 Revenue Assurance Management decomposition ...................................................... 1785
Figure 1: 1.7.2.6.2 Manage Revenue Assurance Operations decomposition ......................................... 1790
Figure 1: 1.7.3 Enterprise Effectiveness Management decomposition .................................................. 1797
Figure 1: 1.7.3.2 Enterprise Quality Management decomposition ........................................................ 1828
Figure 1: 1.7.3.3 Program & Project Management decomposition ........................................................ 1831
Figure 1: 1.7.3.4 Enterprise Performance Assessment decomposition .................................................. 1835
Figure 1: 1.7.3.4.5 Metric Management decomposition ........................................................................ 1839
Figure 1: 1.7.3.4.5.1 Metric Definition Development decomposition .................................................... 1842
Figure 1: 1.7.3.4.5.2 Metric Definition Measure Development decomposition..................................... 1844
Figure 1: 1.7.3.4.5.3 Metric Measure Monitoring decomposition ......................................................... 1847
Figure 1: 1.7.4 Knowledge & Research Management decomposition ................................................... 1849
Figure 1: 1.7.4.2 Research Management decomposition ....................................................................... 1852
Figure 1: 1.7.4.3 Technology Scanning decomposition .......................................................................... 1855
Figure 1: 1.7.5 Financial & Asset Management decomposition ............................................................. 1857
Figure 1: 1.7.5.3 Procurement Management decomposition ................................................................ 1860
Figure 1: 1.7.6 Stakeholder & External Relations Management decomposition.................................... 1864
Figure 1: 1.7.6.1 Corporate Communications & Image Management decomposition........................... 1869
Figure 1: 1.7.6.2 Community Relations Management decomposition ................................................... 1872
Figure 1: 1.7.6.3 Shareholder Relations Management decomposition .................................................. 1875
Figure 1: 1.7.6.4 Regulatory Management decomposition .................................................................... 1877
Figure 1: 1.7.6.5 Legal Management decomposition ............................................................................. 1879
Figure 1: 1.7.6.6 Board & Shares/Securities Management decomposition............................................ 1883
Figure 1: 1.7.7 Human Resources Management decomposition............................................................ 1886
Figure 1: 1.7.7.1 HR Policies & Practices decomposition ........................................................................ 1890
Figure 1: 1.7.7.3 Workforce Strategy decomposition ............................................................................. 1895
Figure 1: 1.7.7.4 Workforce Development decomposition .................................................................... 1898

Figure 1: 1.7.7.5 Employee & Labor Relations Management decomposition ........................................ 1903
Figure 1: 1.7.8 Common Enterprise Processes decomposition .............................................................. 1905
Figure 1: 1.7.8.1 Data Analytics decomposition ..................................................................................... 1909
Figure 1: 1.7.8.1.1 Data Ingestion decomposition .................................................................................. 1913
Figure 1: 1.7.8.1.2 Data Management decomposition ........................................................................... 1916
Figure 1: 1.7.8.1.3 Data Analysis decomposition .................................................................................... 1921
Figure 1: 1.7.8.1.4 Analytics Consumer & Distribution Management decomposition ........................... 1925
Figure 1: 1.7.8.2 Maturity Assessment decomposition .......................................................................... 1928
Figure 1: 1.7.8.2.1 Prepare Maturity Assessment decomposition ......................................................... 1932
Figure 1: 1.7.8.2.2 Collect information for Maturity Assessment decomposition ................................. 1934
Figure 1: 1.7.8.4.4 Establish DG management decomposition............................................................... 1938
Figure 1: 1.8.1 Cataloging decomposition .............................................................................................. 1940
Figure 1: 1.8.1.1 Develop Catalog Specification decomposition ............................................................ 1943
Figure 1: 1.8.1.2 Develop Catalog decomposition .................................................................................. 1946
Figure 1: 1.8.2 Capacity Management decomposition ........................................................................... 1948
Figure 1: 1.8.2.2 Specify Available Capacity decomposition................................................................... 1953
Figure 1: 1.8.2.3 Capture Capacity Demand decomposition .................................................................. 1956
Figure 1: 1.8.2.5 Monitor Capacity decomposition ................................................................................ 1958
Figure 1: 1.8.2.5.1 Monitor Available Capacity decomposition.............................................................. 1961
Figure 1: 1.8.2.5.2 Monitor Capacity Demand decomposition ............................................................... 1964
Figure 1: 1.8.2.6 Adjust Capacity decomposition ................................................................................... 1967
Figure 1: 1.8.3 Configuration Specification and Configuration Management decomposition ............... 1970
Figure 1: 1.8.3.1 Configuration Specification Management decomposition .......................................... 1973
Figure 1: 1.8.3.1.1 Define Configuration Specification decomposition .................................................. 1975
Figure 1: 1.8.3.1.1.3 Add Configuration Specification Constraint decomposition ................................. 1980
Figure 1: 1.8.3.1.1.5 Specify Configuration Specification Relationship decomposition ......................... 1983
Figure 1: 1.8.3.2 Configuration Management decomposition................................................................ 1985
Figure 1: 1.8.3.2.1 Configure Entity decomposition ............................................................................... 1988
Figure 1: Enterprise Risk Management decomposition.......................................................................... 1991
Figure 1: Product Offering Development & Retirement decomposition ................................................ 2008
Figure 1: Receive Party Problem decomposition .................................................................................... 2014

Preface
eTOM Business Process Framework

The eTOM Business Process Framework is a reference framework for
categorizing all the business activities used by an enterprise involved in
delivering on-line Information, Communications and Entertainment services.
This is done through definition of each area of business activity, in the form of
process components or Process Elements that can be decomposed to expose
progressive detail. These process elements can then be positioned within a
model to show organizational, functional and other relationships, and can be
combined within process flows that trace activity paths through the business.
The eTOM framework can serve as the blueprint for standardizing and
categorizing business activities (or process elements) that will help set direction
and the starting point for development and integration of Business and
Operations Support Systems (BSS and OSS respectively). An important
additional application for the eTOM framework is that it helps to support and
guide work by TM Forum members and others to develop NGOSS solutions. It
provides an industry-standard reference point, when considering internal
process reengineering needs, partnerships, alliances, and general working
agreements with other enterprises, and for suppliers into such enterprises, the
eTOM framework outlines potential boundaries of process solutions, and the
required functions, inputs, and outputs that must be supported by process
solutions.
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 e-
business 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.

An Addendum (GB921G) providing information and guidance to users in

how the eTOM framework can be applied within businesses, and
the implications for maintaining alignment with this when
extensions and/or adaptations are made in the course of this.
An Addendum (GB921P) providing an “eTOM Primer” to assist new users
of eTOM
An Addendum (GB912R) introducing Real-World Case Studies in
applying eTOM
A separate Application Note (GB921U) that provides some guidelines to
assist users of eTOM in applying this within their businesses
A separate Application Note (GB921V) that shows how eTOM can be
used to model the ITIL processes (this supersedes the previous
GB912L)
A separate Application Note (GB921T) that shows how eTOM processes
relate to the functional view provided by the ITU-T M.3400
Recommendation (this work was developed in conjunction with
ITU-T within the joint Telecom Management Collaboration Focus
Group)
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 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.

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 Release 6.5. 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), 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). 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 dependent
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.
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.
Process Associations and IDs
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.x.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
x: Digit representing Level 0 process
c: Digit representing Level 1 process
d: Digit representing Level 2 process
e: Digit representing Level 3 process
The unique identifier thus associated with individual processes can thus be used
to assist in locating individual processes.

Process Decompositions & Descriptions

1.1.1 Market Strategy & Policy
Figure 1: 1.1.1 Market Strategy & Policy decomposition
Market Strategy & Policy

Process Identifier: 1.1.1
Brief Description
Enable the development of a strategic view of an enterprise’s existing and desired
market-place
Extended Description
Market Strategy & Policy processes enable the development of a strategic view of an
enterprise’s existing and desired market-place, 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, Market Analysis.
Explanatory
Reserved for future use.

Mandatory
Optional
Interactions
Gather & Analyze Market Information

Process Identifier: 1.1.1.1
Brief Description
Research market information and develop market forecasts
Gather & Analyze Market Information processes develop 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.
Explanatory
Mandatory
Optional
Interactions
Establish Market Strategy

Brief Description
Develop and document the enterprise market strategy
Establish Market Strategy processes result in agreement 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.
Explanatory
Mandatory
Optional
Interactions
Establish Market Segments

Brief Description
Establish the market segmentation to be used across the enterprise
Establish Market Segments processes identify the market 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.
Explanatory
Mandatory
Optional
Interactions
Link Market Segments & Products

Brief Description
Analyze the basic consumption profiles of market segments and associate these with
the product families available

The Link Market Segment and Product processes analyze the 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.
Explanatory
Mandatory
Optional
Interactions
Gain Commitment to Marketing Strategy

Brief Description
Gain enterprise commitment to the market strategy and segmentation
The Gain Commitment to Market Strategy processes gain enterprise commitment to the
market strategy and segmentation. These processes include all aspects of identification
of stakeholders and negotiation to gain stakeholder approval.
Explanatory
Mandatory
Optional
Interactions
1.1.1.1 Gather & Analyze Market Information

Figure 2: 1.1.1.1 Gather & Analyze Market Information decomposition
Gather & Analyze Market Information

Brief Description
Research market information and develop market forecasts
Gather & Analyze Market Information processes develop 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.
Explanatory
Mandatory
Optional
Interactions

Gather Market Information

Process Identifier: 1.1.1.1.1
Brief Description
Establish and Management of external Providers and internal resources for providing
market information
Gather Market information processes focus on establishment and Management of
relationships with external providers of market information, and management of
internal resources used for providing market information.
Explanatory
Mandatory
Optional
Interactions
Analyze Market Information

Brief Description
Develop enterprise and business views of the market
Analyze Market information processes focus on developing enterprise and business
views of the market, based on the analysis of the external and internal information
sources. Methodologies used for developing market forecasts, as well as the
development of forecasts is managed by this process.
Explanatory
Mandatory
Optional

Interactions
1.1.1.2 Establish Market Strategy
Figure 3: 1.1.1.2 Establish Market Strategy decomposition
Establish Market Strategy

Brief Description
Develop and document the enterprise market strategy
Establish Market Strategy processes result in agreement 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.
Explanatory
Mandatory
Optional
Interactions

Establish Market Participation

Brief Description
Agreement on Markets in which Enterprise will Participate.
Establish Market Participation processes focus on agreement across the enterprise with
respect to markets in which the enterprise will participate.
Explanatory
Mandatory
Optional
Interactions
Establish Market Strategy Objectives

Brief Description
Define Objectives, strategies to be followed to achieve objectives
Establish Market Strategy Objectives processes focus on defining the Objectives to be
achieved and the broad strategies to be followed to achieve the objectives
Explanatory
Mandatory
Optional
Interactions
Support Market Strategy


Brief Description
Develop sales strategies to support market strategies
Support Market strategy processes focus on developing appropriate sales strategies.
Explanatory
Mandatory
Optional
Interactions
Identify Enterprise areas to meet market strategy objectives

Brief Description
Identify the areas across the enterprise responsible for the achievement of specific
objectives
Not used for this process element
Explanatory
Mandatory
Optional
Interactions
1.1.1.3 Establish Market Segments

Figure 4: 1.1.1.3 Establish Market Segments decomposition
Establish Market Segments

Brief Description
Establish the market segmentation to be used across the enterprise
Establish Market Segments processes identify the market 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.
Explanatory
Mandatory
Optional
Interactions
Identify Market Segments

Brief Description
Identify the market segmentation

Identify Market Segments process are responsible for identifying the market
segmentation which will be used across the enterprise.
Explanatory
Mandatory
Optional
Interactions
Manage Market Segments outcome

Brief Description
Management of market segments outcome.
Manage Market Segments outcome process focus on identifying the areas within the
organization which are responsible for the management of market segment outcomes.
Explanatory
Mandatory
Optional
Interactions
Reporting - Specific Market Segments

Brief Description
Identify and manage reporting process for specific market segments

Explanatory
Mandatory
Optional
Interactions
1.1.1.4 Link Market Segments & Products
Figure 5: 1.1.1.4 Link Market Segments & Products decomposition
Link Market Segments & Products

Brief Description
Analyze the basic consumption profiles of market segments and associate these with
the product families available
The Link Market Segment and Product processes analyze the 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.

Explanatory
Mandatory
Optional
Interactions
Link consumption profiles & available product families

Brief Description
Link Market segments and available product families
Link Market segments & available product families processes analyze the basic
consumption profiles of market segments and associate these with the product families
available
Explanatory
Mandatory
Optional
Interactions
Identify potential new product families for market segments

Brief Description
Identify potential new product families for the market segments
Explanatory

Mandatory
Optional
Interactions
Analyze Market Segment purchase and issues

Brief Description
Analyze segment purchase and decision issues, and their geographic locations.
Explanatory
Mandatory
Optional
Interactions
1.1.1.5 Gain Commitment to Marketing Strategy

Figure 6: 1.1.1.5 Gain Commitment to Marketing Strategy decomposition
Gain Commitment to Marketing Strategy

Brief Description
Gain enterprise commitment to the market strategy and segmentation
The Gain Commitment to Market Strategy processes gain enterprise commitment to the
market strategy and segmentation. These processes include all aspects of identification
Explanatory
Mandatory
Optional
Interactions
Identify Stakeholders to Market Strategy

Brief Description
Identify stakeholders of market strategy

Explanatory
Mandatory
Optional
Interactions
Gain Market Strategy Stakeholder approval

Brief Description
Negotiate & gain stakeholder approval for market strategy
Explanatory
Mandatory
Optional
Interactions
Gain Enterprise Commitment to Market Strategy

Brief Description
Gain Enterprise commitment to the market strategy and segmentation
Explanatory

Mandatory
Optional
Interactions
1.1.2 Sales Strategy & Planning
Figure 7: 1.1.2 Sales Strategy & Planning decomposition
Sales Strategy & Planning

Brief Description
Develop an appropriate sales strategy to complement the market strategy.
Sales Strategy & Planning involves developing sales partner/alliance relationship,
establish overall sales budgets, establish sales goals and measures, establish customer
management measures, set service levels and standards and develop channel strategy,
establish revenue/coverage plan
Sales Strategy & Planning involves initiating the development of sales relationships with
other parties, establish overall sales budgets, establish sales goals and measures,
establish customer management measures, set service levels and standards and develop
channel strategy, establish revenue/coverage plan.
Explanatory

Mandatory
Optional
Interactions
Develop Sales Relationship

Brief Description
Set the overall relationship strategy and Initiate the development of sales relationships
with other parties, such as sales partnerships and brokering, in advance of entering into
formal agreements. Identifying and entering into agreements with other parties are
managed Party Tender Management and Party Agreement Management
Develop Sales Relationship sets the overall relationship strategy. It also initiates the
development of sales relationships with other parties, such as sales partnerships and
brokering, in advance of entering into formal agreements. Identifying and entering into
agreements with other parties are managed Party Tender Management and Party
Agreement Management. A party in the agreement may represent a sales channel for
the other. This process initiates flows to these other processes as appropriate.
Strategies for managing relationships and relationship goals are identified and agreed
upon. Sales relationship opportunities are identified along with the methods for
selecting parties and for managing the relationship. Candidate parties are also
identified.
This process also periodically analyzes relationship strategies and makes any necessary
changes to them, including the removal of a strategy.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Establish Sales Budget

Brief Description
Establish sales revenue, cost, and profit budgets for the enterprise.
Establish Sales Budgets calculate product revenue targets for the budget, determines
variable and fixed costs and overhead budgets. It uses these to estimate net profit. The
combination of all of these represents the sales budget for the enterprise.
This process also conducts reviews of the budget as appropriate and makes any changes
to elements that compose it
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Establish Sales Goals and Measures

Brief Description
Establish goals and measures for sales, customer management measures, and sales
service level standards.
Establish Sales Goals and Measures sets sales goals and how they will be measured and
how customer management sales related measures. Additionally sales service levels
and standards are set.
This process also conducts reviews of goals, measures, service levels, and standards as
appropriate and adjusts them if needed.
Explanatory
N/A
Mandatory
N/A

Optional
N/A
Interactions
N/A
Develop Sales Channel Strategy

Brief Description
Use revenue models assessment, analyze profit impact on possible sales channel
structures, and develop sales channel scenarios to define sales channel strategy.
Develop Sales Channel Strategy by assessing and analyzing revenue models, profit
impact based on possible channel sales channel structures. It also plans and develops
scenarios that are used to define the final sales channel strategy.
This process also periodically analyzes the sales channel strategy and makes any
necessary changes to them, including the removal of parts or all of the strategy.
Removal of the complete strategy would require its redevelopment. Use revenue
models assessment, analyze profit impact on possible sales channel structures, and
develop sales channel scenarios to define sales channel strategy.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Establish Revenue Coverage Plan

Brief Description
Develop revenue targets, conduct financial and operational planning to support
revenue objectives, and define sales account coverage plans.
Establish Revenue Coverage Plan develops revenue targets, conducts financial and

operational planning to support revenue objectives, and define sales account coverage
plans.
Revenue targets are developed in order to meet revenue objectives. Financial and
operational plans are also developed to support revenue objectives.
Sales account coverage plans, which include the enterprise sales targets, are defined
and communicated throughout the Sales organization including any channels outside of
the enterprise that may have been developed by Develop Sales Relationship.
This process also conducts reviews of revenue coverage plan as appropriate and adjusts
them if needed.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.1.3 Sales Forecasting
Figure 8: 1.1.3 Sales Forecasting decomposition
Sales Forecasting
Brief Description
Not Used for this element

Sales Forecasting involves gathering current and historic order information, analyzing
sales trends and patterns generating sales forecast and analyzing historical and planned
promotions and events.
Explanatory
Mandatory
Optional
Interactions
Set Sales Forecast Goal

Brief Description
Set the purpose of the forecast and how is it to be used. Set the accuracy required.
Set the purpose of the forecast and how is it to be used. Set the accuracy required. This
will depend on the sales strategy that is to be implemented, which may be long term
(cyclical/annual) or short term (related to a promotion or planned event). Correct level
of detail - not too much, not too little
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Gather Forecast Data

Brief Description
Gather data relevant to the product to which the forecast is related

Not used for this process
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Develop Sales Forecast

Brief Description
Develop sales forecast using a repeatable methodology
Develop sales forecast using a repeatable methodology, based on relevant data
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Distribute Sales Forecast

Brief Description
Distribute the sales forecast to all areas that need to know
Distribute the sales forecast to all parties that need to know for budgeting, resourcing,
sourcing etc. For example, executives responsible for fulfilling the sales forecast or need
to be aware of the forecast

Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Evaluate Sales Forecast Outcomes

Brief Description
Evaluate how accurate the forecasting was and feedback into process for future
forecasts
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.1.3.2 Gather Forecast Data

Figure 9: 1.1.3.2 Gather Forecast Data decomposition
Gather Forecast Data

Brief Description
Gather data relevant to the product to which the forecast is related
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Gather Industry Forecast Data


Brief Description
Gather data from the industry relevant to the product to which the forecast is related
Gather data from the telecommunications industry relevant to the product/to which the
forecast is related, including past sales data, any previous forecast, industry body
forecast, competitive information etc.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Gather Environmental Forecast Data

Brief Description
Gather data from the wider environment relevant to the product to which the forecast
is related
Gather data from the wider environment relevant to the product to which the forecast
is related. This will include economic, business, social, regulatory/legislative,
population, climatic etc. data
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.1.3.3 Develop Sales Forecast

Figure 10: 1.1.3.3 Develop Sales Forecast decomposition
Develop Sales Forecast

Brief Description
Develop sales forecast using a repeatable methodology
Develop sales forecast using a repeatable methodology, based on relevant data
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Choose Forecast Model

Brief Description
Choose which forecast model is the most relevant to be used, from a range of
qualitative and quantitative ones available
Choose which forecast model is the most relevant to be used, from a range of
qualitative and quantitative ones available.
Qualitative models - Used where data is scarce. For example

- Consumer or user survey

- Panel of executive opinion
- Salesforce composite, built up from internal areas
- Delphi
- Bayesian decision theory
- Product testing/Test marketing
Quantitative models - Used when there is a base of historical data to draw on. For
example
- Time series analysis
- Causal techniques
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Analyze Forecast Data

Brief Description
Analyze the data using the chosen methodology
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Prepare Sales Forecast

Brief Description
Prepare sales forecast using the chosen methodology
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Approve Sales Forecast

Brief Description
Approve sales forecast, getting signed off by appropriate stakeholders
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.1.5 Sales Development

Figure 11: 1.1.5 Sales Development decomposition
Sales Development
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 and services, 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.
Explanatory
Mandatory
Optional

Interactions
Monitor Sales & Channel Best Practice

Brief Description
Ensure that the enterprise keeps abreast of sales and channel practices and capabilities
in the wider environment.
The Monitor Sales & Channel Best Practice processes 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 procedures for new
products.
Explanatory
Mandatory
Optional
Interactions
Develop Sales & Channel Proposals

Brief Description
Create and document proposals for sales processes and sales channels, and gain
approval for them
The Develop Sales & Channel Proposals processes create 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 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.
Explanatory
Mandatory
Optional
Interactions
Develop New Sales Channels & Processes

Brief Description
Develop and implement new or adapted sales processes and/or channels to support
The Develop New Sales Channels & Processes develop and implement new or adapted
sales processes and/or channels to support new or enhanced products. These 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
Explanatory

Mandatory
Optional
Interactions
1.1.5.1 Monitor Sales & Channel Best Practice
Figure 12: 1.1.5.1 Monitor Sales & Channel Best Practice decomposition
Monitor Sales & Channel Best Practice

Brief Description
Ensure that the enterprise keeps abreast of sales and channel practices and capabilities
in the wider environment.
The Monitor Sales & Channel Best Practice processes 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
products.
Explanatory
Mandatory
Optional
Interactions
Develop Sales & Channel Requirements

Brief Description
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.
Explanatory
Mandatory
Optional
Interactions

Monitor Sales & Channel Practices

Brief Description
These processes ensure that the enterprise can provide sales and channel capabilities as
products.
Explanatory
Mandatory
Optional
Interactions
1.1.5.2 Develop Sales & Channel Proposals

Figure 13: 1.1.5.2 Develop Sales & Channel Proposals decomposition
Develop Sales & Channel Proposals

Brief Description
Create and document proposals for sales processes and sales channels, and gain
approval for them
The Develop Sales & Channel Proposals processes create 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 Selling processes, or on specific requirements associated with the development of

Explanatory
Mandatory
Optional
Interactions
Create Sales Proposals

Brief Description
These processes create and document proposals for sales processes and sales channels.
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. 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 Selling processes, or on
specific requirements associated with the development of new or enhanced products.
Explanatory
Mandatory
Optional
Interactions
Gain Sales Proposals Approval


Brief Description
These processes gain approval for proposals for sales processes and sales channels.
Explanatory
Mandatory
Optional
Interactions
1.1.5.3 Develop New Sales Channels & Processes
Figure 14: 1.1.5.3 Develop New Sales Channels & Processes decomposition
Develop New Sales Channels & Processes

Brief Description
Develop and implement new or adapted sales processes and/or channels to support

The Develop New Sales Channels & Processes develop and implement new or adapted
sales processes and/or channels to support new or enhanced products. These 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
Explanatory
Mandatory
Optional
Interactions
Develop External Relationships

Brief Description
These processes develop external relationships if required to provide the necessary
sales channel capability.
Explanatory
Mandatory
Optional
Interactions
Manage Process & Channel Coordination

Brief Description
These processes manage the coordination and integration of existing and new sales
processes and channels to ensure effective operations.
Explanatory
Mandatory
Optional
Interactions
Define Processes & Channels

Brief Description
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
Explanatory
Mandatory
Optional
Interactions
1.1.7 Market Sales Support & Readiness

Figure 15: 1.1.7 Market Sales Support & Readiness decomposition
Market Sales Support & Readiness

Brief Description
Market Sales Support & Readiness processes ensure the support capability is in place to
allow the CRM Fulfillment, Assurance and Billing processes to operate effectively.
Market Sales Support & Readiness processes ensure the support capability is in place to
allow the Market Sales Fulfillment, Assurance and Billing processes to operate
effectively.
The responsibilities of these processes include, but are not limited to:
• Provision of market and sales process infrastructure;,
• Policy support and decision support knowledge for sales activity and sales interactions
• Management & analysis of sales campaigns (including direct and outbound calling);
• Management and analysis of sales activity and sales opportunities (including funnel
and prospect analysis and support);
• Maintaining and managing stocks of marketing collateral to be distributed using the
Marketing Fulfillment processes;
• Maintaining inventories to support the sales data required by the FAB and CRM OS&R
processes
• Monitoring and reporting on the capabilities and costs of the individual Market FAB
processes
• Longer-term trend analysis on sales FAB processes in order to establish the extent to
which enterprise targets for these processes are being achieved and/or the need for the
processes to be modified.
These processes support the operational introduction of new processes and
infrastructure to support new and/or enhanced sales capability 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 process
capabilities and manage a full-scale introduction for general availability.
Explanatory
Mandatory
Optional
Interactions
Support Selling
Brief Description
Administer and manage the operation of the various sales channels and to ensure that
there is capability (for example, information, materials, systems and resources) to
support the Selling processes.
The purpose of the Support Selling processes is twofold - to administer and manage the
operation of the various sales channels and to ensure that there is capability (for
example, information, materials, systems and resources) to support the Selling
processes so that they can operate effectively.
These processes monitor current selling trends, and are responsible for the
optimization and/or redistribution of existing sales channel capability or for enabling
new capability (people, facilities, infrastructure). These processes undertake trend
analysis on selling, including problems, successes, profit and loss
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. These processes are also responsible for the
administration and management of sales channel incentive, compensation and reward
schemes, and for assessing the performance and effectiveness of sales channels.
Other marketing processes, such as Manage Campaign and Product Marketing
Communications & Promotion, are responsible for determining 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. Support Selling processes are responsible for ensuring that the sales
channels are capable of implementing the required selling method and have the
necessary skills and capacity to support the anticipated volumes and type of product in
each market segment. These processes are responsible for providing feedback on the
performance and effectiveness information as required to other marketing processes.
Sales Channels managed by these processes include 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, account
teams, outbound calling teams, direct sales teams, etc.
The Support Selling processes are responsible for the collection and administration of
sales lead s and the associated probabilities, and for the distribution of leads to the
appropriate sales channels. Leads are collected from many processes both customer
facing processes and back-end processes. This process is responsible to ensure that
processes are operating to collect leads wherever they arise, for the management of
leads, and for the matching of the lead to the appropriate sales channel. These
processes are responsible for distributing the lead into the appropriate sales channel.
Explanatory
Mandatory
Optional
Interactions
Manage Sales Inventory

Brief Description
Establish, manage and administer the enterprise's inventory of sales prospects, actual
sales, channel management and sales commissions, as embodied in the Sales Inventory
Database, and monitor and report on the usage and access to the sales inventory, and
the quality of the data maintained in it.
The purpose of the Manage Sales Inventory processes are twofold - establish, manage
and administer the enterprise's inventory of sales prospects, actual sales, channel
management and sales commissions, as embodied in the Sales Inventory Database, and
monitor and report on the usage and access to the sales inventory, and the quality of
the data maintained in it.
The sales inventory maintains records of all sales, sales prospects and sales leads, sales

channel activity, marketing campaign targets and performance, sales commissions and
any other sales related- information, required to support both the Support Selling and
the Selling processes.
The sales inventory is also responsible for maintaining the association between
customers and sales instances, created as a result of the Selling processes.
Responsibilities of these processes include, but are not limited to:
• Identifying and storing the inventory-relevant information requirements to be
captured for sales processes and sales commission management ;
• Identifying, establishing and maintaining sales inventory repository facilities;
• Establishing and managing the sales inventory management and information capture
processes;
• Managing the registration and access control processes that enable processes to
create, modify, update, delete and/or download sales data to and from the sales
inventory;
• Ensuring the sales inventory repository accurately captures and records all identified
sales details, through use of automated or manual audits;
• Tracking and monitoring of the usage of, and access to, the sales inventory repository
and associated costs, and reporting on the findings
• Identifying any technical driven shortcomings of the sales inventory repository, and
providing input to Resource Development & Management processes to rectify these
issues.
Explanatory
Mandatory
Optional
Interactions
1.1.7.7 Support Selling

Figure 16: 1.1.7.7 Support Selling decomposition
Support Selling
Brief Description
Administer and manage the operation of the various sales channels and to ensure that
there is capability (for example, information, materials, systems and resources) to
support the Selling processes.
The purpose of the Support Selling processes is twofold - to administer and manage the
operation of the various sales channels and to ensure that there is capability (for
example, information, materials, systems and resources) to support the Selling
processes so that they can operate effectively.
These processes monitor current selling trends, and are responsible for the
optimization and/or redistribution of existing sales channel capability or for enabling
new capability (people, facilities, infrastructure). These processes undertake trend
analysis on selling, including problems, successes, profit and loss
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. These processes are also responsible for the
schemes, and for assessing the performance and effectiveness of sales channels.
Other marketing processes, such as Manage Campaign and Product Marketing


The Support Selling processes are responsible for the collection and administration of
sales lead s and the associated probabilities, and for the distribution of leads to the
appropriate sales channels. Leads are collected from many processes both customer
facing processes and back-end processes. This process is responsible to ensure that
processes are operating to collect leads wherever they arise, for the management of
leads, and for the matching of the lead to the appropriate sales channel. These
processes are responsible for distributing the lead into the appropriate sales channel.
Explanatory
Mandatory
Optional
Interactions
Ensure Selling Capability

Brief Description
Ensure that there is capability (for example, information, materials, systems and
resources) to support the Selling processes so that they can operate effectively.
Explanatory
Mandatory
Optional
Interactions

Manage Sales Channels

Brief Description
Optimization and/or redistribution of existing sales channel capability or for enabling
new capability (people, facilities, infrastructure). 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. These processes are also responsible for the
schemes, and for assessing the performance and effectiveness of sales channels. Other
marketing processes, such as Manage Campaign and Product Marketing
Explanatory
Mandatory
Optional
Interactions
Manage Sales Leads


Brief Description
Collection and administration of sales lead s and the associated probabilities, and for the
distribution of leads to the appropriate sales channels. Leads are collected from many
processes both customer facing processes and back-end processes. This process is
responsible to ensure that processes are operating to collect leads wherever they arise,
for the management of leads, and for the matching of the lead to the appropriate sales
channel. These processes are responsible for distributing the lead into the appropriate
sales channel.
Explanatory
Mandatory
Optional
Interactions
Undertake Selling Trend Analysis

Brief Description
Undertake trend analysis on selling, including problems, successes, profit and loss.
Monitor current selling trends
Explanatory
Mandatory
Optional
Interactions

1.1.7.9 Manage Sales Inventory
Figure 17: 1.1.7.9 Manage Sales Inventory decomposition
Manage Sales Inventory

Brief Description
Establish, manage and administer the enterprise's inventory of sales prospects, actual
sales, channel management and sales commissions, as embodied in the Sales Inventory
Database, and monitor and report on the usage and access to the sales inventory, and
The purpose of the Manage Sales Inventory processes are twofold - establish, manage
and administer the enterprise's inventory of sales prospects, actual sales, channel
management and sales commissions, as embodied in the Sales Inventory Database, and
monitor and report on the usage and access to the sales inventory, and the quality of
the data maintained in it.
The sales inventory maintains records of all sales, sales prospects and sales leads, sales
channel activity, marketing campaign targets and performance, sales commissions and
any other sales related- information, required to support both the Support Selling and
the Selling processes.
• Identifying and storing the inventory-relevant information requirements to be
captured for sales processes and sales commission management ;

• Identifying, establishing and maintaining sales inventory repository facilities;

• Establishing and managing the sales inventory management and information capture
processes;
create, modify, update, delete and/or download sales data to and from the sales
inventory;
• Ensuring the sales inventory repository accurately captures and records all identified
sales details, through use of automated or manual audits;
• Tracking and monitoring of the usage of, and access to, the sales inventory repository
• Identifying any technical driven shortcomings of the sales inventory repository, and
issues.
Explanatory
Mandatory
Optional
Interactions
Identify Relevant Sales Inventory Information

Brief Description
Identifying the inventory-relevant information requirements to be captured for sales
inventory
Explanatory
Mandatory
Optional
Interactions

Maintain Sales Inventory facilities

Brief Description
Identifying, establishing and maintaining sales inventory repository facilities;
Explanatory
Mandatory
Optional
Interactions
Manage Sales Inventory Capture

Brief Description
Establishing and managing the sales inventory management and information capture
processes;
Explanatory
Mandatory
Optional
Interactions
Control Sales Inventory Access

Brief Description
Managing the registration and access control processes that enable processes to create,
modify, update, delete and/or download sales data to and from the sales inventory.
Explanatory
Mandatory
Optional
Interactions
Ensure Sales Inventory Data Quality

Brief Description
Ensuring the sales inventory repository accurately captures and records all identified
sales details, through use of automated or manual audits. Monitoring and reporting on
the quality of the data maintained in the inventory. The sales inventory maintains
records of all sales, sales prospects and sales leads, sales channel activity, marketing
campaign targets and performance, sales commissions and any other sales related-
information, required to support both the Support Selling and the Selling processes.
Explanatory
Mandatory
Optional
Interactions

Track Sales Inventory Usage

Brief Description
Tracking and monitoring of the usage of, and access to, the sales inventory repository
Explanatory
Mandatory
Optional
Interactions
Identify Sales Inventory Shortcomings

Brief Description
Identifying any technical driven shortcomings of the sales inventory repository, and
issues.
Explanatory
Mandatory
Optional
Interactions

1.1.8 Sales Channel Management
Figure 18: 1.1.8 Sales Channel Management decomposition
Child process(es) to be determined

Process Identifier: N/A
Brief Description
N/A
N/A
Explanatory
Not used for this process element.
Mandatory

Optional
Interactions
Sales Channel Management

Brief Description
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process
elements for application within a specific organization or domain.
Optimization and/or redistribution of existing sales channel capability or for enabling
new capability (people, facilities, infrastructure). 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. These processes are also responsible for the
schemes, and for assessing the performance and effectiveness of sales channels. Other
marketing processes, such as Manage Campaign and Product Marketing
Explanatory
Mandatory
Optional

Interactions
1.1.9 Selling
Figure 19: 1.1.9 Selling decomposition
Selling
Brief Description
Responsible for managing prospective customers, for qualifying and educating
customers, and matching customer expectations
Managing prospective parties with whom an enterprise may do business, such as
potential existing or new customers and partners, for qualifying and educating them,
and ensuring their expectations are met.
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 services and ability to deliver. These processes also
manage the response to customer RFPs.
Selling is responsible managing prospective parties with whom an enterprise may do
business, such as potential existing or new customers and partners. Existing customers
and partners may represent new selling opportunities to them as identified by the
Contact/Lead/Prospect Management.
Selling is responsible for qualifying and educating them, and ensuring their expectations
are met. This process confirms matches of party expectations to an enterprise’s product
offerings that have been made by Contact/Lead/Prospect Management are correct. The
ability to deliver them is confirmed.
This process also manages a response to customer requests for proposal (RFP). Any

eventual agreement with the sales prospect is the responsibility of Party Agreement
Management.
Explanatory
Mandatory
Optional
Interactions
Qualify Selling Opportunity

Brief Description
Ensure that a sales prospect is qualified in terms of any associated risk and the amount
of effort required to achieve a sale.
Qualify Selling Opportunity process ensures that a sales prospect is qualified in terms of
any associated risk, and the amount of effort required, such as to prepare a response to
a Request for Proposal [RFP]) to achieve a sale. The opportunity is explored with a sales
prospect to ensure the offer meets a prospect’s expectations, and to ensure that the
breadth of a prospect's requirements is understood.
Extended interactions with a prospect may be required to achieve mutual

understanding and agreement. The opportunity may require the development of
alternative solutions or customization to the specific prospect’s requirements. The
Qualify Opportunity process is responsible for assessing the size of the potential
development and its risk. The resources, financing and potential on-going prospect
commitment to the developed solution are all factors that must be assessed.
This process also assesses the strategic importance of the opportunity, the potential for
wider application, and the importance of the specific prospect to the enterprise. The
solution alternatives must be available, such as capacity, or scheduled on a product
offering roadmap.
Explanatory
Mandatory

Optional
Interactions
Develop Sales Proposal

Brief Description
Develop a sales proposal to respond to the customer’s requirements
Develop a sales proposal to respond to a sales prospect's requirements.
The purpose of this process is to develop a sales proposal to respond to the customer’s
requirements. This process commences following approval by the Qualify Customer
process. The development of a sales proposal may require the selection of a standard
product offering, may require the development of a non-standard offering, or may
require the creation of a project team to construct an offering in response to a
customer’s Request For Proposal. In all cases, the processes are responsible for
ascertaining the customer’s requirements, determining the ability of the enterprise to
support the customer requirements, and developing a proposal (or proposals) for the
customer which meets the stated requirements. These processes assess the extent of
enterprise support required to develop the sales proposal, marshal the necessary
support across the enterprise and administer the sales proposal development activity to
ensure that any timing constraints associated with eth customer requirements are
achieved.
Note that development of a non-standard sales proposal or the response to a
customer’s RFP may require the development of unique solution designs. The
development of unique solutions, within the context of current deployed capabilities,
uses the Design Solutions process within Service Management & Operations to
undertake the necessary feasibility studies. Where current capabilities are not able to
support customer’s requirements, the Product & Offer Capability Delivery processes are
invoked to undertake any necessary assessment and business case development.
Develop Sales Proposal develops a sales proposal to respond to a sales prospect's
requirements. It commences following approval by the Qualify Opportunity process if
this process is applicable. The development of a sales proposal may require the
selection of a standard product offering, may require the development of a non-
standard offering, or may require the creation of a project team to construct an offering
in response to a sales prospect's Request For Proposal. In all cases, the processes are
responsible for ascertaining a prospect's requirements, determining the ability of the
enterprise to support the requirements, and developing a proposal (or proposals) which
meets the stated requirements.

This process assesses the extent of enterprise support required to develop the sales
proposal, marshal the necessary support across the enterprise and administer the sales
proposal development activity to ensure that any timing constraints associated with eth
customer requirements are achieved.

Explanatory
Mandatory
Optional
Interactions
Acquire Sales Prospect Data

Brief Description
Capture and record all pertinent sales prospect data required for qualifying an
opportunity and for the initiation, realization and deployment of the agreed sales
proposal.
Acquire Sales Prospect Data captures and records all pertinent sales prospect data
required for qualifying an opportunity and for the initiation, realization and deployment
of the agreed sales proposal. In most standard offerings the necessary sales prospect
data is often captured by Contact/Lead/Prospect Management. For non-standard
and/or complex sales agreements associated, for instance, with a customer RFP,
extensive customer information may be required to plan and roll-out the agreed
solution. For example, a smart city may require extensive capture of details surrounding
deployment of IoT devices and applications to manage them.
In some cases the necessary level of precise detail may be available from Develop Sales
Proposal. Where this is not the case, this process is responsible for determining the

precise sales prospect information required to support the agreed sales proposal,
capturing through forms, or sales prospect interviews, and so forth, the required sales
prospect information, and storing the details in a form required by other processes.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Cross/Up Sell
Brief Description
Ensure that the value of the relationship between the customer or other party and an
enterprise is maximized by selling additional, or more of the existing, product offerings.
Cross/Up Sell ensures that the value of the relationship between the customer or other
party and an enterprise is maximized by selling additional, or more of the existing,
product offerings. The ongoing analysis of customer or other party trends, such as
usage, problems, complaints, is used to identify when the current offerings may no
longer be appropriate or when the opportunity for a larger sale arises. Based on the
data collected, more appropriate or other offering(s) may be recommended to the
customer or other party.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Negotiate Sales/Contract

Brief Description
Close the sale with terms that are understood by the customer, and are mutually
agreeable to both the customer and the service provider.
Close the sale with terms that are understood by the sales prospect, which now
becomes a customer or some other party that make an enterprise's offerings to the
market, such as a partner, and are mutually agreeable to both the customer or party
and an enterprise.
The purpose of this process is to close the sale with terms that are understood by the
customer, and are mutually agreeable to both the customer and the service provider.
This process may involve obtaining customer agreement to standard terms and
conditions. The agreement process may require interaction with the customer to
ensure that the standard terms and conditions are understood by, and are acceptable
to, the customer.
In some cases this process may involve the development of, and negotiation with the
customer of, non-standard terms and conditions associated with sales proposals
specifically developed to meet specific customer requirements. For complex sales
proposals associated with customer RFPs this process may extend over long time
periods and require extensive interaction with customers to achieve agreement.
Aspects of contract price determination may include issues of CPE prices from third
party vendors, allowances based on customer location, etc. For RFPs, many of the
commercial terms being sought may be developed or originated by the customer, and
the negotiating team may need to develop strategies to achieve acceptable commercial
outcomes. .The sale is concluded through negotiations and joint agreement on
features, service levels, pricing and discounts, resulting in a sign-off formal
agreement/contract between the customer and service provider. Depending upon
specific circumstances, final agreement from the Service Provider’s perspective may
require escalation to, and agreement from, an appropriately delegated manager. The
formal agreement could include zero or more confirmed orders from the customer.
These orders are then passed on as requests to allow formal Customer Orders to be
generated and processed...
Negotiate Sales/Contract closes the sale with terms that are understood by the sales
prospect, which now becomes a customer or a some other party that make an
enterprise's offerings to the market, such as a partner, and are mutually agreeable to
both the customer or other party and an enterprise. This process may involve obtaining
an agreement which contains standard terms and conditions. The agreement process
may require interaction with the party to ensure that the standard terms and conditions
are understood by, and are acceptable to, them.
In some cases this process may involve the development of, and negotiation with a
party of, non-standard terms and conditions associated with sales proposals specifically
developed to meet specific party requirements.

For complex sales proposals associated with customer RFPs this process may extend
over long time periods and require extensive interaction with a customer to achieve
agreement. Aspects of contract price determination may include issues of CPE prices
from third party vendors, allowances based on customer location, and so forth.
For RFPs, many of the commercial terms being sought may be developed or originated
by a customer, and the negotiating team may need to develop strategies to achieve
acceptable commercial outcomes. The sale is concluded through negotiations and joint
agreement on features, service levels, pricing and discounts, resulting in a sign-off
formal agreement/contract between a party and an enterprise. Depending upon
specific circumstances, final agreement from an enterprise's perspective may require
escalation to, and agreement from, an appropriately delegated manager.
The formal agreement could include zero or more confirmed order requests from a
party. These requests are then passed to other processes to allow formal party or
customer orders to be generated and processed.
Note that the Party Agreement Management process manages the lifecycle of the
agreement, such as negotiating and approving it.
Explanatory
Mandatory
Optional
Interactions
Manage Sales Accounts

Brief Description
Manage the sales accounts assigned to the sales channel on a day-day basis
The purpose of the Manage Sales Accounts processes is to manage the sales accounts
assigned to the sales channel and/or sales manager on a day-day basis. These processes
are responsible for contacting the customers associated with each sales account on a
regular basis appropriate for the type of account, to develop the appropriate

relationships and contacts, to prospect for leads, to promote the enterprise’s product
offerings, etc.
offerings, etc.
Explanatory
Mandatory
Optional
Interactions
1.1.9.1 Qualify & Educate Customer
Figure 20: 1.1.9.1 Qualify & Educate Customer decomposition
Qualify Selling Opportunity

Brief Description
Ensure that a sales prospect is qualified in terms of any associated risk and the amount
of effort required to achieve a sale.

Qualify Selling Opportunity process ensures that a sales prospect is qualified in terms of
any associated risk, and the amount of effort required, such as to prepare a response to
a Request for Proposal [RFP]) to achieve a sale. The opportunity is explored with a sales
prospect to ensure the offer meets a prospect’s expectations, and to ensure that the
breadth of a prospect's requirements is understood.
Extended interactions with a prospect may be required to achieve mutual

understanding and agreement. The opportunity may require the development of
alternative solutions or customization to the specific prospect’s requirements. The
Qualify Opportunity process is responsible for assessing the size of the potential
development and its risk. The resources, financing and potential on-going prospect
commitment to the developed solution are all factors that must be assessed.
This process also assesses the strategic importance of the opportunity, the potential for
wider application, and the importance of the specific prospect to the enterprise. The
solution alternatives must be available, such as capacity, or scheduled on a product
offering roadmap.
Explanatory
Mandatory
Optional
Interactions
Define Alternative/Customized Solutions

Brief Description
Develop, as required, alternative solutions or customization to the specific customer’s
requirements. This focuses on the definition of these solutions at this stage, and not the
actual development of new capabilities (which may follow on)
Develop, as required, alternative solutions or customization to the specific prospect’s
requirements. This focuses on the definition of these solutions at this stage, and not the
actual development of new capabilities (which may follow on).

Explanatory
This focuses on the definition of these solutions at this stage, and not the actual
development of new capabilities (which may follow on)
Mandatory
Develop, as required, alternative solutions or customization to the specific customer’s
requirements.
Optional
Interactions
Assess Potential Development & Risk

Brief Description
Assess the size of the potential development and its risk. The resources, financing and
potential on-going customer commitment to the developed solution are all factors that
must be assessed.
Assess the size of the potential development and its risk. The resources, financing and
potential on-going sales prospect commitment to the developed solution are all factors
that must be assessed.
Explanatory
The resources, financing and potential on-going customer commitment to the
developed solution are all factors that must be assessed.
Mandatory
Assess the size of the potential development and its risk.
Optional
Interactions
Assess Strategic Impacts


Brief Description
Assess the strategic importance of the opportunity, the potential for wider application,
and the importance of the specific customer to the enterprise. The solution alternatives
must be available (e.g. capacity) or scheduled on a product roadmap
and the importance of the specific prospect to the enterprise. The solution alternatives
must be available, such as capacity, or scheduled on a product roadmap.
Explanatory
The solution alternatives must be available (e.g. capacity) or scheduled on a product
roadmap
Mandatory
and the importance of the specific customer to the enterprise.
Optional
Interactions
Ensure Sales Prospect Expectations Met

Brief Description
The opportunity is explored with a sales prospect to ensure the offer meets a prospect’s
expectations, and to ensure that the breadth of a prospect's requirements is
understood.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

1.1.9.3 Acquire Sales Prospect Data
Figure 21: 1.1.9.3 Acquire Sales Prospect Data decomposition
Acquire Sales Prospect Data

Brief Description
Capture and record all pertinent sales prospect data required for qualifying an
proposal.
Acquire Sales Prospect Data captures and records all pertinent sales prospect data
required for qualifying an opportunity and for the initiation, realization and deployment
of the agreed sales proposal. In most standard offerings the necessary sales prospect
data is often captured by Contact/Lead/Prospect Management. For non-standard
and/or complex sales agreements associated, for instance, with a customer RFP,
extensive customer information may be required to plan and roll-out the agreed

In some cases the necessary level of precise detail may be available from Develop Sales
Proposal. Where this is not the case, this process is responsible for determining the
precise sales prospect information required to support the agreed sales proposal,
capturing through forms, or sales prospect interviews, and so forth, the required sales
prospect information, and storing the details in a form required by other processes.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Determine Required Sales Prospect Data

Brief Description
Determine the precise customer information required to support the development of a
sales proposal if not provided by the sales prospect.
Determine Required Sales Prospect Data determines the precise customer information
required to support the agreed sales proposal if not provided by the sales prospect.
Data is captured through forms, or sales prospect interviews, and so forth, the required
sales prospect information, and storing the details in a form required by other
processes.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Capture & Record Sales Prospect Data

Brief Description
Captures and record all pertinent sales prospect data required for qualifying an
proposal.
Capture & Record Sales Prospect Data captures and records all pertinent sales prospect
data required for qualifying an opportunity and for the initiation, realization and
deployment of the agreed sales proposal. In most standard offerings the necessary
sales prospect data is often captured by Contact/Lead/Prospect Management. For non-
standard and/or complex sales agreements associated, for instance, with a customer
RFP, extensive customer information may be required to plan and roll-out the agreed
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.1.9.4 Cross/Up Sell

Figure 22: 1.1.9.4 Cross/Up Sell decomposition
Cross/Up Sell
Brief Description
Ensure that the value of the relationship between the customer or other party and an
enterprise is maximized by selling additional, or more of the existing, product offerings.
Cross/Up Sell ensures that the value of the relationship between the customer or other
party and an enterprise is maximized by selling additional, or more of the existing,
product offerings. The ongoing analysis of customer or other party trends, such as
usage, problems, complaints, is used to identify when the current offerings may no
longer be appropriate or when the opportunity for a larger sale arises. Based on the
data collected, more appropriate or other offering(s) may be recommended to the
customer or other party.
Explanatory
N/A
Mandatory
N/A
Optional
N/A

Interactions
N/A
Analyze Customer or Other Party Trends

Brief Description
Use ongoing analysis of customer or other party trends, such as usage, problems,
complaints, to identify when the current product offerings may no longer be
appropriate or when the opportunity for a larger sale arises.
Analyze Customer or Other Party Trends uses ongoing analysis of customer or other
party trends, such as usage, problems, complaints, to identify when the current product
offerings may no longer be appropriate, or when the opportunity for a larger sale arises.
The purpose is to ensure that the value of the relationship with a customer or other
party is maximized by selling additional or more of the existing, product offerings.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Recommend Appropriate Product Offering(s)

Brief Description
Recommend more appropriate product offering(s) to the customer or other party based
on the results of Analyze Customer or Other Party Trends.
Recommend Appropriate Product Offering(s) recommends more appropriate or other
product offering(s) to the customer or other party that may be based on the results of
Analyze Customer or Other Party Trends or based on known other offerings that
represent an upsell.
For example, a potential new partner may be offered the opportunity to have their logo

and contact information added to an enterprise's application that manages an IoT

device.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.1.9.4 Develop Sales Proposal
Figure 23: 1.1.9.4 Develop Sales Proposal decomposition
Develop Sales Proposal

Brief Description
Develop a sales proposal to respond to the customer’s requirements
Develop a sales proposal to respond to a sales prospect's requirements.
The purpose of this process is to develop a sales proposal to respond to the customer’s
requirements. This process commences following approval by the Qualify Customer
process. The development of a sales proposal may require the selection of a standard

product offering, may require the development of a non-standard offering, or may

require the creation of a project team to construct an offering in response to a
customer’s Request For Proposal. In all cases, the processes are responsible for
ascertaining the customer’s requirements, determining the ability of the enterprise to
support the customer requirements, and developing a proposal (or proposals) for the
customer which meets the stated requirements. These processes assess the extent of
enterprise support required to develop the sales proposal, marshal the necessary
support across the enterprise and administer the sales proposal development activity to
ensure that any timing constraints associated with eth customer requirements are
achieved.
Develop Sales Proposal develops a sales proposal to respond to a sales prospect's
requirements. It commences following approval by the Qualify Opportunity process if
this process is applicable. The development of a sales proposal may require the
selection of a standard product offering, may require the development of a non-
standard offering, or may require the creation of a project team to construct an offering
in response to a sales prospect's Request For Proposal. In all cases, the processes are
responsible for ascertaining a prospect's requirements, determining the ability of the
enterprise to support the requirements, and developing a proposal (or proposals) which
meets the stated requirements.
This process assesses the extent of enterprise support required to develop the sales
proposal, marshal the necessary support across the enterprise and administer the sales
proposal development activity to ensure that any timing constraints associated with eth
customer requirements are achieved.

Explanatory
Mandatory

Optional
Interactions
Ascertain Sales Prospect Requirements

Brief Description
Ascertain a sales prospect’s requirements. This process commences following approval
by the Qualify Opportunity process.
Ascertain Sales Prospect Requirements ascertains a sales prospect’s requirements. This
process commences following approval by the Qualify Opportunity process. The
development of a sales proposal may require the selection of a standard product
offering, may require the development of a non-standard offering, or may require the
creation of a project team to construct an offering in response to a customer’s Request
For Proposal.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Determine Support for Sales Prospect Requirements

Brief Description
Determine the ability of the enterprise to support a sales prospect's requirements.
Determine Support for Sales Prospect Requirements determines the ability of the
enterprise to support a sales prospect's requirements. These processes assess the
extent of enterprise support required to develop the sales proposal, marshal the
necessary support across the enterprise and administer the sales proposal development

activity to ensure that any timing constraints associated with the prospect's
requirements are achieved.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Develop Proposal against Sales Prospect Requirements

Brief Description
Develop a proposal (or proposals) for a sales prospect which meets the stated
requirements.
Develop Proposal against Sales Prospect Requirements develops a proposal (or
proposals) for a sales prospect which meets the stated requirements. The development
of a sales proposal may require the selection of a standard product offering, may
require the development of a non-standard offering, or may require the creation of a
project team to construct an offering in response to a customer’s Request For Proposal.

may require the development of new product offerings to be considered along with
supporting infrastructure.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

1.1.9.5 Negotiate Sales/Contract
Figure 24: 1.1.9.5 Negotiate Sales/Contract decomposition
Negotiate Sales/Contract
Brief Description
Close the sale with terms that are understood by the customer, and are mutually
agreeable to both the customer and the service provider.
Close the sale with terms that are understood by the sales prospect, which now
becomes a customer or some other party that make an enterprise's offerings to the
market, such as a partner, and are mutually agreeable to both the customer or party
and an enterprise.
The purpose of this process is to close the sale with terms that are understood by the
customer, and are mutually agreeable to both the customer and the service provider.
This process may involve obtaining customer agreement to standard terms and
conditions. The agreement process may require interaction with the customer to
ensure that the standard terms and conditions are understood by, and are acceptable
to, the customer.
In some cases this process may involve the development of, and negotiation with the

customer of, non-standard terms and conditions associated with sales proposals
specifically developed to meet specific customer requirements. For complex sales
proposals associated with customer RFPs this process may extend over long time
periods and require extensive interaction with customers to achieve agreement.
Aspects of contract price determination may include issues of CPE prices from third
party vendors, allowances based on customer location, etc. For RFPs, many of the
commercial terms being sought may be developed or originated by the customer, and
the negotiating team may need to develop strategies to achieve acceptable commercial
outcomes. .The sale is concluded through negotiations and joint agreement on
features, service levels, pricing and discounts, resulting in a sign-off formal
agreement/contract between the customer and service provider. Depending upon
specific circumstances, final agreement from the Service Provider’s perspective may
require escalation to, and agreement from, an appropriately delegated manager. The
formal agreement could include zero or more confirmed orders from the customer.
These orders are then passed on as requests to allow formal Customer Orders to be
generated and processed...
Negotiate Sales/Contract closes the sale with terms that are understood by the sales
prospect, which now becomes a customer or a some other party that make an
enterprise's offerings to the market, such as a partner, and are mutually agreeable to
both the customer or other party and an enterprise. This process may involve obtaining
an agreement which contains standard terms and conditions. The agreement process
may require interaction with the party to ensure that the standard terms and conditions
are understood by, and are acceptable to, them.
In some cases this process may involve the development of, and negotiation with a
party of, non-standard terms and conditions associated with sales proposals specifically
developed to meet specific party requirements.
For complex sales proposals associated with customer RFPs this process may extend
over long time periods and require extensive interaction with a customer to achieve
agreement. Aspects of contract price determination may include issues of CPE prices
from third party vendors, allowances based on customer location, and so forth.
For RFPs, many of the commercial terms being sought may be developed or originated
by a customer, and the negotiating team may need to develop strategies to achieve
acceptable commercial outcomes. The sale is concluded through negotiations and joint
agreement on features, service levels, pricing and discounts, resulting in a sign-off
formal agreement/contract between a party and an enterprise. Depending upon
specific circumstances, final agreement from an enterprise's perspective may require
escalation to, and agreement from, an appropriately delegated manager.
The formal agreement could include zero or more confirmed order requests from a
party. These requests are then passed to other processes to allow formal party or
customer orders to be generated and processed.

Note that the Party Agreement Management process manages the lifecycle of the
agreement, such as negotiating and approving it.
Explanatory
Mandatory
Optional
Interactions
Manage Sales Agreement

Brief Description
Party Agreement Management manages the lifecycle of the agreement, such as
negotiating and approving it.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Create Customer or Party Order Request

Brief Description
Create a standard and/or non-standard order request (in ITIL, "RFCs") for handover to
be fulfilled.

Create Customer or Party Order Request creates a standard and/or non-standard order
request (in ITIL, "RFCs") for handover to be fulfilled. The request is passed to other
processes to allow formal party or customer orders to be generated and processed or to
allow the purchase of one or more product offerings.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.1.9.6 Manage Sales Accounts
Figure 25: 1.1.9.6 Manage Sales Accounts decomposition
Manage Sales Accounts


Brief Description
offerings, etc.
offerings, etc.
Explanatory
Mandatory
Optional
Interactions
Contact Customer or Other Party (on regular basis)

Brief Description
Contact a customer or another party who offers an enterprise's product offerings
associated with each sales account on a regular basis appropriate for the type of
account. The purpose is to manage the sales accounts assigned to the sales channel
and/or sales manager on a day-day basis.
Explanatory
N/A
Mandatory
N/A

Optional
N/A
Interactions
N/A
Update Sales Repository

Brief Description
Responsible for managing and updating sales repository / inventory
Responsible for managing and updating sales repository / inventory.
Explanatory
This process is responsible for getting customer configuration information and KPIs. This
process will also update selling information into repository
Mandatory
Manage and update sales repository
Optional
Interactions
This process will interact with ITIL and non-ITIL application for getting and updating sale
configurations.
1.1.11 Contact/Lead/Prospect Management

Figure 26: 1.1.11 Contact/Lead/Prospect Management decomposition
Contact/Lead/Prospect Management
Brief Description
Develop the appropriate relationships with contacts, leads, and prospects with the
intent to convert them to consumers, such as customers, or providers, such as partners,
of an enterprise's offerings.
Contact/Lead/Prospect Management develops the appropriate relationships with
contacts, leads, and prospects with the intent to convert them to consumers, such as
customers, or providers, such as partners, of an enterprise's offerings.
Traditionally this process focuses on a future/existing customer perspective. However,

these processes, particularly in today’s digital ecosystem, also do, or should, focus on
these from a party, such as a partner, who may offer an enterprise’s offerings to the
market and acquire them in some form, either by on-boarding the enterprise’s offerings
and fulfilling orders for them directly, or offering them and passing orders on to the
enterprise. These parties who represent “consumers” of an enterprise’s offerings and
“providers” of enterprise’s offerings move through a similar contact/lead/prospect
lifecycle and are targets for an enterprise’s selling process. The parties may be those
with whom the business already has a relationship, but represent possible new selling
opportunities for an enterprise.
This process interacts with the Party Relationship Development & Retirement process to
collect data about a party.

Note: There is no strict rule that a party has to move from contact to lead to prospect
and then to the Selling process. A contact could become a prospect.
Explanatory
Mandatory
Optional
Interactions
Manage Sales Contact

Brief Description
Manage all sales contacts between potential or existing parties and the enterprise.
Manage Sales Contact manages all contacts between potential or existing parties and
the enterprise. It deals with the creation of a contact, its development and updates to it.
This process interacts with Customer Interaction Management and Party Interaction
Management to manage the contact once an Market/Sales related interaction is
initiated by a party.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Manage Sales Lead


Brief Description
Collect and administer a sales lead and the associated probabilities of the lead becoming
a prospect.
Manage Sales Lead collects and administers a sales lead and the associated probabilities
of the lead becoming a prospect. A leads is collected from many processes, both
customer/party facing processes and back-end processes. This process is responsible to
ensure that processes are operating to collect a lead wherever they arise.
A sales lead is identified and evaluated. Other processes are notified, such as Manage
Sales Prospect, or Customer or Party Interaction Management, for further action.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Manage Sales Prospect

Brief Description
Match a sales prospect with the most appropriate products and ensure that a prospect
is handled appropriately.
Manage Sales Prospect matches a sales prospect with the most appropriate products
and ensure that a prospect is handled appropriately. A prospect represents 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 a sales prospect are analyzed. Based on these needs, potential solutions
are identified from an enterprise’s product catalog. The lifecycle of a prospect is
tracked, and the outcome (win or loss) for a prospect is reported. A prospect is also
assigned to the appropriate sales channel.
Explanatory
N/A

Mandatory
N/A
Optional
N/A
Interactions
N/A
1.1.11.1 Manage Sales Contact
Figure 27: 1.1.11.1 Manage Sales Contact decomposition
Manage Sales Contact

Brief Description
Manage all sales contacts between potential or existing parties and the enterprise.
Manage Sales Contact manages all contacts between potential or existing parties and
the enterprise. It deals with the creation of a contact, its development and updates to it.

This process interacts with Customer Interaction Management and Party Interaction
Management to manage the contact once an Market/Sales related interaction is
initiated by a party.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Create Sales Contact

Brief Description
Create a sales related contact that has been initiated by an interaction with a party.
Create Sales Contact creates a sales related contact that has been initiated by an
interaction with a party. For example, an individual from an existing customer may make
contact with an enterprise to express an interest expanding the customer's relationship
with the enterprise; a potential partner may make contact with an enterprise based on
viewing an enterprise's web site that has advertised for new partners who are
interested marketing the enterprise's offerings; or an enterprise may assemble a list of
contacts to whom marketing communications are to be sent.
Information about the contacting party is collected via an interaction with the Party
Relationship & Development process.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Develop Sales Contact

Brief Description
Initiate interaction with a sales contact, record additional information about the
contact, and make updates a contact's information.
Develop Sales Contact initiates contact with a party to acknowledge their interest via
the Customer or Party Interaction Management process. It records more party
information about a contact, such as offerings that are of interest, and updates any
information about a contact based on interaction(s) with them.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.1.11.1.2 Develop Sales Contact

Figure 28: 1.1.11.1.2 Develop Sales Contact decomposition
Develop Sales Contact

Brief Description
Initiate interaction with a sales contact, record additional information about the
contact, and make updates a contact's information.
Develop Sales Contact initiates contact with a party to acknowledge their interest via
information about a contact, such as offerings that are of interest, and updates any
information about a contact based on interaction(s) with them.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Initiate Interaction With Sales Contact

Process Identifier: 1.1.11.1.2.1
Brief Description
Initiate contact with a party to acknowledge their interest via the Customer or Party
Interaction Management process.
Initiate Interaction With Sales Contact initiates contact with a party to acknowledge
their interest via the Customer or Party Interaction Management process. This process
may be repeated based on the response to the interaction that is provided to the
Record Additional Sales Contact Information process.
Explanatory
N/A
Mandatory
N/A
Optional
N/A

Interactions
N/A
Record Additional Sales Contact Information

Brief Description
Record more party information about a contact, such as offerings that are of interest.
Record Additional Sales Contact Information records more party information about a
contact, such as offerings that are of interest based on the interaction with the party.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Analyze Sales Contact Interaction

Brief Description
Analyze the results of the interaction with a contact to determine if they should be
turned over to Manage Lead or to the Manage Prospect process.
Analyze Sales Contact Interaction determines if a contact should be turned over to
Manage Sales Lead or to the Manage Sales Prospect process. If not, then the contact's
status is changed to reflect this, such as no longer of interest (to the enterprise) or
inactive.
Explanatory
N/A
Mandatory
N/A
Optional
N/A

Interactions
N/A
1.1.11.2 Manage Sales Lead
Figure 29: 1.1.11.2 Manage Sales Lead decomposition
Manage Sales Lead

Brief Description
Collect and administer a sales lead and the associated probabilities of the lead becoming
a prospect.
Manage Sales Lead collects and administers a sales lead and the associated probabilities
of the lead becoming a prospect. A leads is collected from many processes, both
customer/party facing processes and back-end processes. This process is responsible to
ensure that processes are operating to collect a lead wherever they arise.
A sales lead is identified and evaluated. Other processes are notified, such as Manage
Sales Prospect, or Customer or Party Interaction Management, for further action.
Explanatory
N/A
Mandatory
N/A

Optional
N/A
Interactions
N/A
Identify Sales Lead

Brief Description
Identify a sales lead following on from marketing campaign advertising, or one that
arises otherwise in the course of business and collected here.
Identify Sales Lead identifies a sales lead following on from marketing campaign
advertising, or one that arises otherwise in the course of business and collected here.
A sales lead, rather than a contact, may be identified as the target for a marketing
communication, such as one that invites a party to initiate contact with an enterprise
about one or more product offerings and provides a personal invitation number with
the communication.
Information about the contacting sales lead is collected via an interaction with the Party
Relationship & Development process.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Develop Sales Lead

Brief Description
Initiate interaction with a sales lead, record additional information about a lead, and
makes updates to a lead's information.

Develop Sales Lead initiates contact with a sales lead to acknowledge their interest via
information about a sales lead, such as offerings that are of interest, and updates any
information about a lead based on interaction(s) with them.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Evaluate Sales Lead

Brief Description
Evaluate a sales lead and notify any other processes, such as Manage Sales Prospect,
that a lead exists for further action.
Evaluate Sales Lead evaluates a sales lead and notifies other processes, such as Manage
Sales Prospect, that a lead exists for further action. If a lead is not turned over to
another process, then the lead's status is changed to reflect this, such as no longer of
interest (to the enterprise) or inactive.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.1.11.2.2 Develop Sales Lead

Figure 30: 1.1.11.2.2 Develop Sales Lead decomposition
Record Additional Sales Lead Information

Brief Description
Record more party information about a sales lead, such as offerings that are of interest.
Record Additional Sales Lead Information records more party information about the
sales lead, such as offerings that are of interest based on the interaction with the lead.
If a marketing communication included product offering information this process may

also confirm interest in it and/or record additional offerings for which the sales lead is
interested.
Explanatory
N/A
Mandatory
N/A

Optional
N/A
Interactions
N/A
Develop Sales Lead

Brief Description
Initiate interaction with a sales lead, record additional information about a lead, and
makes updates to a lead's information.
Develop Sales Lead initiates contact with a sales lead to acknowledge their interest via
information about a sales lead, such as offerings that are of interest, and updates any
information about a lead based on interaction(s) with them.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Initiate Interaction With Sales Lead

Brief Description
Initiate contact with a sales lead to acknowledge their interest via the Customer or Party
Initiate Interaction With Sales Lead initiates contact with a sales lead to acknowledge
their interest via the Customer or Party Interaction Management process. This process
may be repeated based on the response to the interaction that is provided to the
Record Additional Sales Lead Information process.

Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.1.11.3 Manage Sales Prospect
Figure 31: 1.1.11.3 Manage Sales Prospect decomposition
Manage Sales Prospect

Brief Description
Match a sales prospect with the most appropriate products and ensure that a prospect
is handled appropriately.
Manage Sales Prospect matches a sales prospect with the most appropriate products
and ensure that a prospect is handled appropriately. A prospect represents 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 a sales prospect are analyzed. Based on these needs, potential solutions
are identified from an enterprise’s product catalog. The lifecycle of a prospect is
tracked, and the outcome (win or loss) for a prospect is reported. A prospect is also
assigned to the appropriate sales channel.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Identify Sales Prospect

Brief Description
Create a sales prospect based on input from other processes, such as Analyze Sales
Contact Interaction or Evaluate Sales Lead. Assign a prospect to the appropriate sales
channel.
Identify Sales Prospect creates a sales prospect based on input from other processes,
such as Analyze Sales Contact Interaction or Evaluate Sales Lead. Assign a prospect to
the appropriate sales channel.
A sales prospect is considered to be a qualified sales lead or qualified sales contact.

Qualification is dependent on an enterprise's criteria. Criteria may be that the prospect
has the money, the authority, and the need to acquire an enterprise's offering(s). And,
that the acquisition fits within an enterprise's timeline guidelines for the acquisition; for
example, acquisition will be made within the next month, two months, and so forth.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Develop Sales Prospect

Brief Description
Initiate interaction with a sales prospect, analyzes a prospect's needs and identifies
potential solutions for them.
Develop Sales Prospect initiates contact with a sales prospect to acknowledge their
interest via the Customer or Party Interaction Management process. It also analyzes a
prospect's needs and identifies one or more potential product offerings for them.
Offerings may expand or change any suggested product offerings that have already
been provided to them.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Evaluate Sales Prospect

Brief Description
Track the lifecycle of a sales prospect and record/report the outcome (win or loss) for a
prospect.
Evaluate Sales Prospect tracks the lifecycle of a sales prospect and records/reports the
outcome (win or loss) for a prospect. A prospect represents 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 evaluation is also based on the
interactions with the sales prospect.
Explanatory
N/A
Mandatory
N/A

Optional
N/A
Interactions
N/A
1.1.11.3.2 Develop Sales Prospect
Figure 32: 1.1.11.3.2 Develop Sales Prospect decomposition
Develop Sales Prospect

Brief Description
Initiate interaction with a sales prospect, analyzes a prospect's needs and identifies
potential solutions for them.
Develop Sales Prospect initiates contact with a sales prospect to acknowledge their
interest via the Customer or Party Interaction Management process. It also analyzes a
prospect's needs and identifies one or more potential product offerings for them.
Offerings may expand or change any suggested product offerings that have already
been provided to them.
Explanatory
N/A

Mandatory
N/A
Optional
N/A
Interactions
N/A
Initiate Interaction With Sales Prospect

Brief Description
Initiate contact with a sales lead to acknowledge their interest via the Customer or Party
Initiate Interaction With Sales Prospect initiates contact with a sales prospect to
acknowledge their interest via the Customer or Party Interaction Management process.
This process may be repeated based on the response to the interaction that is provided
to the Gather Sales Prospect Needs and based on the results of Analyze Sales Prospect
Needs and Identify Sales Prospect Potential Solutions processes.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Gather Sales Prospect Needs

Brief Description
Collect needs from a sales prospect in addition to one or more product offerings that
may have already been expressed as of interest to a prospect or recommended to a
prospect.
Gather Sales Prospect Needs collect needs from a sales prospect in addition to one or

more product offerings that may have already been expressed as of interest to a
prospect or recommended to a prospect. The needs are collected via the Party or
Customer Interaction Management processes that is triggered by Initiate Interaction
With Sales Prospect.
For example, a marketing communication sent to a sales prospect may have suggested
one or more product offerings; a potential partner may have expressed interest in
marketing one or more of an enterprise's offerings.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Analyze Sales Prospect Needs

Brief Description
Analyze the needs of a sales prospect to identify one or more potential product
offerings to recommend to a prospect.
Analyze Sales Prospect Needs analyzes the needs of a sales prospect. Based on the
analysis of a prospect's needs, one or more potential product offerings are identified
from an enterprise's product catalog to recommend to a prospect.
The product offerings may be in addition or different than the offerings in which a
prospect expressed interest. For example the offering or offerings may represent
upselling/cross selling; it may be that a customized offering is needed. If this is the case
then the solution is further analyzed by the Selling process.
Initiate Interaction With Sales Prospect triggers an interaction with a party to

communicate the suggested offering(s) to a party.
Explanatory
N/A
Mandatory
N/A

Optional
N/A
Interactions
N/A
1.1.12 Market Performance Management
Figure 33: 1.1.12 Market Performance Management decomposition

Brief Description
N/A
N/A

Explanatory
Mandatory
Optional
Interactions
Market Performance Management

Brief Description
Market Performance Involves managing, tracking, monitoring, analyzing, improving and
reporting on the performance of market key performance indicators
Explanatory
Mandatory
Optional
Interactions
1.1.13 Sales Performance Management

Figure 34: 1.1.13 Sales Performance Management decomposition
Sales Performance Management

Brief Description
Sales Performance Management managing, tracking, monitoring, analyzing, improving
and reporting on the performance of specific sales key performance indicators that can
be defined for certain levels, such as sales channels, organizations, and so forth.
Explanatory
Mandatory
Optional
Interactions
Set Sales Performance Goals

Brief Description
Set sales performance goals with input from sales strategy and sales forecasts
Set sales performance goals with input from sales strategy and sales forecasts, ensuring
that sales staff understand clearly expectations of them. Will set out how performance
links to compensation as defined by the Sales Chanel Management. Need to address
thresholds, consider refer here to the generic metrics that were added in 15.0

Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Track/Monitor Sales Performance

Brief Description
Track/Monitor sales performance for efficiency and effectiveness.
Track/Monitor sales performance for efficiency and effectiveness. How are sales going
against Sale Performance Goals? Automated sales analytics useful here! Regular
reviews are essential
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Analyze Sales Performance

Brief Description
Analyze sales performance against forecasts and strategy
Analyze sales performance against forecasts, strategy, measured by e.g. sales revenue,
sales growth, sales quotas, new accounts won, upselling and cross selling, referrals,
win/loss ratios, client retention, customer complaints/customer satisfaction. consider

describing action that happens if threshold is not met, refer here to the generic metrics
that were added in 15.0
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Report On Sales Performance

Brief Description
Report on sales performance at group and individual level
Report on sales performance at group and individual level preferably using automated
dashboards extracting sales analytics.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Improve Sales Performance

Brief Description
Improve sales performance by identifying what worked and what didn't, feeding into
training (individual, group), recruiting and compensation.
Improve sales performance by identifying what worked and what didn't, feeding into

training (individual, group), recruiting and compensation. Includes best practice

identification and replication.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.1.14 Marketing Communications
Figure 35: 1.1.14 Marketing Communications decomposition
Marketing Communications
Brief Description
Develop and manage communications to the market, prospective and existing
customers. Communications involve both the message and the media. Develop a
message and manage its delivery. Also develop and manage interfaces with press/news
and manage an editorial calendar to plan placements.
Marketing Communications deals with overall communication to customers and
markets. It develops and manages communications to the market, prospective and
existing customers. Communications involves both the message and the media. It
develops a message and manages its delivery through a bill insert, phone
communication with customers, a web advertisement, social media, or any other
appropriate mechanism. It also develops and manages interfaces with press/news, for
example schedules press interviews, and manages an editorial calendar to plan
placements, and so forth.

It supports general marketing communications as well as those related to specific

product offerings and marketing campaigns. As such it interacts with the Marketing
Campaign Management and Product Promotion Development processes.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Define Marketing Communications Strategy

Brief Description
Define the specific communications strategy to be used for positioning the enterprise in
the marketplace, including its relationship to competitors.
The Define Marketing Communication Strategy defines the specific communications
strategy to be used for positioning the enterprise in the marketplace, including its
relationship to competitors. Establish Market Strategy defines the overall umbrella, and
this process operates within that umbrella to target the messages for the enterprise in
general, specific product offerings, and marketing campaigns. It defines a set of
arguments and information needed for creating and developing specific
communications.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Ensure Marketing Communication Capability

Brief Description
resources) so that a marketing communication can be delivered. Monitor planned
communications and redistribute existing capability or enable new capability (people,
facilities, infrastructure).
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Develop Marketing Communication

Brief Description
Manage all activities and stakeholder engagement to develop and agree on a marketing
communication message and the selection of the appropriate channel or channels to
deliver a message, as well as production of the communication.
Develop Marketing Communication manages all activities and stakeholder engagement
to develop and agree on a communication message and the selection of appropriate
channel or channels to support delivery of a marketing message. It also is responsible
for producing the marketing communication and any necessary customizations of it,
such as language specific version of the communication.
Explanatory
N/A
Mandatory
N/A
Optional
N/A

Interactions
N/A
Deliver Marketing Communication Collateral

Brief Description
Manage and co-ordinate the delivery of a marketing communication to the selected
channels.
Deliver Marketing Communication manages and co-ordinates the delivery of the
communications to the selected channels. It ensures 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.
Note that the actual contractual relationship with the supplier may be established by
interacting with Engaged Party domain processes, such as Party Sourcing Management
and Party Agreement Management.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Monitor Marketing Communication Effectiveness

Brief Description
Establish metrics, monitor metrics, and analyze metrics to gauge the effectiveness of
marketing communications.
Monitor Marketing Communication Effectiveness establishes metrics, monitors metrics,
and analyzes metrics to gauge the effectiveness of a marketing communication. Based
on analysis these processes feedback suggested changes to re-enforce the message or
to adapt the message to become more effective.

Note that this process' sub-processes reuse a generalized set of metric processes to
develop, gather, and analyze (to some degree) marketing communication metrics.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Modify Marketing Communication

Brief Description
Modify a marketing communication to improve its effectiveness based on metric
analysis or based on feedback from recipients or stakeholders.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Archive Marketing Communication

Brief Description
Archive a marketing communication when its useful life is reached.

Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Undertake Marketing Communications Trend Analysis

Brief Description
Undertake trend analysis on marketing communications including the identification of
problems occurring with them.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.1.14.3 Develop Marketing Communication

Figure 36: 1.1.14.3 Develop Marketing Communication decomposition
Develop Marketing Communication

Brief Description
communication message and the selection of the appropriate channel or channels to
deliver a message, as well as production of the communication.
Develop Marketing Communication manages all activities and stakeholder engagement
to develop and agree on a communication message and the selection of appropriate
channel or channels to support delivery of a marketing message. It also is responsible
for producing the marketing communication and any necessary customizations of it,
such as language specific version of the communication.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Develop Marketing Communication Message

Brief Description
Develop and agree on a marketing communication message.

Develop Marketing Communication Message develops, including agreement of, a
specific communication message, such as a general enterprise, marketing campaign or
promotion message. Any particular message may require the coordination of multiple
stakeholders to develop and agree a specific message. These stakeholders could include
media management, all impacted product managers, brand management, marketing
management, owners of the potential channels, and so forth.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Select Marketing Communication Delivery Channels

Brief Description
Select the appropriate channel or channels to support delivery of a marketing
communication message.
Select Marketing Communication Delivery Channels selects the appropriate channel or
channels to support delivery of a marketing message associated with a communication.
A particular product offering or marketing campaign may require selection of one or
several delivery channels.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Produce Marketing Communication Collateral

Brief Description
Produce marketing communication collateral. Collateral could include production of
pamphlets, trade displays, call center scripts, social media messages, and so forth.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Customize Marketing Communication Collateral

Brief Description
Customize a marketing communication for individual regions, or customer groups, and
so forth.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.1.14.4 Deliver Marketing Communication Collateral

Figure 37: 1.1.14.4 Deliver Marketing Communication Collateral decomposition
Deliver Marketing Communication Collateral

Brief Description
Manage and co-ordinate the delivery of a marketing communication to the selected
channels.
Deliver Marketing Communication manages and co-ordinates the delivery of the
communications to the selected channels. It ensures 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.
Note that the actual contractual relationship with the supplier may be established by
interacting with Engaged Party domain processes, such as Party Sourcing Management
and Party Agreement Management.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Manage Marketing Communication Channel Capability

Brief Description
Ensure that the channels (owned and/or contracted) are adequately trained and/or
informed to manage the delivery of a marketing communication.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Manage Marketing Communication Channel Resources

Brief Description
Ensure that sufficient resources are available in the selected channel(s) to support a
marketing communication delivery.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Issue Marketing Communication

Brief Description
Issue and distribute marketing collateral to the market.
Issue Marketing Communication issues (distributes) a marketing communication to the
market. This can involve mailshots, leafleting and displays at events, inserts in
newspapers, television, social media, and other media advertising and magazines, voice
and text messaging to individuals, and so forth. Direct marketing and sales through web
stores, in-store franchises, and so forth, are also included.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.1.14.5 Monitor Marketing Communication Effectiveness
Figure 38: 1.1.14.5 Monitor Marketing Communication Effectiveness decomposition
Monitor Marketing Communication Effectiveness


Brief Description
Establish metrics, monitor metrics, and analyze metrics to gauge the effectiveness of
marketing communications.
Monitor Marketing Communication Effectiveness establishes metrics, monitors metrics,
and analyzes metrics to gauge the effectiveness of a marketing communication. Based
on analysis these processes feedback suggested changes to re-enforce the message or
to adapt the message to become more effective.
develop, gather, and analyze (to some degree) marketing communication metrics.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Develop Marketing Communication Metrics

Brief Description
Develop metrics to gauge the effectiveness of market communications.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Gather Marketing Communication Metrics

Brief Description
Gather marketing communications metrics to gauge the effectiveness of one or more
communications.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Analyze Marketing Communication Metrics

Brief Description
Analyze gathered marketing communication metrics to identify any issues with the
communication(s).
Analyze Marketing Communication Metrics analyzes gathered marketing
communication(s) metrics to identify any issues with the communication(s). The analysis
includes identifying any established thresholds that have been crossed and the
associated consequence (good or bad). A report is produced that reflects the
effectiveness of the marketing communication(s).
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Suggest Marketing Communication Change

Brief Description
Feedback suggested marketing communication changes to re-enforce the marketing
communication or to adapt its message to become more effective.
Suggest Marketing Communication Change feeds back suggested marketing
communication changes to re-enforce the marketing communication or to adapt its
message to become more effective. This is based in part on the analysis of marketing
communication metrics.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.1.15 Marketing Campaign Management
Figure 39: 1.1.15 Marketing Campaign Management decomposition
Marketing Campaign Management

Brief Description
Develop a marketing campaign through a coordinated series of steps that can include
promotion of a product through different mediums (television, radio, print, online) using

a variety of different types of advertisements to reach the market, customers and

channels.
Marketing Campaign Management develops a marketing campaign through a
coordinated series of steps that can include promotion of one or more product offerings
through different mediums (television, radio, print, online) using a variety of different
types of advertisements to reach the market, customers and channels.
Marketing campaigns can be designed with different ends in mind, including building a
brand image, introducing a new product, retaining customers, bringing in new
customers, increasing sales of a product already on the market, or even reducing the
impact of negative news.
Marketing Campaign Management works with other processes, such as Brand

Management, Market Research, Marketing Communications, Product Offering
Promotion Development, and Advertising Management to design marketing promotions
and advertising, to determine trade show participation and presence, to support
product introductions, and so forth. One of the key roles of all these processes is to
position the product in the market, especially versus competitive products.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Plan Marketing Campaign

Brief Description
Put together a plan for a marketing campaign to be used for positioning the enterprise
and its product offerings in the marketplace. The plan includes targets, delivery
channels, budget, return on investment (ROI). This process also ensures the campaign
adheres to the overall campaign plan developed by Market Strategy & Policy.
Plan Marketing Campaign defines the specific strategy, objectives, start/end date, and
messages to be used for positioning the enterprise in the marketplace, including its
relationship to competitors. Establish Market Strategy defines the overall umbrella, and

this process operates within that umbrella to target the marketing campaigns for the
enterprise in general, specific products, market segments, customers and prospects, and
so forth.
It selects the appropriate channel or channels to support delivery of the campaign and
defines contact rules in order to make certain that commercial pressure on customers is
managed.
A budget and return on investment (ROI) are also prepared and the budget is approved
by the appropriate stakeholders.
It ensures that that the campaign adheres to the campaign plan defined by Market
Strategy & Policy specifically to fall in sequence with other campaigns in the plan to
reach the expected business objectives for a specific market segment.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Ensure Marketing Campaign Capability

Brief Description
resources) so that the marketing campaign can be launched and managed. Monitor
planned campaigns and redistribute existing capability or enable new capability (people,
Explanatory
N/A
Mandatory
N/A
Optional
N/A

Interactions
N/A
Develop Marketing Campaign

Brief Description
campaign and the selection of appropriate channel or channels to support delivery of
the campaign.
Develop Marketing Campaign manages all activities and stakeholder engagement to
develop and agree on a marketing campaign. It also interacts with Marketing
Communications to develop campaign messages and Product Offering Promotion
Development to create product offering promotions associated with the campaign.
The criteria used to identify the customer and other parties targeted by the marketing
campaign are defined. Develop a target list of customers and other parties that will be
contacted as part of the campaign.
Describe the marketing campaign proposition which that will be addressed to each
market sub-segment in terms of discounts for associated product promotions,
requested effort, and validity period.
Design the marketing campaign workflow which includes establishing and scheduling
waves, or periodical steps in the campaign. Each wave is designed to take into account
responses from those targeted by the campaign.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Launch Marketing Campaign


Brief Description
Manage and co-ordinate the delivery of the marketing campaign to the selected
channel(s).
Launch Marketing Campaign executes the marketing campaign by managing and
coordinating the delivery of the marketing campaign to the selected channel(s). It
ensures that the channel(s) (owned and/or contracted) are adequately trained and/or
informed to manage the campaign launch, and that sufficient resources are available in
the selected channel(s) to support the launch.
An initial launch of the marketing campaign may be made to limited audiences in order
to validate the campaign before it is formally launched. In this case the Monitor
Marketing Campaign Effectiveness process may also be executed during the initial
launch.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Monitor Marketing Campaign Effectiveness

Brief Description
Establish metrics, monitor metrics, and analyze metrics to gauge the effectiveness of a
marketing campaign or campaigns.
Monitor Marketing Campaign Effectiveness establishes metrics, monitors metrics, and
analyzes metrics to gauge the effectiveness of a marketing campaign or campaigns.
Based on analysis these processes feedback suggested changes to adapt the campaign
or campaigns to become more effective now or in the future.
develop, gather, and analyze (to some degree) marketing campaign metrics.
Explanatory
N/A

Mandatory
N/A
Optional
N/A
Interactions
N/A
Modify Marketing Campaign

Brief Description
Modify a marketing campaign to improve its effectiveness based on metric analysis or
based on feedback from recipients or stakeholders.
Modify Marketing Campaign updates a marketing campaign to improve its effectiveness
based on metric analysis or based on feedback from recipients or stakeholders.
It may also extend the end date of a marketing campaign if warranted and modify the
campaign message based on feedback from the market and external stakeholders.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
End Marketing Campaign

Brief Description
End a marketing campaign when its useful life is reached. It may also include an
assessment of the campaign by reusing Monitor Marketing Campaign Effectiveness and
add comments about the campaign's success.

Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Undertake Marketing Campaigns Trend Analysis

Brief Description
Undertake trend analysis on marketing campaigns including the identification of
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.1.15.3 Develop Marketing Campaign

Figure 40: 1.1.15.3 Develop Marketing Campaign decomposition
Develop Marketing Campaign

Brief Description
campaign and the selection of appropriate channel or channels to support delivery of
the campaign.
Develop Marketing Campaign manages all activities and stakeholder engagement to
develop and agree on a marketing campaign. It also interacts with Marketing
Communications to develop campaign messages and Product Offering Promotion
Development to create product offering promotions associated with the campaign.
campaign are defined. Develop a target list of customers and other parties that will be
contacted as part of the campaign.
waves, or periodical steps in the campaign. Each wave is designed to take into account
responses from those targeted by the campaign.
Explanatory
N/A
Mandatory
N/A
Optional
N/A

Interactions
N/A
Create Marketing Campaign

Brief Description
Engage with stakeholders engagement to develop a marketing campaign.
Create Marketing Campaign manages all activities and stakeholder engagement to
develop a marketing campaign.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Define Marketing Campaign Criteria

Brief Description
campaign are defined.
Define Marketing Campaign Criteria develops the criteria used to identify the customer
and other parties targeted by the marketing campaign. It also develops a target list of
customers and other parties that will be contacted as part of the campaign.
Explanatory
N/A
Mandatory
N/A
Optional
N/A

Interactions
N/A
Define Marketing Campaign Proposition

Brief Description
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Design Marketing Campaign Workflow

Brief Description
waves, or periodical steps in the campaign.
Design Marketing Campaign workflow designs the marketing campaign workflow which
includes establishing and scheduling waves, or periodical steps in the campaign. Each
wave is designed to take into account responses from those targeted by the campaign.
Explanatory
N/A
Mandatory
N/A
Optional
N/A

Interactions
N/A
Obtain Marketing Campaign Agreement

Brief Description
Obtain stakeholder agreement for the marketing campaign.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.1.15.4 Launch Marketing Campaign
Figure 41: 1.1.15.4 Launch Marketing Campaign decomposition
Launch Marketing Campaign

Brief Description
Manage and co-ordinate the delivery of the marketing campaign to the selected
channel(s).
Launch Marketing Campaign executes the marketing campaign by managing and
coordinating the delivery of the marketing campaign to the selected channel(s). It
ensures that the channel(s) (owned and/or contracted) are adequately trained and/or
informed to manage the campaign launch, and that sufficient resources are available in
the selected channel(s) to support the launch.
An initial launch of the marketing campaign may be made to limited audiences in order
to validate the campaign before it is formally launched. In this case the Monitor
Marketing Campaign Effectiveness process may also be executed during the initial
launch.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Manage Marketing Campaign Channel Capability

Brief Description
Ensure that the channel(s) (owned and/or contracted) are adequately trained and/or
informed to manage the launch of a marketing campaign.
Explanatory
N/A
Mandatory
N/A
Optional
N/A

Interactions
N/A
Manage Marketing Campaign Channel Resources

Brief Description
Ensure that sufficient resources are available in the selected channel(s) to support a
marketing campaign's launch.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Complete Marketing Campaign Launch

Brief Description
Complete the launch of a marketing campaign to the market.
Complete Marketing Campaign Launch completes the launch of a marketing campaign
to the market. It is coordinated with the delivery of the associated marketing
communications and product promotions.
Explanatory
N/A
Mandatory
N/A
Optional
N/A

Interactions
N/A
1.1.15.5 Monitor Marketing Campaign Effectiveness
Figure 42: 1.1.15.5 Monitor Marketing Campaign Effectiveness decomposition
Monitor Marketing Campaign Effectiveness

Brief Description
Explanatory
N/A
Mandatory
N/A
Optional
N/A

Interactions
N/A
Develop Marketing Campaign Metrics

Brief Description
Develop metrics to gauge the effectiveness of market campaigns.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Gather Marketing Campaign Metrics

Brief Description
Gather marketing campaign metrics to gauge the effectiveness of campaign(s).
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Analyze Marketing Campaign Metrics

Brief Description
Analyze gathered marketing campaign(s) metrics to identify any issues with the
campaign(s).
Analyze Marketing Campaign Metrics analyzes gathered marketing campaign(s) metrics
to identify any issues with the campaign(s). The analysis includes identifying any
established thresholds that have been crossed and the associated consequence (good or
bad). A report is produced that reflects the effectiveness of the marketing campaign(s).
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Suggest Marketing Campaign Change

Brief Description
Feedback suggested marketing campaign changes to adapt it to become more effective.
Suggest Marketing Campaign Change feeds back suggested marketing campaign
changes to adapt it to become more effective. This is based in part on the analysis of
marketing campaign metrics.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

1.1.16 Brand Management
Figure 43: 1.1.16 Brand Management decomposition

Brief Description
N/A
N/A
Explanatory
Mandatory

Optional
Interactions
Brand Management
Brief Description
Create a name, symbol or design that identifies and differentiates an enterprise’s
product offering and/or offerings from its others product offering(s) and similar
offerings available from other enterprises, including competitors.
Brand Management creates a name, symbol or design that identifies and differentiates
an enterprise’s product offering and/or offerings from its others product offering(s) and
similar offerings available from other enterprises, including competitors. The goal is to
increase the perceived value of the brand over time. To do so may include co-branding
with a partner.
It develops a strategic plan to maintain brand equity or gain brand value. This requires a
comprehensive understanding of the brand, its target market and an enterprise’s overall
vision.
It includes the analysis and planning on how the brand is perceived in the market,
including endorsements by individuals and organizations that are obtained via social
media, an enterprise’s web site, or publications. Comparisons of an enterprise’s brand
to competitor’s brands are also performed.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.1.17 Market Research

Figure 44: 1.1.17 Market Research decomposition

Brief Description
N/A
N/A
Explanatory
Mandatory
Optional
Interactions

Market Research
Brief Description
Gathers, analyze and interpret information about a market, about product offerings that
will be made to the market, and about the past, present and potential customers for the
offering; Research the characteristics, such as spending habits and a target market’s
requirements, the industry as a whole, and competitors.
Market Research gathers, analyzes and interprets information about a market, about
product offerings that will be made to the market, and about the past, present and
potential customers for the offering. Research the characteristics, such as spending
habits and a target market’s requirements, the industry as a whole, and competitors.
Research can be a collaborative process carried out by the enterprise and one or more
of its partners or other parties with whom it collaborates in delivering value to the
market and customers.
Market research may involve research performed by an enterprise or on behalf of the

enterprise by another party. It may involve targeted groups with whom research
conducted using methods such as direct mail, web, social media, and personal
interviews. It may also involve research compiled and organized in the form of reports
and studies provided by others, such as government agencies and trade associations.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.1.18 Advertising

Figure 45: 1.1.18 Advertising decomposition

Brief Description
N/A
N/A
Explanatory
Mandatory
Optional
Interactions

Advertising
Brief Description
Draw the market’s attention to an enterprise typically for the purpose of inducing
individuals and/or organizations to acquire an enterprise’s product offerings.
Advertising draws the market’s attention to an enterprise typically for the purpose of
inducing individuals and/or organizations to acquire an enterprise’s product offerings.
This is accomplished by using of various forms of media, such as print, web, and
broadcasts. An advertisement may appear on partner sites or other forms of media a
partner uses.
It includes determining the audience for the advertisement, establishing a budget for
the advertisement, planning which media to use, entering into agreements with one or
more partners with whom the advertisement will be co-developed/sponsored and
jointly used, and choosing a message to be conveyed by the advertisement.
In addition drawing attention to a product offering, an advertisement may also be used

to enhance the image of the enterprise or announce one or more new offerings.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.1.19 Loyalty Program Management

Figure 46: 1.1.19 Loyalty Program Management decomposition
Loyalty Program Management

Brief Description
Define all aspects of a loyalty program, such as requirements and objectives of a loyalty
program, determine the benefits to participants. Develop a program, prototype it, test
it, rollout/launch it, amend and evaluate it, and terminate it when it is no longer viable
for an enterprise.
Manage all operational aspects of running a loyalty program. Enable parties to become
a members of a program, earn currency and rewards, and redeem currency. Manage a
loyalty program account, leave a program, and provide operational reports.
Loyalty Program Management develops and retires loyalty programs and manages the
operations of them.
Development and retirement defines all aspects of a loyalty program, such as

requirements and objectives of the loyalty program, determines the benefits to
participants. It develops a program, prototypes it, tests it, rollouts/launches it, amends
and evaluates it, and terminates it when it is no longer viable for an enterprise.
Loyalty Program Operation manages all operational aspects of running a loyalty

program. It enables a party to become a members of a program, earn currency and

rewards, and redeem currency. It manages a loyalty program account, enables a

participant to leave a program, and provides operational reports.
Participants who can be customers and partners, each with its own loyalty program.
There can be more than one loyalty program for each. Typically loyalty programs only
are developed for customers. However, other parties, such as partners who have on-
boarded an enterprise's product offering(s) or those who offer their offerings on an
enterprise's marketplace, should also be rewarded for their loyalty. The reason is that
they also provide revenue either directly or indirectly to an enterprise.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Loyalty Program Development & Retirement

Brief Description
Define all aspects of a loyalty program, such as requirements, its name, and objectives
of the loyalty program, determine the benefits to participants. Develop a program,
prototype it, test it, rollout/launch it, amend and evaluate it, and terminate it when it is
no longer viable for an enterprise.
Loyalty Program Development & Retirement defines all aspects of a loyalty program,
such as requirements, the name, and objectives of the loyalty program, determines the
benefits to participants. It develops the program, prototypes it, tests it,
rollouts/launches it, amends and evaluates it, and terminates it when it is no longer
viable for an enterprise.
Note that Royalty Program Development & Retirement is sometimes viewed as

comparable to Product Offering Development & Retirement. While the rollout/launch,
evaluate, amend, and terminate processes are similar the process other processes are
different. For example, the Develop Loyalty Program process is quite different, as it
includes sub-processes that focus on structuring the program, defining the program's
currency, and capturing program requirements. Where noted, and to avoid duplication,
existing Product Offering Development & Retirement processes will be reused.

Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Loyalty Program Operation

Brief Description
program. It enables parties to become a members of a program, earn currency and
rewards, and redeem currency. It also manages a loyalty program account, enables a
participants to leave a program, and provides operational reports.
For example, become a loyalty program participant includes providing an invitation to

join a loyalty program, enables a party to join a program, and provides a loyalty program
participant package; earning loyalty program currency enables a participant to earn
loyalty program currency, either directly from an enterprise or via an enterprise's loyalty
program partner.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

1.1.19.1 Loyalty Program Development & Retirement
Figure 47: 1.1.19.1 Loyalty Program Development & Retirement decomposition
Loyalty Program Development & Retirement

Brief Description
Define all aspects of a loyalty program, such as requirements, its name, and objectives
of the loyalty program, determine the benefits to participants. Develop a program,
prototype it, test it, rollout/launch it, amend and evaluate it, and terminate it when it is
no longer viable for an enterprise.
Loyalty Program Development & Retirement defines all aspects of a loyalty program,
such as requirements, the name, and objectives of the loyalty program, determines the
benefits to participants. It develops the program, prototypes it, tests it,
rollouts/launches it, amends and evaluates it, and terminates it when it is no longer
viable for an enterprise.
Note that Royalty Program Development & Retirement is sometimes viewed as

comparable to Product Offering Development & Retirement. While the rollout/launch,
evaluate, amend, and terminate processes are similar the process other processes are
different. For example, the Develop Loyalty Program process is quite different, as it
includes sub-processes that focus on structuring the program, defining the program's
currency, and capturing program requirements. Where noted, and to avoid duplication,
existing Product Offering Development & Retirement processes will be reused.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Define Loyalty Program Requirements

Brief Description
Conduct Strength/Weakness/Opportunity/Threat (SWOT) analysis. Identify the core
objectives and needs of a loyalty program and loyalty program issues/risks. Define the
objectives of the loyalty program, determine the benefits to participants, and identify
processes with which the program will interact.
Define Loyalty Program Requirements conducts an enterprise
Strength/Weakness/Opportunity/Threat (SWOT) analysis, conducts competitive SWOT,
and analyze a competitor's loyalty program by researching its loyalty program.
It identifies the core objectives and needs of a loyalty program and loyalty program
issues/risks.
It also defines the objectives of the loyalty program, determine the benefits to
participants, and identify processes with which the program will interact.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Develop Loyalty Program Strategy

Brief Description
Define the name and objectives of the loyalty program, determine the benefits to
participants, identify processes with which the program will interact, and gain approval
for the strategy.
Develop Loyalty Program Strategy defines the name and objectives of the program,
such as satisfaction of participant's needs, possible program currency, such as points or
discounts, increased competitive differentiation, types of parties targeted by the
program.

The strategy also includes determining the benefits to participants. Benefits may be
collected by using small study groups to obtain initial feedback, followed by larger group
studies. Identify the processes with which the loyalty program will interact to capture,
act on, and analyze program data.
Approval of the strategy from applicable stakeholders is obtained.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Develop Loyalty Program

Brief Description
Define a loyalty program, the various kinds of interactions regarding a program, key
performance indicators for the program, and develop loyalty program partnerships with
other enterprises.
Develop Loyalty Program defines a loyalty program, the various kinds of interactions
regarding a program, key performance indicators for the program, and develops loyalty
program partnerships with other enterprises.
The sub-processes also update and remove components of the program rather than
create a large number of lower level processes.
This process also interacts with Marketing Campaign Management, Marketing

Communications, and Advertising to prepare a loyalty program for launch. Marketing
communications may include invitations to existing parties that the launch is coming.
Explanatory
N/A
Mandatory
N/A
Optional
N/A

Interactions
N/A
Prototype Loyalty Program

Brief Description
Iteratively develop a loyalty program to a state that enables it to be tested in some way.
Prototype Loyalty Program iteratively develops a loyalty program. Develop Loyalty
Program sub- processes develop each iteration of the loyalty program to a state that
enables it to be tested in some way by the Conduct Loyalty Program Acceptance Testing
process. Tests can be conducted internally, in the form of a pilot, or field trial. Tests are
measured against defined acceptance criteria. Identified improvements/enhancements
are made during the next iteration based on test results. Once the final iteration tests
are accepted the loyalty program is rolled out and launched to the market at large.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Conduct Loyalty Program Acceptance Testing

Brief Description
Conduct acceptance testing of a new or enhanced loyalty program in preparation for
launch/rollout to the market.
Conduct Loyalty Program Acceptance Testing reuses Product Offering Acceptance
Testing sub-processes to manage acceptance testing of a new or amended/enhanced
loyalty program and to handover for ongoing rollout. Acceptance testing is conducted
using commercial pilots or market trials of the program or prototypes of it, 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 a loyalty program to allow full rollout. At the conclusion of

the pilots and/or trials when the loyalty program passes its acceptance tests or defined
acceptance criteria it is ready for launch/rollout to the market.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Rollout/Launch Loyalty Program

Brief Description
Support the operational introduction of new processes and infrastructure to support a
new or amended/enhanced loyalty program and conduct operations readiness testing
and acceptance.
Rollout/Launch Loyalty Program reuses Rollout/Launch Product Offering sub-processes
to support the operational introduction of new processes and infrastructure to support
a new or amended/enhanced loyalty program. It is responsible for conducting
operations readiness testing and acceptance. It develops the procedures for the specific
fulfillment, assurance and revenue management processes associated with a loyalty
program and keeps them up to date. After successful testing, accept the new or
amended/enhanced process capabilities and manage a full-scale introduction for
general availability.
Develop policy support and decision support knowledge for a loyalty program.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Evaluate Loyalty Program

Brief Description
Analyze the performance of an existing loyalty program to identify inadequacies and
required improvements.
Evaluate Loyalty Program Assess analyzes the performance of an existing loyalty
program to identify inadequacies and required improvements. The process uses
information from loyalty program participants, defined program Key
Quality/Performance Indicators, and feedback from operational activities to identify
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Amend Loyalty Program

Brief Description
Amend a loyalty program's earning methods, rewards, tiers, partners, and so forth.
Amend Loyalty Program amends any aspect of a loyalty program, such as earning
methods, rewards, tiers, partners, and so forth.
It uses the Develop Loyalty Program sub-processes to make the updates (amendments)
to the program. It interacts with Marketing Communications to let the market and
participants know about updates to program, such as addition of co-branded card and
changes in rewards. It also obtains approval for the amendments and, if updates are
substantial, may go through the Loyalty Program Acceptance Testing and Loyalty
Program Launch/Rollout processes.
Explanatory
N/A

Mandatory
N/A
Optional
N/A
Interactions
N/A
Terminate Loyalty Program

Brief Description
Identify an existing loyalty program which is unviable or has reached its end of life. It
manages the processes to exit it from the market.
Terminate Loyalty Program reuses Manage Product Offering Exit sub-processes to
identify an existing loyalty program which is unviable or that has reached its end of life.
It manages the process to exit it from the market. It analyzes an existing loyalty program
to identify if it is economically or strategically, identify participants impacted by any exit,
develop participant specific 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.
Note that in the sub-processes customers refer to any loyalty program participant, not
only customers who may be participants.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

1.1.19.1.1 Define Loyalty Program Requirements
Figure 48: 1.1.19.1.1 Define Loyalty Program Requirements decomposition
Define Loyalty Program Requirements

Brief Description
Conduct Strength/Weakness/Opportunity/Threat (SWOT) analysis. Identify the core
objectives and needs of a loyalty program and loyalty program issues/risks. Define the
objectives of the loyalty program, determine the benefits to participants, and identify
processes with which the program will interact.
Define Loyalty Program Requirements conducts an enterprise
Strength/Weakness/Opportunity/Threat (SWOT) analysis, conducts competitive SWOT,
and analyze a competitor's loyalty program by researching its loyalty program.
It identifies the core objectives and needs of a loyalty program and loyalty program
issues/risks.
It also defines the objectives of the loyalty program, determine the benefits to
participants, and identify processes with which the program will interact.
Explanatory
N/A
Mandatory
N/A

Optional
N/A
Interactions
N/A
Conduct Loyalty Program Analysis

Brief Description
Conduct an enterprise Strength/Weakness/Opportunity/Threat (SWOT) analysis,
conduct competitive SWOT, and analyze a competitor's loyalty program by researching
its loyalty program.
Conduct Loyalty Program Analysis conducts an enterprise
Strength/Weakness/Opportunity/Threat (SWOT) analysis. For example a weakness may
be the number one complaint from our customer/partner feedback processes and how
can a loyalty program turn this into a strength by introducing a loyalty program. Conduct
competitive SWOT, and analyzes a competitor's loyalty program by researching its
loyalty program.
The analysis includes researching the loyalty program best practices in an enterprise's
industry and in other industries.
The results of the analysis are used to define the program's objectives and strategy.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Identify Loyalty Program Requirements

Brief Description
Identify the core objectives and needs of a loyalty program, such as fitting the program
into an enterprise's culture and the human resources needed to operate the program.

Identify Loyalty Program Requirements identifies the core objectives and needs of a
loyalty program.
Core objectives may include key success factors for a successful program and the time
frame for meeting them, fitting the program into an enterprise's brand vision, fitting it
into an enterprises' culture, and aligning it with current sales channel strategies.
Needs may include identifying marketing database support, human resources to

develop and support the loyalty program, and financial resources.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Identify Potential Loyalty Program Issues

Brief Description
Identify loyalty program issues/risks, such as employee issues regarding their
participation in the program, technology issues, and risks that may cause the
development of or the program to fail.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

1.1.19.1.2 Develop Loyalty Program Strategy
Figure 49: 1.1.19.1.2 Develop Loyalty Program Strategy decomposition
Develop Loyalty Program Strategy

Brief Description
Define the name and objectives of the loyalty program, determine the benefits to
participants, identify processes with which the program will interact, and gain approval
for the strategy.
Develop Loyalty Program Strategy defines the name and objectives of the program,
such as satisfaction of participant's needs, possible program currency, such as points or
discounts, increased competitive differentiation, types of parties targeted by the
program.
The strategy also includes determining the benefits to participants. Benefits may be
collected by using small study groups to obtain initial feedback, followed by larger group
studies. Identify the processes with which the loyalty program will interact to capture,
act on, and analyze program data.
Approval of the strategy from applicable stakeholders is obtained.
Explanatory
N/A
Mandatory
N/A

Optional
N/A
Interactions
N/A
Define Loyalty Program Strategy Objectives

Brief Description
Define the name and objectives of the loyalty program, such as satisfaction of
participant's needs, increased competitive differentiation, types of parties targeted by
the program.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Identify Loyalty Program Benefits

Brief Description
Define how to reward loyalty program participants and the benefits they will realize.
Identify benefits to an enterprise.
Identify Loyalty Program Participant Benefits defines how to reward participants,
including possible currency, such as points or discounts, that will be used, and the
benefits they will realize, both tangible and intangible. Identification of rewards and
benefits may be accomplished by employing agile development techniques followed by
confirming these with one or more representative groups of participants.
An enterprise's benefits are also identified, such as increase in the number of parties

with whom the enterprise is engaged, revenue increases, and reduced churn / increased
retention.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Identify Loyalty Program Process Interactions

Brief Description
Identify the processes with which the loyalty program will interact to capture, act on,
and analyze program data. For example, a payment related process that triggers earning
points.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Approve Loyalty Program Strategy

Brief Description
Gain enterprise commitment to the loyalty program strategy.

Approve Loyalty Program Strategy gains enterprise commitment to the strategy. It
includes identification of stakeholders and negotiation to gain stakeholder approval.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.1.19.1.3 Develop Loyalty Program
Figure 50: 1.1.19.1.3 Develop Loyalty Program decomposition
Develop Loyalty Program

Brief Description
Define a loyalty program, the various kinds of interactions regarding a program, key
performance indicators for the program, and develop loyalty program partnerships with
other enterprises.
Develop Loyalty Program defines a loyalty program, the various kinds of interactions
regarding a program, key performance indicators for the program, and develops loyalty

program partnerships with other enterprises.
The sub-processes also update and remove components of the program rather than
create a large number of lower level processes.
This process also interacts with Marketing Campaign Management, Marketing

Communications, and Advertising to prepare a loyalty program for launch. Marketing
communications may include invitations to existing parties that the launch is coming.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Define Loyalty Program

Brief Description
Define all aspects of a loyalty program, including its currency, structure, joining
requirements, loyalty card design, and how currency is earned and used for rewards.
Define Loyalty Program defines the type currency that may be earned/used by
participants of the loyalty program and defines how the loyalty program will be
structured to reward participants. It designs loyalty program card or cards (if tiers used)
and defines the requirements that must be met for a participant to join a loyalty
program. It also specifies how a program's currency is earned by a participant and the
program's rewards and their prices in terms of a loyalty program's currency.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Define Loyalty Program Interaction Plan

Brief Description
Define the various ways participants interact with a loyalty program and the ways in
which an enterprise interacts with participants.
Define Loyalty Program Interaction Plan defines the various ways participants interact
with a loyalty program and the ways in which an enterprise interacts with participants.
Inbound interactions include the determining the channels used to serve participants,
such as phone, web site, or outsourced channels. In the case of outsourced channels
Party Tender Management and/or Party Agreement Management processes are used to
identify and enter into an agreement with a partner who will serve participants.
Inbound interactions also include how participants will redeem loyalty program rewards
and report problems.
Outbound interactions include how, when, and why loyalty program participants will be
contacted by an enterprise and the purpose of the communication. For example, if a
participant moves from one tier to the next a congratulatory letter or email may be
sent, or phone call may be made; a welcome package, including a membership card,
may be sent to a new participant.
- What will be our contact strategy for our program members?

- How do you build evangelists?
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Define Loyalty Program Key Performance Indicator


Brief Description
Define a key quality/performance indicator that will be used when evaluating a loyalty
program.
Define Loyalty Program Key Performance Indicator defines a key quality/performance
indicator (KQI/KQI) that will be used when evaluating a loyalty program. KQIs/KPIs may
be used to measure financials, such as cost per participant and program breakeven
point, participant acceptance, market penetration.
Note that this process uses a generalized set of metric processes to define the KPIs,
thresholds, and consequences, both positive and negative, associated with thresholds.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Develop Loyalty Program Partnership

Brief Description
Identifies an opportunity for partnering followed by the full lifecycle of entering into
agreement with a partner.
Develop Loyalty Program Partnership identifies an opportunity for partnering followed
by the full lifecycle of entering into agreement with a partner.
Partnering may include making another enterprise's offerings available as rewards to

loyalty program participants, allowing currency to be earned in partner's loyalty
program, agreeing that another enterprise can accept an enterprise's loyalty program
"currency" to acquire another enterprise's offerings, the ability to transfer currency into
and or out of an enterprise's program, or an enterprise agreeing to co-brand a credit
card. For example, an enterprise may offer Holiday Inn hotel rewards; Amazon accepts
American Express Rewards points as payment for some Amazon merchandise; American
Airlines co-brands a MasterCard with Citibank.

Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.1.19.1.3.1 Define Loyalty Program
Figure 51: 1.1.19.1.3.1 Define Loyalty Program decomposition
Define Loyalty Program

Brief Description
Define all aspects of a loyalty program, including its currency, structure, joining
requirements, loyalty card design, and how currency is earned and used for rewards.
Define Loyalty Program defines the type currency that may be earned/used by
participants of the loyalty program and defines how the loyalty program will be
structured to reward participants. It designs loyalty program card or cards (if tiers used)
and defines the requirements that must be met for a participant to join a loyalty
program. It also specifies how a program's currency is earned by a participant and the
program's rewards and their prices in terms of a loyalty program's currency.
Explanatory
N/A
Mandatory
N/A

Optional
N/A
Interactions
N/A
Define Loyalty Program Currency

Process Identifier: 1.1.19.1.3.1.1
Brief Description
Define the type currency that may be earned/used by participants of the loyalty
program.
Define Loyalty Program Currency defines the type currency that may be earned/used by
participants of the loyalty program. For example, points, digital money, discounts, or
stars. Note that in some cases there may not be a currency, such as for VIP programs
that offer access to special product offerings. Possible currencies may have been
identified by the Develop Loyalty Program Strategy process.
Note that there may be multiple currencies for a loyalty program. For example, points
may be earned/used and discounts on future purchases may be earned/used.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Define Loyalty Program Structure

Brief Description
Define how the loyalty program will be structured to reward participants.
Define Loyalty Program Structure defines how the program will be structured to reward
participants. The are many different ways a program can be structured. For example, a
program may offer immediate rewards that are redeemable when a participant makes a

purchase; a program may offer rewards when a certain threshold is reached; a program
may be a VIP program, such as Amazon Prime, that requires a fee to be paid for access
to rewards; or a hybrid program that represents a variety of ways rewards can be
earned.
A loyalty program's structure may also include participant tiers which can be achieved
by earning levels of a program's currency. Each tier may have different ways to earn a
program's currency.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Design Loyalty Program Card

Brief Description
Design loyalty program card or cards (if tiers used) and contract with an internal
organization or external party to produce the card or cards.
Design Loyalty Program Card designs a loyalty program card or cards (if tiers used) and
contract with an internal organization or external party to produce the card or cards. If
an external party is used the Party Tender Management (if a party has not been
identified) and/or the Party Agreement Management enter into an agreement with the
party to produce the card(s).
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Define Loyalty Program Joining Requirements

Brief Description
Define the requirements that must be met for a participant to join a loyalty program.
Define Loyalty Program Joining Requirements defines the requirements that must be
met for a participant to join a loyalty program. Requirements may include:
- A participant may have to be already engaged with an enterprise, such as a customer
or partner
- A fee may be required. Note that the Product Specification & Offering Development &
Retirement is used to create the fee
- A standard agreement may have to be accepted. Note a standard agreement and its
acceptance are supported by the Party Agreement Management process
- There may be limitations that govern which loyalty programs a participant can join.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Define Loyalty Program Earning Method

Brief Description
Specify how a program's currency is earned by a participant.
Define Loyalty Program Earning Methods specifies how a program's currency is earned
by a participant. For example, one point may be earned for each dollar spent by a
customer or sold by a partner or via an enterprise's marketplace; an upper tier
participant may earn bonus currency based on their tier.
The earning method is often based on a policy associated with an enterprise's product
offering. This process defines the rule (policy) its conditions and actions, execution
point, and event(s) that trigger(s) evaluation of the rule.
Note that this process is meant to use generic policy processes to define the base policy.

These processes represent loyalty program specific extensions to them. To date the
generic processes have not yet been developed.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Define Loyalty Program Reward

Brief Description
Specify a reward and its price in terms of a loyalty program's currency and add it to one
or more reward catalogs.
Define Loyalty Program Reward specifies a reward, such as an application download,
and its price in terms of a loyalty program's currency, or an anniversary/birthday reward
provided at no charge to a participant, and add it to a reward catalog.
This process interacts with the Product Specification & Offering Development &
Retirement process to manage rewards and the Product Offering Cataloging process to
manage one or more reward catalogs. For example, there can be different award
catalogs for customers and partners.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

1.1.19.1.3.4 Develop Loyalty Program Partnership
Figure 52: 1.1.19.1.3.4 Develop Loyalty Program Partnership decomposition
Develop Loyalty Program Partnership

Brief Description
Identifies an opportunity for partnering followed by the full lifecycle of entering into
agreement with a partner.
Develop Loyalty Program Partnership identifies an opportunity for partnering followed
by the full lifecycle of entering into agreement with a partner.
Partnering may include making another enterprise's offerings available as rewards to

loyalty program participants, allowing currency to be earned in partner's loyalty
program, agreeing that another enterprise can accept an enterprise's loyalty program
"currency" to acquire another enterprise's offerings, the ability to transfer currency into
and or out of an enterprise's program, or an enterprise agreeing to co-brand a credit
card. For example, an enterprise may offer Holiday Inn hotel rewards; Amazon accepts

American Express Rewards points as payment for some Amazon merchandise; American
Airlines co-brands a MasterCard with Citibank.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Identify Loyalty Program Partnership Opportunity

Brief Description
Determine if partnering is a viable option for a loyalty program and identify an
opportunity for partnering.
Identify Loyalty Program Partnership Opportunity determines if partnering is a viable
option for a loyalty program and identifies an opportunity for partnering.
This process may interact with the Party Strategy & Planning process to carry out these
tasks.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Manage Loyalty Program Partnership


Brief Description
Identify potential partners and enter into partnership agreement with one or more of
them to achieve a specific loyalty program objective.
Manage Loyalty Program Partnership identifies potential partners and enters into
partnership agreement with one or more of them to achieve a specific loyalty program
objective. For example, making another enterprises product offerings as loyalty program
rewards.
An agreement may be put in place to:

- Control/data ownership issues
- Convert currency between loyalty programs
- Transfer currency into and out of an enterprise's program
- Protect participant data privacy.
This process interacts with and uses Party Relationship Development & Retirement,
Party Tender Management and Party Agreement Management. It may also interact with
and use Party Offering Development & Retirement to on-board a partner's offerings.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.1.19.2 Loyalty Program Operation
Figure 53: 1.1.19.2 Loyalty Program Operation decomposition
Loyalty Program Operation

Brief Description
program. It enables parties to become a members of a program, earn currency and
rewards, and redeem currency. It also manages a loyalty program account, enables a
participants to leave a program, and provides operational reports.
For example, become a loyalty program participant includes providing an invitation to

join a loyalty program, enables a party to join a program, and provides a loyalty program
participant package; earning loyalty program currency enables a participant to earn
loyalty program currency, either directly from an enterprise or via an enterprise's loyalty
program partner.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Become Loyalty Program Participant

Brief Description
Provide an invitation to join a loyalty program, enable a party to join a program, and
provide a loyalty program participant package.
Become Loyalty Program Participant provides an invitation to join a loyalty program,
enables a party to join a program, and provides a loyalty program participant package.
An invitation to a party suggests they join a loyalty program. The invitation can be made
when a party, such as a customer or partner, initially engages with an enterprise.
A party is established as a loyalty program participant and provided with a loyalty

program account. A loyalty program ID may be issued by an enterprise, or a party may

be able to create their own ID. A participant may also be required to accept a standard
loyalty program agreement's terms & conditions.
A loyalty program package for a program participant is created and provided it to them.
A package is typically provided when a participant initial joins a loyalty program,
achieves a new tier, or when participation is renewed, such as yearly.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Earn Loyalty Program Currency

Brief Description
Earn loyalty program currency, either directly from an enterprise or via an enterprise's
partner in the loyalty program.
Earn Loyalty Program Currency earns loyalty program currency, either directly from an
enterprise or via an enterprise's loyalty program partner.
This process may notify the Provide Loyalty Account Communication process, which
manages operational communications with a loyalty program participant.
It may also notify the Earn Loyalty Program Reward process if earning loyalty program
currency qualifies a program participant for a reward.
Explanatory
N/A
Mandatory
N/A
Optional
N/A

Interactions
N/A
Earn Loyalty Program Reward

Brief Description
Earn a loyalty program reward. A reward may be earned by a loyalty program
participant based on currency earned or may be awarded based on an event.
Communicate the attainment of an reward.
Earn Loyalty Program Reward earns a loyalty program reward. A reward may be earned
by a loyalty program participant based on currency earned which is communicated to
this process by the Provide Earned Loyalty Program Reward Notification process. A
reward may also be awarded based on an event.
manages operational communications with a loyalty program participant. In this case to
inform a loyalty program participant that they have earned a reward.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Redeem Loyalty Program Currency

Brief Description
Use a program's currency to obtain an enterprise's or a loyalty program partner's
product offerings. Reduce a participant's loyalty program account by the amount of
currency used for obtaining product offering(s).
Redeem Loyalty Program Currency enables a loyalty program participant to use a
program's currency to obtain an enterprise's or a loyalty program partner's product
offering(s). The reward offering is obtained via the Product Offering Purchasing process,

the Customer Order Handling process, or the Party Order Handling process. Redemption
is made from the applicable loyalty program reward catalog(s) associated
with the loyalty program participant's loyalty account.
A loyalty program participant may also redeem a reward that has been earned by them.
For example, a loyalty program signup reward that provides a discount on a purchase.
A participant's loyalty program account is reduced by the amount of currency used for
obtaining product offering(s) which is communicated to this process by the process used
to obtain the reward.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Manage Loyalty Program Account

Brief Description
Update a loyalty program account and make changes to loyalty program participant
information. Expire, reinstate, transfer in/out, adjust, a loyalty participant's account
currency. Prepare and send a loyalty program communication to a participant or for
internal use by an enterprise.
Manage Loyalty Program Account updates to a loyalty program account, such as
changing a pin/password or the name of the account. The Party Relationship
Development & Retirement process is used to make changes to loyalty program
participant information. It provides the ability to expire, reinstate, transfer in/out,
adjust, a loyalty participant's account currency.
It also prepares and sends a loyalty program communication to a participant or for

internal use by an enterprise. Communications may be a loyalty program account
summary, notification of tier upgrade/downgrade, reward notifications, upcoming
expiration or expiration of program currency.
Explanatory
N/A

Mandatory
N/A
Optional
N/A
Interactions
N/A
Leave Loyalty Program

Brief Description
Begin and complete the process of leaving an enterprise's loyalty program. A loyalty
program participant or an enterprise may initiate this process.
Leave Loyalty Program begins and completes the process of leaving an enterprise's
loyalty program. A loyalty program participant or an enterprise may initiate this process.
An enterprise may initiate the process if the Provide Loyalty Program Operation Report
has identified abuse of the program by a participant.
Upon leaving a participant's status may be changed to reflect they are no longer a
member, or the participant may be removed (deleted) from the program.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Provide Loyalty Program Operation Report

Brief Description
Generate a loyalty program operation report, such as various loyalty program status
reports, trend analysis, and reports that identify suspected abuse of a loyalty program.

Provide Loyalty Program Operation Report generates a loyalty program operation
report, such as various loyalty program status reports, trend analysis, and reports that
identify suspected abuse of a loyalty program.
Recipient lists are maintained by a generalized process that should be developed and
added to the Common Enterprise Process grouping in the Enterprise domain.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.1.19.2.1 Become Loyalty Program Participant
Figure 54: 1.1.19.2.1 Become Loyalty Program Participant decomposition
Become Loyalty Program Participant


Brief Description
Provide an invitation to join a loyalty program, enable a party to join a program, and
provide a loyalty program participant package.
Become Loyalty Program Participant provides an invitation to join a loyalty program,
enables a party to join a program, and provides a loyalty program participant package.
An invitation to a party suggests they join a loyalty program. The invitation can be made
when a party, such as a customer or partner, initially engages with an enterprise.
A party is established as a loyalty program participant and provided with a loyalty

program account. A loyalty program ID may be issued by an enterprise, or a party may
be able to create their own ID. A participant may also be required to accept a standard
loyalty program agreement's terms & conditions.
A loyalty program package for a program participant is created and provided it to them.
A package is typically provided when a participant initial joins a loyalty program,
achieves a new tier, or when participation is renewed, such as yearly.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Provide Loyalty Program Invitation

Brief Description
Provide an invitation to a party to join a loyalty program.
Provide Loyalty Program Invitation communicates an invitation to a party suggesting
they join a loyalty program. The invitation can be made when a party, such as a
customer or partner, initially engages with an enterprise. For example, when a customer
creates an online account they could be immediately asked if there is a desire to join a
loyalty program. If a party does not join when initially engaging with an enterprise an
invitation may be communicated to them at a later time.

Note that if invitations were not sent to applicable existing parties during the
development of a loyalty program this process is responsible for doing so.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Join Loyalty Program

Brief Description
Join a loyalty program and set up a loyalty program account.
Join Loyalty Program enables a party to establish themselves as a loyalty program
participant and establish a loyalty program account. A loyalty program ID may be issued
by an enterprise, or a party may be able to create their own ID. A participant may also
be required to accept a standard loyalty program agreement's terms & conditions.
Existing information about a party can be used to establish the participant. A profile can
be created for the participant by interacting with the Party Relationship & Development
process. For example, suppose an enterprise has an agreement with a partner that
allows a participant to earn currency in the partner's loyalty program; the participant
may choose as a default to earn currency in the partner's program.
Note that the sub-processes also update and remove information about a participant.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Provide Loyalty Program Participant Package

Brief Description
Create a loyalty program package for a program participant and provide it to them.
Provide Loyalty Program Participant Package creates loyalty program package for a
program participant and provides it to them. A package is typically provided when a
participant initial joins a loyalty program, achieves a new tier, or when participation is
renewed, such as yearly.
A loyalty program card, if applicable, is produced as part of the package. The package
may include a welcome as well as information about the loyalty program.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.1.19.2.1.2 Join Loyalty Program

Figure 55: 1.1.19.2.1.2 Join Loyalty Program decomposition
Join Loyalty Program

Brief Description
Join a loyalty program and set up a loyalty program account.
Join Loyalty Program enables a party to establish themselves as a loyalty program
participant and establish a loyalty program account. A loyalty program ID may be issued
by an enterprise, or a party may be able to create their own ID. A participant may also
be required to accept a standard loyalty program agreement's terms & conditions.
Existing information about a party can be used to establish the participant. A profile can
be created for the participant by interacting with the Party Relationship & Development
process. For example, suppose an enterprise has an agreement with a partner that
allows a participant to earn currency in the partner's loyalty program; the participant
may choose as a default to earn currency in the partner's program.
Note that the sub-processes also update and remove information about a participant.
Explanatory
N/A
Mandatory
N/A
Optional
N/A

Interactions
N/A
Establish Loyalty Program Participant

Brief Description
Create a loyalty program participant and establish a loyalty program account.
Establish Loyalty Program Participant creates a loyalty program participant and establish
a loyalty program account. A loyalty program ID may be issued by an enterprise, or a
party may be able to create their own ID. Existing information about a party can be used
to establish the participant. The loyalty program account is associated with applicable
loyalty program reward catalog(s).
There may be requirements that limit which program(s) a participant may join. These
are checked to ensure that a participant can join a loyalty program.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Accept Loyalty Program Agreement

Brief Description
Accept a standard loyalty program agreement's terms & conditions.
Accept Loyalty Program Agreement provides the opportunity for a loyalty program
participant to accept a standard loyalty program agreement's terms & conditions.
There may be a charge associated with joining a program. In this case there will be a
product offering and price for joining associated with the agreement. Upon acceptance
a customer or party order will be placed on behalf of the participant for the offering and
payment will be made by the participant.

Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Establish Loyalty Program Profile

Brief Description
Create a profile for a loyalty program participant.
Establish Loyalty Program Profile creates a profile for a loyalty program participant by
interacting with the Party Relationship & Development process. For example, suppose
an enterprise has an agreement with a partner that allows a participant to earn currency
in the partner's loyalty program; the participant may choose as a default to earn
currency in the partner's program.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.1.19.2.1.3 Provide Loyalty Program Participant Package

Figure 56: 1.1.19.2.1.3 Provide Loyalty Program Participant Package decomposition
Provide Loyalty Program Participant Package

Brief Description
Create a loyalty program package for a program participant and provide it to them.
Provide Loyalty Program Participant Package creates loyalty program package for a
program participant and provides it to them. A package is typically provided when a
participant initial joins a loyalty program, achieves a new tier, or when participation is
renewed, such as yearly.
A loyalty program card, if applicable, is produced as part of the package. The package
may include a welcome as well as information about the loyalty program.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Create Loyalty Program Participant Package

Brief Description
Create a loyalty program package for a program participant.
Create Loyalty Program Participant Package creates a loyalty program package for a
program participant. A package is typically provided when a participant initial joins a
loyalty program, achieves a new tier, or when participation is renewed, such as yearly.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Produce Loyalty Program Participant Card

Brief Description
Produce a loyalty program card, if applicable, as part of a loyalty program participant
package.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Issue Loyalty Program Participant Package

Brief Description
Provide a loyalty program package to a participant.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.1.19.2.2 Earn Loyalty Program Currency
Figure 57: 1.1.19.2.2 Earn Loyalty Program Currency decomposition
Earn Loyalty Program Currency

Brief Description
Earn loyalty program currency, either directly from an enterprise or via an enterprise's
partner in the loyalty program.
Earn Loyalty Program Currency earns loyalty program currency, either directly from an
enterprise or via an enterprise's loyalty program partner.

It may also notify the Earn Loyalty Program Reward process if earning loyalty program
currency qualifies a program participant for a reward.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Earn Loyalty Program Currency From Enterprise

Brief Description
Earn loyalty program currency directly from an enterprise. Currency is earned when an
event triggers the evaluation of a loyalty program rule associated with an offering.
Earn Loyalty Program Currency From Enterprise earns loyalty program currency directly
from an enterprise. Currency is earned when an event triggers the evaluation of a
loyalty program rule associated with an offering. For example, an event may be the
purchase of a product offering or the end of a year when loyalty program tiers are
evaluated.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Earn Loyalty Program Currency From Enterprise Partner

Brief Description
Earn loyalty program currency via an enterprise's loyalty program partner. A partner
provides the currency or information that can be used to determine currency.
Earn Loyalty Program Currency From Enterprise Partner earns loyalty program currency
via an enterprise's loyalty program partner. A partner provides the currency or
information that can be used to determine currency. For example converting money
charged to a credit card to a currency, such as points, of an enterprise's loyalty program.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Add Loyalty Program Currency to Loyalty Account

Brief Description
Add currency earned to a loyalty program participants balance.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Provide Manage Loyalty Program Account Notification

Brief Description
Provide a notification to the Provide Loyalty Account Communication process, which
Provide Manage Loyalty Program Account Notification provides a notification to the
Provide Loyalty Account Communication process, which manages operational
communications with a loyalty program participant. For example, when the currency
earned qualifies the participant for a higher tier in the program.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Provide Earned Loyalty Program Reward Notification

Brief Description
Provide a notification to the Earn Loyalty Program Reward process if earning loyalty
program currency qualifies a program participant for a reward.
Provide Earned Loyalty Program Reward Notification provides a notification to the Earn
Loyalty Program Reward process if earning loyalty program currency qualifies a program
participant for a reward. For example, after watching a certain number of videos a
loyalty program participant can view one video free.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

1.1.19.2.2.2 Earn Loyalty Program Currency From Enterprise Partner
Figure 58: 1.1.19.2.2.2 Earn Loyalty Program Currency From Enterprise Partner decomposition
Earn Loyalty Program Currency From Enterprise Partner

Brief Description
Earn loyalty program currency via an enterprise's loyalty program partner. A partner
provides the currency or information that can be used to determine currency.
Earn Loyalty Program Currency From Enterprise Partner earns loyalty program currency
via an enterprise's loyalty program partner. A partner provides the currency or
information that can be used to determine currency. For example converting money
charged to a credit card to a currency, such as points, of an enterprise's loyalty program.

Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Receive Loyalty Partner Currency Communication

Brief Description
Receive a loyalty program communication from a partner that provides loyalty program
currency or information that can be used to determine the currency for one or more
loyalty program participants.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Calculate Loyalty Program Currency

Brief Description
Calculate the currency earned by a loyalty program participant based on a
communication from a partner.

Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.1.19.2.3 Earn Loyalty Program Reward
Figure 59: 1.1.19.2.3 Earn Loyalty Program Reward decomposition
Earn Loyalty Program Reward


Brief Description
Earn Loyalty Program Reward earns a loyalty program reward. A reward may be earned
by a loyalty program participant based on currency earned which is communicated to
this process by the Provide Earned Loyalty Program Reward Notification process. A
reward may also be awarded based on an event.
manages operational communications with a loyalty program participant. In this case to
inform a loyalty program participant that they have earned a reward.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Create Loyalty Program Reward

Brief Description
Create Loyalty Program Reward earns a loyalty program reward. A reward may be
earned by a loyalty program participant based on currency earned which is
communicated to this process by the Provide Earned Loyalty Program Reward
Notification process. A reward may also be awarded based on an event, such as on the
anniversary of a participants date of joining a loyalty program.
Explanatory
N/A
Mandatory
N/A

Optional
N/A
Interactions
N/A
Provide Loyalty Program Reward Notification

Brief Description
Provide Loyalty Program Reward Notification notifies the Provide Loyalty Account
Communication process, which manages operational communications with a loyalty
program participant. In this case to inform a loyalty program participant that they have
earned a reward.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.1.19.2.4 Redeem Loyalty Program Currency

Figure 60: 1.1.19.2.4 Redeem Loyalty Program Currency decomposition
Redeem Loyalty Program Currency

Brief Description
product offerings. Reduce a participant's loyalty program account by the amount of
currency used for obtaining product offering(s).
Redeem Loyalty Program Currency enables a loyalty program participant to use a
is made from the applicable loyalty program reward catalog(s) associated
with the loyalty program participant's loyalty account.

A participant's loyalty program account is reduced by the amount of currency used for
obtaining product offering(s) which is communicated to this process by the process used
to obtain the reward.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Make Loyalty Program Redemption

Brief Description
product offering(s).
Make Loyalty Program Redemption enables a loyalty program participant to use a
is made from the applicable loyalty program reward catalog(s) associated with the
loyalty program participant's loyalty account.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Reduce Loyalty Program Account Balance

Brief Description
Reduce a participant's loyalty program account by the amount of currency used for
obtaining product offering(s).
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.1.19.2.5 Manage Loyalty Program Account
Figure 61: 1.1.19.2.5 Manage Loyalty Program Account decomposition
Manage Loyalty Program Account

Brief Description
information. Expire, reinstate, transfer in/out, adjust, a loyalty participant's account
currency. Prepare and send a loyalty program communication to a participant or for
internal use by an enterprise.
Manage Loyalty Program Account updates to a loyalty program account, such as
participant information. It provides the ability to expire, reinstate, transfer in/out,
adjust, a loyalty participant's account currency.
It also prepares and sends a loyalty program communication to a participant or for

internal use by an enterprise. Communications may be a loyalty program account
summary, notification of tier upgrade/downgrade, reward notifications, upcoming
expiration or expiration of program currency.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Update Loyalty Program Account

Brief Description
information.
Update Loyalty Program Account makes updates to a loyalty program account, such as
participant information, such as name, contact information, profile, demographics, and
bill/ship to.

Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Manage Loyalty Program Account Currency

Brief Description
Expire, reinstate, transfer in/out, adjust, a loyalty participant's account currency.
Manage Loyalty Program Account Currency provides the ability to expire, reinstate,
transfer in/out, adjust, a loyalty participant's account currency. The Provide Loyalty
Account Communication process provides a notification of any of these types of
updates.
Note that transfer in/out may be subject to an agreement with a loyalty program
partner.
These updates are in addition to those made when earning loyalty program currency or
redeeming loyalty program rewards.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Provide Loyalty Account Communication


Brief Description
Prepare and send a loyalty program communication to a participant or for internal use
by an enterprise.
Provide Loyalty Account Communication prepares and sends a loyalty program
communication to a participant or for internal use by an enterprise. Communications
may be a loyalty program account summary, notification of tier upgrade/downgrade,
reward notifications, upcoming expiration or expiration of program currency.
Other Loyalty Program Operation processes may provide information via a notification
to this process should be contained on the communication.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.1.19.2.5.3 Provide Loyalty Account Communication

Figure 62: 1.1.19.2.5.3 Provide Loyalty Account Communication decomposition
Provide Loyalty Account Communication

Brief Description
Prepare and send a loyalty program communication to a participant or for internal use
by an enterprise.
Provide Loyalty Account Communication prepares and sends a loyalty program
communication to a participant or for internal use by an enterprise. Communications
may be a loyalty program account summary, notification of tier upgrade/downgrade,
reward notifications, upcoming expiration or expiration of program currency.
Explanatory
N/A

Mandatory
N/A
Optional
N/A
Interactions
N/A
Prepare Loyalty Account Communication

Brief Description
Prepare a loyalty program communication to a participant or for internal use by an
enterprise.
Prepare Loyalty Account Communication prepares a loyalty program communication to
a participant or for internal use by an enterprise. Communications may be a loyalty
program account summary, notification of tier upgrade/downgrade, reward
notifications, upcoming expiration or expiration of program currency.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Send Loyalty Account Communication

Brief Description
Send a loyalty program communication to a participant or for internal use by an
enterprise.

Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.1.19.2.6 Leave Loyalty Program
Figure 63: 1.1.19.2.6 Leave Loyalty Program decomposition
Leave Loyalty Program

Brief Description
Begin and complete the process of leaving an enterprise's loyalty program. A loyalty
program participant or an enterprise may initiate this process.
Leave Loyalty Program begins and completes the process of leaving an enterprise's
loyalty program. A loyalty program participant or an enterprise may initiate this process.
Upon leaving a participant's status may be changed to reflect they are no longer a
member, or the participant may be removed (deleted) from the program.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Initiate Leaving Loyalty Program

Brief Description
Begin the process of leaving an enterprise's loyalty program. A loyalty program
participant or an enterprise may initiate this process.
Initiate Leaving Loyalty Program begins the process of leaving an enterprise's loyalty
program. A loyalty program participant or an enterprise may initiate this process.
This process provides information to the Prepare Loyalty Account Communication

process to notify the participant of an enterprise's decision to terminate a party's
participation in a loyalty program. If leaving is initiated by a participant the Prepare
Loyalty Account Communication process may be provided information in an attempt to
have a participant reconsider leaving.

Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Complete Leaving Loyalty Program

Brief Description
Complete the process for a loyalty program participant to leave the program.
Complete Leaving Loyalty Program completes the process for a loyalty program
participant to leave the program. A participant's status may be changed to reflect they
are no longer a member, or the participant may be removed (deleted) from the
program.
Information is provided to the Provide Loyalty Account Communication process so that

a notification of termination in the program can be prepared and send to a participant.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.1.19.2.7 Provide Loyalty Program Operation Report

Figure 64: 1.1.19.2.7 Provide Loyalty Program Operation Report decomposition
Provide Loyalty Program Operation Report

Brief Description
Generate a loyalty program operation report, such as various loyalty program status
reports, trend analysis, and reports that identify suspected abuse of a loyalty program.
Provide Loyalty Program Operation Report generates a loyalty program operation
report, such as various loyalty program status reports, trend analysis, and reports that
identify suspected abuse of a loyalty program.
Recipient lists are maintained by a generalized process that should be developed and
added to the Common Enterprise Process grouping in the Enterprise domain.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Provide Loyalty Program Status

Brief Description
Produce a variety of loyalty program status reports, such as churn and uptake.
Provide Loyalty Program Status produces a variety of loyalty program status reports,
including, but not limited to, churn and uptake, currency earned and redeemed,
rewards made and redeemed, and breakage.
Breakage is the difference between points issued and points redeemed. It is the biggest
driver of profit for a loyalty program.
Some reports, such as churn, uptake, and breakage, may use data analytics to generate
them.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Analyze Loyalty Program Trend

Brief Description
Produce a variety of trend reports attempting to spot a pattern, or trend, in the
information over a given time period.
Analyze Loyalty Program Trend produces a variety of trend reports attempting to spot a
pattern, or trend, in the information over a given time period. The information analyzed
is often similar to that contained in loyalty program status reports, such as churn,
uptake and breakage.
Trend analysis may employ data analytics and other techniques to identify a trend.
Explanatory
N/A

Mandatory
N/A
Optional
N/A
Interactions
N/A
Identify Loyalty Program Abuse

Brief Description
Identify and report possible loyalty program abuse.
Identify Loyalty Program Abuse identifies and reports possible loyalty program abuse.
For example, a loyalty program member may repeatedly earn currency, redeem
currency, and then return the offering(s) used to earn currency.
Possible abuse may be communicated to Initiate Leaving Loyalty Program.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.2.1 Product & Offer Portfolio Planning

Figure 65: 1.2.1 Product & Offer Portfolio Planning decomposition
Product & Offer Portfolio Planning

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.
Explanatory
Mandatory
Optional
Interactions
Gather & Analyze Product Information

Brief Description
Research information relating to product ideas and opportunities and identify product
opportunities

Gather & Analyze Product Information processes research 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.
Explanatory
Mandatory
Optional
Interactions
Establish Product Portfolio Strategy

Brief Description
Define and agree the product and offer portfolio structure to be used within the
enterprise
The Establish Product Portfolio Strategy processes define the 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.
Explanatory
Mandatory
Optional
Interactions

Produce Product Portfolio Business Plans

Brief Description
Develop product and product portfolio business plans to guide product development
within the enterprise.
The Produce Product Portfolio Business Plans processes develop 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.
Explanatory
Mandatory
Optional
Interactions
Gain Commitment to Product Business Plans

Brief Description
Gain enterprise commitment to the product portfolio strategy and individual product
plans
The Gain Commitment to Product Business Plans processes 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.

Explanatory
Mandatory
Optional
Interactions
1.2.1.1 Gather & Analyze Product Information
Figure 66: 1.2.1.1 Gather & Analyze Product Information decomposition
Gather & Analyze Product Information

Brief Description
Research information relating to product ideas and opportunities and identify product
opportunities

Gather & Analyze Product Information processes research 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
Explanatory
Mandatory
Optional
Interactions
Gather Product Information

Brief Description
Establish and management of external providers and internal resources for providing
Gather Product information processes focus on establishment and Management of
relationships with external providers of product information, and management of
internal resources used for providing product information.
Information may also be gathered by interacting with processes that perform

competitive analysis, market research, and market analysis.
Explanatory
Mandatory
Optional
Interactions

Analyze Product Information

Brief Description
Identify new product offerings, review existing product offerings, research information
about product offering ideas.
Analyze Product information processes focus on research of information relating to
product ideas and opportunities and identify product opportunities based on analysis of
the external and internal information sources. These processes are responsible for
analysis to identify new product offerings as well as review of existing product offerings.
If new resource and/or service infrastructure is needed then this process interacts with
the processes that develop resource strategies and/or service strategies to insure new
product offerings can be developed. Similarly interaction with market/sales strategy
processes may result if new sales channels or market segments are needed.
Explanatory
Mandatory
Optional
Interactions
1.2.1.2 Establish Product Portfolio Strategy

Figure 67: 1.2.1.2 Establish Product Portfolio Strategy decomposition
Establish Product Portfolio Strategy

Brief Description
Define and agree the product and offer portfolio structure to be used within the
enterprise
The Establish Product Portfolio Strategy processes define the 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.
Explanatory
Mandatory
Optional

Interactions
Define Overall Product Portfolios Structure

Brief Description
Define overall structure of product portfolios
Define overall product portfolios structure processes focus on defining overall structure
of 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.
Explanatory
Mandatory
Optional
Interactions
Implement Product Portfolio Management Functions

Brief Description
Implement cross-portfolio and cross-product co-ordination
Implement product portfolio management functions processes focus on agreement on
and implementation of cross-portfolio and cross-product co-ordination and,
management functions.
Explanatory
Mandatory
Optional

Interactions
1.2.1.3 Produce Product Portfolio Business Plans
Figure 68: 1.2.1.3 Produce Product Portfolio Business Plans decomposition
Produce Product Portfolio Business Plans

Brief Description
Develop product and product portfolio business plans to guide product development
within the enterprise.
The Produce Product Portfolio Business Plans processes develop 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.
Explanatory

Mandatory
Optional
Interactions
Co-ordinate Product Business Plans

Brief Description
Co-ordinate development of product and product portfolio business plans to guide new
product development and enhancements for existing products within the enterprise.
Explanatory
Mandatory
Optional
Interactions
Optional
Interactions
Develop Product Portfolio Forecasts

Brief Description
Develop portfolio forecasts

Explanatory
Mandatory
Optional
Interactions
Negotiate Product Business Plan Resources

Brief Description
Negotiate for required level of resources
Explanatory
Mandatory
Optional
Interactions
Develop Outline Market Strategy

Brief Description
Develop outlines of the strategy for offering of the products into the market
Explanatory
Mandatory

Optional
Interactions
Develop Product Pricing Strategy

Brief Description
Develop anticipated pricing strategies,
Explanatory
Mandatory
Optional
Interactions
Develop Revenue/Cost Projections

Brief Description
Develop projected revenues and costs
Explanatory
Mandatory
Optional
Interactions

Develop Product Performance Requirements

Brief Description
Develop product performance requirements
Explanatory
Mandatory
Optional
Interactions
Develop Product Operational Requirements

Brief Description
Develop operational requirements
Explanatory
Mandatory
Optional
Interactions
Gain Business Plan Commitment and Approval


Brief Description
Gain interdepartmental, process, infrastructure and partnering commitment and
executive approval
Explanatory
Mandatory
Optional
Interactions
Communicate Business Plans

Brief Description
Communicating the plans
Explanatory
Mandatory
1.2.1.4 Gain Commitment to Product Business Plans

Figure 69: 1.2.1.4 Gain Commitment to Product Business Plans decomposition
Gain Commitment to Product Business Plans

Brief Description
Gain enterprise commitment to the product portfolio strategy and individual product
plans
The Gain Commitment to Product Business Plans processes 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.
Explanatory
Mandatory
Optional
Interactions
Identify Stakeholders to Product Business plans


Brief Description
Identify stakeholders of Product Business plans
Explanatory
Mandatory
Optional
Interactions
Gain Product Business Plans Stakeholders Approval

Brief Description
Negotiate and gain stakeholders' approval for product business plans.
Gain Product Business Plans Stakeholders Approval negotiates and gains stakeholders'
approval for product business plans.
Typical questions that may be asked are:

Is it necessary to introduce a new product?
When will the product break even?
If the answer to the first question is no, then the plan may be rejected. If the break-even
point is too far in the future the plan may be rejected or the plan may have to be revised
so that the break-even point is reached sooner.
Explanatory
Mandatory
Optional
Interactions

Gain Enterprise Commitment to Product Business plans

Brief Description
Gain Enterprise commitment to the product portfolio strategy and individual product
plans
Explanatory
Mandatory
Optional
Interactions
1.2.2 Product & Offer Capability Delivery
Figure 70: 1.2.2 Product & Offer Capability Delivery decomposition

Product & Offer Capability Delivery

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 offering 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.
Explanatory
Mandatory
Optional
Interactions
Define Product Capability Requirements

Brief Description
Define and obtain agreement to the detailed infrastructure requirements to support the
product portfolio and individual product plans
The Define Product Capability Requirements processes 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
for the product lifecycle management 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 Party Offering Development & Retirement processes, and potentially the Resource,
horizontal process groupings.
Explanatory
Mandatory
Optional
Interactions
Capture Product Capability Shortfalls

Brief Description
Identify specific or imminent product capacity, product performance and/or product
operational support shortfalls
The Capture Product Capability Shortfalls processes identify 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.
Explanatory
Mandatory
Optional
Interactions
Approve Product Business Case


Brief Description
Develop and gain approval for a business case to develop and deliver the required
capabilities, including identification of potential partners.
The Approve Product Business Case processes capture 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 business 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.
Explanatory
Mandatory
Optional
Interactions
Deliver Product Capability

Brief Description
Manage the co-coordinated delivery in line with the approved business case of all
required product infrastructure capabilities for that business case across the enterprise
The Deliver Product Capability processes ensure the co-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, and anticipated benefits and ongoing operational costs
are likely to be achieved

Explanatory
Mandatory
Optional
Interactions
Manage Handover to Product Operations

Brief Description
Manage the processes involved in handover of deployed product infrastructure to
operational control
The Manage Handover to Product Operations processes 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.
Explanatory
Mandatory
Optional
Interactions
Manage Product Capability Delivery Methodology


Brief Description
Define and manage the methodology to be adopted for product capability delivery
across the enterprise
The Manage Product Capability Delivery Methodology 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.
Explanatory
Mandatory
Optional
Interactions
1.2.2.1 Define Product Capability Requirements
Figure 71: 1.2.2.1 Define Product Capability Requirements decomposition

Brief Description
Define and obtain agreement to the detailed infrastructure requirements to support the
product portfolio and individual product plans
The Define Product Capability Requirements processes 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
for the product lifecycle management are captured in this process, as well as any
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.
and Party Offering Development & Retirement processes, and potentially the Resource,
horizontal process groupings.
Explanatory
Mandatory
Optional
Interactions
Capture Product Infrastructure Requirements

Brief Description
These processes define 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
infrastructure capabilities required to deliver the product infrastructure.

Explanatory
Mandatory
Optional
Interactions
Agree Product Infrastructure Requirements

Brief Description
These processes obtain agreement to the detailed infrastructure requirements to
support the product portfolio and individual product plans. The processes include any
cross-enterprise co-ordination and management functions to ensure that the
requirements capture the needs of all stakeholders.
Explanatory
Mandatory
Optional
Interactions
Report Product Infrastructure Requirements

Brief Description
and Party Offering Development & Retirement processes, and potentially the Resource
domain process groupings.

Explanatory
Mandatory
Optional
Interactions
1.2.2.2 Capture Product Capability Shortfalls
Figure 72: 1.2.2.2 Capture Product Capability Shortfalls decomposition

Brief Description
Identify specific or imminent product capacity, product performance and/or product
The Capture Product Capability Shortfalls processes identify specific or imminent
product capacity, product performance and/or product operational support shortfalls.
Management processes to establish detailed views of anticipated product capacity and
performance shortfalls and support process issues.

Explanatory
Mandatory
Optional
Interactions
Capture Product Capacity Shortfalls

Brief Description
These processes identify specific or imminent product capacity shortfalls. These
processes take information available from the Customer Relationship Management
processes to establish detailed views of anticipated product capacity issues.
Explanatory
Mandatory
Optional
Interactions
Capture Product Performance Shortfalls

Brief Description
These processes identify specific or imminent product performance shortfalls. These
processes take information available from the Customer Relationship Management
processes to establish detailed views of anticipated product performance issues.

Explanatory
Mandatory
Optional
Interactions
Capture Product Operational Support Shortfalls

Brief Description
These processes identify specific or imminent product operational support shortfalls.
Management processes to establish detailed views of anticipated product operational
support issues.
Explanatory
Mandatory
Optional
Interactions
1.2.2.3 Approve Product Business Case

Figure 73: 1.2.2.3 Approve Product Business Case decomposition
Approve Product Business Case

Brief Description
Develop and gain approval for a business case to develop and deliver the required
capabilities, including identification of potential partners.
The Approve Product Business Case processes capture 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 business partners. The
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.

Explanatory
Mandatory
Optional
Interactions
Develop Product Business Case

Brief Description
These processes capture all activities required to develop a business case to develop
and deliver the required capabilities, including identification of potential partners. The
the PLM processes.
Explanatory
Mandatory
Optional
Interactions
Gain Product Business Case Approval


Brief Description
These processes capture all activities required to gain the necessary level of approval for
a business case to develop and deliver the required capabilities. The processes include
any cross-enterprise co-ordination and management functions to ensure that the
business case is supported by all stakeholders.
Explanatory
Mandatory
Optional
Interactions
1.2.2.4 Deliver Product Capability
Figure 74: 1.2.2.4 Deliver Product Capability decomposition
Deliver Product Capability


Brief Description
Manage the co-coordinated delivery in line with the approved business case of all
required product infrastructure capabilities for that business case across the enterprise
The Deliver Product Capability processes ensure the co-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, and anticipated benefits and ongoing operational costs
are likely to be achieved
Explanatory
Mandatory
Optional
Interactions
Co-ordinate Product Capability Delivery

Brief Description
These processes ensure the co-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.
Explanatory
Mandatory
Optional

Interactions
Track Product Capability Business Case Costs

Brief Description
These processes track and ensure that the business case cost parameters are met for all
required product infrastructure capabilities.
Explanatory
Mandatory
Optional
Interactions
Ensure Product Capability Benefits & Operational Costs

Brief Description
These processes track and ensure that the anticipated benefits and ongoing operational
costs are likely to be achieved for all required product infrastructure capabilities.
Explanatory
Mandatory
Optional
Interactions

1.2.2.5 Manage Handover to Product Operations
Figure 75: 1.2.2.5 Manage Handover to Product Operations decomposition
Manage Handover to Product Operations

Brief Description
Manage the processes involved in handover of deployed product infrastructure to
operational control
The Manage Handover to Product Operations processes 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
Explanatory
Mandatory
Optional

Interactions
Co-ordinate Product Operational Handover

Brief Description
These processes co-ordinate the processes involved in handover of deployed product
infrastructure to operational control, including the management and coordination of all
stakeholders required to gain approval and acceptance of the handover.
Explanatory
Mandatory
Optional
Interactions
Validate Product Infrastructure Design

Brief Description
These processes ensure that all performance and operational design requirements have
been met by the installed product infrastructure.
Explanatory
Mandatory
Optional

Interactions
Ensure Product Handover Support

Brief Description
These processes ensure that all tools, test equipment, operational procedures, support
groups, and training is in place to allow for successful operation.
Explanatory
Mandatory
Optional
Interactions
1.2.2.6 Manage Product Capability Delivery Methodology

Figure 76: 1.2.2.6 Manage Product Capability Delivery Methodology decomposition

Brief Description
Define and manage the methodology to be adopted for product capability delivery
across the enterprise
The Manage Product Capability Delivery Methodology 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.
Explanatory
Mandatory

Optional
Interactions
Define Product Capability Delivery Methodology

Brief Description
These processes define 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.
Explanatory
Mandatory
Optional
Interactions
Maintain Product Capability Delivery Repository

Brief Description
These processes manage the methodology to be adopted for product capability delivery
across the enterprise. These processes may maintain a repository of all activities as a
part of the coordination aspects, including approval process or gates to be passed by
individual product capability delivery projects.
Explanatory

Mandatory
Optional
Interactions
1.2.4 Product Support & Readiness
Figure 77: 1.2.4 Product Support & Readiness decomposition
Product Support & Readiness

Brief Description
Product Support & Readiness processes ensure the support capability is in place to allow
the CRM Fulfillment, Assurance and Billing processes to operate effectively.
the CRM Fulfillment, Assurance and Billing processes to operate effectively.

the Product Fulfillment, Assurance and Billing processes to operate effectively.
• Provision of product process infrastructure
• Policy support and decision support knowledge for product offerings
• Maintaining inventories to support the product data required by the FAB and CRM
OS&R processes
• Monitoring and reporting on the capabilities and costs of the individual Product FAB
processes
• Longer-term trend analysis on product FAB processes in order to establish the extent
to which enterprise targets for these processes are being achieved and/or the need for
the processes to be modified.
Explanatory
Mandatory
Optional
Interactions
Support Customer QoS/SLA

Brief Description
Support Customer QoS/SLA Management processes by proactively monitoring and
assessing the performance of purchased product offerings as a group against agreed
QoS/SLA parameters, and monitoring, managing and reporting on the capability of the
Customer QoS/SLA Management processes.
The responsibilities of the Support Customer QoS/SLA Management processes are
twofold - support Customer QoS/SLA Management processes by proactively monitoring
and assessing the performance of purchased product offerings as a group against
agreed QoS/SLA parameters, and monitoring, managing and reporting on the capability
of the Customer QoS/SLA Management processes.
Proactive management is undertaken using a range of performance parameters,
whether technical, time, economic or process related.
The responsibilities of the processes include, but are not limited to:
• Undertaking proactive monitoring regimes of groups of similar purchased product

offerings as required to ensure ongoing performance within agreed parameters over

time;
• Developing and maintaining, in the product offering repository, acceptable and/or
commercially agreed performance threshold standards for purchased product offerings
to support the Customer QoS/SLA Management processes;
• Undertaking trend analysis, and producing reports, of the QoS performance of groups
of like purchased product offerings to identify any longer term deterioration;
• Monitoring and analyzing the purchased product offering performance analyses
produced by the Customer QoS/SLA Management processes to identify problems that
may be applicable to purchased product offerings as a whole;
• Aggregate analysis of QoS performance across groups of customers or aggregate
analysis of SLA types;
• Sourcing details relating to purchased product offerings performance and analysis
from the product offering inventory to assist in the development of trend analyses;
• Logging the results of the analysis into the product offering inventory repository;•
Establishing and managing facilities to inform customers of, and negotiate agreement
for, planned service outages;
• Tracking and monitoring of the Customer QoS/SLA Management processes and
associated costs, and reporting on the capability of the Customer QoS/SLA Management
processes;
• Establishing and managing customer notification facilities and lists to support the
Customer QoS/SLA Management notification and reporting processes
• Supporting the Support Customer QoS/SLA Management process.
Explanatory
Mandatory
Optional
Interactions
Manage Product Offering Inventory

Brief Description
Establish, manage and administer the enterprise's product offering inventory, as
embodied in the Product Offering Inventory Database, and monitor and report on the
usage and access to the product offering inventory, and the quality of the data
maintained in it.

The purpose of the Manage Product Offering Inventory processes are twofold -
establish, manage and administer the enterprise's product offering inventory, as
maintained in it. The product offering inventory maintains records of all product
offerings, their interactions with the enterprise, and any other product offering related-
information, required to support CRM and other processes.
The product offering inventory is also responsible for maintaining the association
between customers and purchased product offering instances, created as a result of the
Order Handling processes.
Managing product offering inventory includes product creation, modification, update,
deletion to the product offering inventory.
• Identifying the inventory-relevant information requirements to be captured for
product offerings ;
• Identifying, establishing and maintaining product offering inventory repository
facilities;
• Establishing and managing the product offering inventory management and
information capture processes;
• Managing the registration and access control processes that enable processes to
create, modify, update, delete and/or download product offering data to and from the
product offering inventory;
• Ensuring the product offering inventory repository accurately captures and records
all identified product offering details, through use of automated or manual audits;
• Tracking and monitoring of the usage of, and access to, the product offering
inventory repository and associated costs, and reporting on the findings
• Identifying any technical driven shortcomings of the product offering inventory
repository, and providing input to Resource Development & Management
processes to rectify these issues. </BODY></HTML>
Explanatory
Mandatory
Optional
Interactions

1.2.4.1 Support Customer QoS/SLA
Figure 78: 1.2.4.1 Support Customer QoS/SLA decomposition
Support Customer QoS/SLA

Brief Description
Support Customer QoS/SLA Management processes by proactively monitoring and
assessing the performance of purchased product offerings as a group against agreed
QoS/SLA parameters, and monitoring, managing and reporting on the capability of the
Customer QoS/SLA Management processes.
The responsibilities of the Support Customer QoS/SLA Management processes are
twofold - support Customer QoS/SLA Management processes by proactively monitoring
and assessing the performance of purchased product offerings as a group against
agreed QoS/SLA parameters, and monitoring, managing and reporting on the capability
of the Customer QoS/SLA Management processes.
• Undertaking proactive monitoring regimes of groups of similar purchased product
time;
• Developing and maintaining, in the product offering repository, acceptable and/or
commercially agreed performance threshold standards for purchased product offerings
to support the Customer QoS/SLA Management processes;
• Undertaking trend analysis, and producing reports, of the QoS performance of groups
of like purchased product offerings to identify any longer term deterioration;
• Monitoring and analyzing the purchased product offering performance analyses


• Aggregate analysis of QoS performance across groups of customers or aggregate
• Sourcing details relating to purchased product offerings performance and analysis
from the product offering inventory to assist in the development of trend analyses;
• Logging the results of the analysis into the product offering inventory repository;•
• Tracking and monitoring of the Customer QoS/SLA Management processes and
processes;
• Establishing and managing customer notification facilities and lists to support the
Customer QoS/SLA Management notification and reporting processes
Explanatory
Mandatory
Optional
Interactions
Ensure Customer QoS/SLA Capability

Brief Description
Supporting the Support Customer QoS/SLA Management process.
Explanatory
Mandatory
Optional

Interactions
Proactive performance Monitoring

Brief Description
Proactively monitor and assess the performance of purchased product offerings
N/A
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Monitor and Report on QoS/SLA capability

Brief Description
Monitoring, and report on the capability of the Customer QoS/SLA Management
processes
N/A
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

1.2.4.2 Manage Product Offering Inventory
Figure 79: 1.2.4.2 Manage Product Offering Inventory decomposition
Manage Product Offering Inventory

Brief Description
Establish, manage and administer the enterprise's product offering inventory, as
maintained in it.
The purpose of the Manage Product Offering Inventory processes are twofold -
establish, manage and administer the enterprise's product offering inventory, as
maintained in it. The product offering inventory maintains records of all product
offerings, their interactions with the enterprise, and any other product offering related-
information, required to support CRM and other processes.
The product offering inventory is also responsible for maintaining the association
between customers and purchased product offering instances, created as a result of the
Order Handling processes.
Managing product offering inventory includes product creation, modification, update,
deletion to the product offering inventory.
• Identifying the inventory-relevant information requirements to be captured for

product offerings ;
• Identifying, establishing and maintaining product offering inventory repository
facilities;
• Establishing and managing the product offering inventory management and
information capture processes;
• Managing the registration and access control processes that enable processes to
create, modify, update, delete and/or download product offering data to and from the
product offering inventory;
• Ensuring the product offering inventory repository accurately captures and records
all identified product offering details, through use of automated or manual audits;
• Tracking and monitoring of the usage of, and access to, the product offering
inventory repository and associated costs, and reporting on the findings
• Identifying any technical driven shortcomings of the product offering inventory
repository, and providing input to Resource Development & Management
processes to rectify these issues. </BODY></HTML>
Explanatory
Mandatory
Optional
Interactions
Identify Relevant Product Offering Inventory Information

Brief Description
Identifying the inventory-relevant information requirements to be captured for product
offerings
Explanatory
Mandatory
Optional

Interactions
Maintain Product Offering Inventory facilities

Brief Description
Identifying, establishing and maintaining product offering inventory repository facilities;
Explanatory
Mandatory
Optional
Interactions
Manage Product Offering Inventory Capture

Brief Description
Establishing and managing the product offering inventory management and information
capture processes;
Explanatory
Mandatory
Optional
Interactions

Control Product Offering Inventory Access

Brief Description
modify, update, delete and/or download product offering data to and from the product
offering inventory
Explanatory
Mandatory
Optional
Interactions
Ensure Product Offering Inventory Data Quality

Brief Description
Ensuring the product offering inventory repository accurately captures and records all
identified product offering details, through use of automated or manual audits.
Monitoring and reporting on the quality of the data maintained in the inventory. The
product offering inventory maintains records of all product offerings, their interactions
with the enterprise, and any other product offering related- information, required to
support CRM and other processes. The product offering inventory is also responsible for
maintaining the association between customers and purchased product offering
instances, created as a result of the Order Handling processes.
Explanatory
Mandatory
Optional

Interactions
Track Product Offering Inventory Usage

Brief Description
Tracking and monitoring of the usage of, and access to, the product offering inventory
repository and associated costs, and reporting on the findings
Explanatory
Mandatory
Optional
Interactions
Identify Product Offering Inventory Shortcomings

Brief Description
Identifying any technical driven shortcomings of the product offering inventory
repository, and providing input to Resource Development & Management processes to
rectify these issues.
Explanatory
Mandatory
Optional

Interactions
1.2.5 Product Configuration Management
Figure 80: 1.2.5 Product Configuration Management decomposition
Product Configuration Management

Brief Description
Product Configuration involves specifying how a Product operates or functions in terms
of a product’s configurable properties and features, collectively called characteristics,
and related products, services, and resources that are used in its configuration.
Specify how a product operates or functions in terms of a product’s configurable
parameters, collectively called characteristics, and related configurations of products,
services, and resources that are part of its overall configuration. The configuration for a
product, which is also managed by this process, is governed by a selected product
configuration specification.
Product Configuration involves specifying how a Product operates or functions in terms

of a product’s configurable properties and features, collectively called characteristics,

and related products, services, and resources that are used in its configuration.
Product Configuration involves specifying how a product operates or functions in terms
of a product’s configurable parameters, collectively called characteristics, and related
configurations of products, services, and resources that are part of its overall
configuration.
The configuration for a product, which is also managed by this process,

is governed by a selected product configuration specification.
A feature/property specified by Product Offering Purchasing and/or Product Lifecycle

Management is also considered to be a configuration parameter.
Note that this process reuses a set of generalized configuration management processes
to create a configuration specification and a configuration that can also be used to
manage a service configuration specification and service configuration as well as a
resource configuration specification and resource configuration.
The focus of this process is to define a product configuration specification and a product
configuration.
Explanatory
Mandatory
Optional
Interactions
Manage Product Configuration Specification

Brief Description
Create and remove a product configuration specification as well as a relationship
between a product specification and a product configuration specification.
Explanatory
N/A

Mandatory
N/A
Optional
N/A
Interactions
N/A
Manage Product Configuration

Brief Description
Create and remove a the product configuration as defined by a selected product
configuration specification, as well as relationship between a product and a product
configuration.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.2.6 Product Performance Management

Figure 81: 1.2.6 Product Performance Management decomposition
Product Performance Management

Brief Description
Manage, track, monitor, analyze, improve, and report on the performance of specific
products.
Product Performance Management involves managing, tracking, monitoring, analyzing,
improving and reporting on the performance of specific products. This includes
undertaking proactive monitoring regimes of groups of similar purchased product
time .
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Monitor Product Offerings

Brief Description

Undertaking proactive monitoring regimes of groups of similar purchased product
time;
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Monitoring Product Offering Performance Analyses

Brief Description
Monitoring and analyzing the purchased product offering performance analyses
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Aggregate QoS Performance Analysis

Brief Description

Aggregate analysis of QoS performance across groups of customers or aggregate
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Assist Trend Analysis Development

Brief Description
Sourcing details relating to purchased product offerings performance and analysis from
the product offering inventory to assist in the development of trend analyses;
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Log Product Offering Analysis Results

Brief Description
Logging the results of the analysis into the product offering inventory repository

Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Agree Service Outages

Brief Description
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Track Customer QoS/SLA Management Process Capability

Brief Description
Tracking and monitoring of the Customer QoS/SLA Management processes and
processes;

Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Manage Customer QoS/SLA Management Notification

Brief Description
Establishing and managing customer notification facilities and lists to support the
Customer QoS/SLA Management notification and reporting processes;
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Undertake QoS/SLA Performance Trend Analysis

Brief Description
Undertake trend analysis, and producing reports, of the QoS performance of groups of
like purchased product offerings to identify any longer term deterioration;
Explanatory
N/A

Mandatory
N/A
Optional
N/A
Interactions
N/A
1.2.7 Product Specification & Offering Development & Retirement
Figure 82: 1.2.7 Product Specification & Offering Development & Retirement decomposition
Product Specification & Offering Development & Retirement

Brief Description
Develop and deliver new product specifications as well as enhancements and new
features, ready for use by other processes, including Product Offering Development &
Retirement.

Develop and deliver new product offerings, their pricing, as well as catalogs that contain
both.
Product Specification & Offering Development & Retirement processes develop and
deliver new product specifications as well as enhancements and new features, ready for
use by other processes. Additionally they handle the removal of specifications no longer
offered.
Product specifications represent the types of services and resources made available as
product offerings to the market by an enterprise.
The key measures of this process are how effectively the enterprise’s offerings are
broadened by these specifications or new specification features. These processes also
manage updates and enhancements to product specifications. Business case
development tracking and commitment are key elements of this process.
They also develop new product offerings and their associated features. Pricing for the
offerings is also developed, such as standard pricing and feature-based pricing. The
offerings and selected processes are included in product catalogs which are also
developed by these processes.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Product Specification Development & Retirement

Brief Description
Retirement.
Product Specifications represent the types of services and resources made available as

Product Specification Development & Retirement processes develop and deliver new
product specifications as well as enhancements and new features, ready for use by
other processes. Additionally they handle the removal of specifications no longer
offered.
Note that this process is reused to support the development of product specifications
on-boarded from other parties with whom an enterprises collaborates to deliver value
to customers. This is done to remove the redundancy between this process and the
Party Offering Development & Retirement process. The focus of the Party Offering
Development & Retirement core process is the relationships that product specifications
have with other parties.
Also note that some of these processes, such as Gather & Analyze New Product
Specification Ideas and Develop New Product Specification Business Proposal, may be
performed in conjunction with the equivalent process in Product Offering Development
& Retirement. For example, if ideas for a new specification or feature are being
developed, ideas on how to offer it to the market may also be gathered; or if a new
offering is being considered it may require new features defined for the specification or
one or more new specifications to be developed for it.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Product Offering Development & Retirement


Brief Description
both.
Product Offering Development & Retirement develops new product offerings and their
associated features. Pricing for the offerings is also developed, such as standard pricing
and feature-based pricing. The offerings and selected processes are included in product
catalogs which are also developed by these processes.
Note that this process is reused to support the development of product offerings on-
boarded from other parties with whom an enterprises collaborates to deliver value to
customers. This is done to remove the redundancy between this process and the Party
Offering Development & Retirement process. The focus of the Party Offering
Development & Retirement core process is the relationships that product offerings
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.2.7.1 Product Specification Development & Retirement
Figure 83: 1.2.7.1 Product Specification Development & Retirement decomposition
Product Specification Development & Retirement

Brief Description
Retirement.
Product Specifications represent the types of services and resources made available as
Product Specification Development & Retirement processes develop and deliver new
product specifications as well as enhancements and new features, ready for use by
other processes. Additionally they handle the removal of specifications no longer
offered.
Note that this process is reused to support the development of product specifications
on-boarded from other parties with whom an enterprises collaborates to deliver value
to customers. This is done to remove the redundancy between this process and the
Party Offering Development & Retirement process. The focus of the Party Offering
Development & Retirement core process is the relationships that product specifications
Also note that some of these processes, such as Gather & Analyze New Product
Specification Ideas and Develop New Product Specification Business Proposal, may be
performed in conjunction with the equivalent process in Product Offering Development
& Retirement. For example, if ideas for a new specification or feature are being
developed, ideas on how to offer it to the market may also be gathered; or if a new
offering is being considered it may require new features defined for the specification or
one or more new specifications to be developed for it.
Explanatory
N/A
Mandatory
N/A
Optional
N/A

Interactions
N/A
Gather & Analyze New Product Specification Ideas

Brief Description
Research and analyze demographic, customer, technology and marketing information to
identify new product specification opportunities.
Gather & Analyze New Product Specification Ideas researches and analyzes
demographic, customer, technology and marketing information to identify new product
specification opportunities that represent a new entrant or enhanced feature(s) to an
existing specification that will be introduced to the market as one or more product
offerings.
The process undertakes the necessary analysis to identify potential opportunities,

compares current capabilities with the identified opportunities, and as a result of the
analysis develops new opportunity concepts. Requirements from the sales organization
relating to enhancements to support their desired offers are also captured. The
concepts include an analysis of the customer value proposition.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Develop New Product Specification Business Proposal

Brief Description
Develop and document business proposals for the identified new product specification
concept.
Develop New Product Specification Business Proposal develops and documents business
proposals for the identified new product specification concept (including if necessary a

business case). The business proposal (or business case) identifies the new product
specification requirements, including the specific service specifications and resource
specifications used to realize the product specification.
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, this process defines the attributes of the product specification which form
the basis for associated product offering(s)' used for advertising and sales. The business
proposal also includes an assessment of the risks and the competitive positioning of the
product specification proposal. As a part of the business proposal development a
feasibility assessment can be produced.
Potential other parties who can assist in the development of the product specification
are also identified via interaction with the Determine Potential Parties sub-process
within Party Tender Management. As a part of the process, the business proposal is
appropriately approved, and as a result of the approval, necessary resources are made
available.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Develop Detailed Product Specification

Brief Description
Develop and document the detailed product specification-related commercial, technical,
performance and operational specifications, and customer manuals.
Develop Detailed Product Specification develops and documents the detailed product
specification-related commercial, technical, performance and operational specifications,
and customer manuals. These processes develop and document the required product
features, the associated service or resource specifications that represent the realization
of the product specification., the specific performance and operational requirements

and support activities, and any product specific data required for the service and
resource 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.
Note: To minimize the number of sub-processes that update and remove various
aspects of a product specification, such as features, it is assumed that the "develop"
processes also perform updates and removals.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Manage Product Specification Development

Brief Description
Ensure the co-coordinated delivery in line with the approved business case of all
required product specification capabilities for that business case across the enterprise.
Manage Product Specification Development ensures the co-coordinated delivery in line
with the approved business case of all required product specification capabilities for
that business case across the enterprise. These processes may use project management
disciplines when a project is created to develop a specification to deliver the necessary
capabilities, including process development, specific systems & network infrastructure
developments, specific channel developments, specific operational procedures, and so
forth. required to support the new product specification.
Note that delivery of a product specification within the context of existing commercial
agreements is managed through the Party Offering Development & Retirement process.
If new partners are required, the Party Agreement Management process is used to
deliver the necessary commercial agreements.
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
Explanatory
N/A

Mandatory
N/A
Optional
N/A
Interactions
N/A
Remove Product Specification

Brief Description
Remove a product specification, either by deleting it or indicating it is no longer valid.
Remove Product Specification removes a product specification, either by deleting it or
indicating it is no longer valid. When all associated Product Offerings have been
deemed no longer viable and there are no Product Offerings planned the Product
Specification is removed. Notifications are sent to Service Development & Retirement
and Resource Development and Retirement processes so that they can determine if the
associated service and resource specifications should also be removed. Additionally a
notification may be sent to the Party Offering Development & Retirement process so
that it can determine if any on-boarded specifications should also be removed.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.2.7.1.1 Gather & Analyze New Product Specification Ideas

Figure 84: 1.2.7.1.1 Gather & Analyze New Product Specification Ideas decomposition
Gather & Analyze New Product Specification Ideas

Brief Description
identify new product specification opportunities.
Gather & Analyze New Product Specification Ideas researches and analyzes
demographic, customer, technology and marketing information to identify new product
specification opportunities that represent a new entrant or enhanced feature(s) to an
existing specification that will be introduced to the market as one or more product
offerings.
The process undertakes the necessary analysis to identify potential opportunities,

compares current capabilities with the identified opportunities, and as a result of the
analysis develops new opportunity concepts. Requirements from the sales organization
relating to enhancements to support their desired offers are also captured. The
concepts include an analysis of the customer value proposition.
Explanatory
N/A
Mandatory
N/A

Optional
N/A
Interactions
N/A
Gather Product Specification Ideas

Brief Description
Research demographic, customer, technology and marketing information.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Identify Product Specification Opportunities and Requirements

Brief Description
Identify potential opportunities and capture requirements from the sales organization
relating to enhancements to support the possible offer(s) based on the specification
that may be made available to the market.
Explanatory
N/A
Mandatory
N/A
Optional
N/A

Interactions
N/A
Develop New Product Specification Opportunity Concepts

Brief Description
Compare current capabilities with the identified product specification opportunities,
and as a result of the analysis develop new opportunity concepts. The concepts include
an analysis of the customer value proposition.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.2.7.1.2 Develop New Product Specification Business Proposal
Figure 85: 1.2.7.1.2 Develop New Product Specification Business Proposal decomposition
Develop New Product Specification Business Proposal


Brief Description
Develop and document business proposals for the identified new product specification
concept.
Develop New Product Specification Business Proposal develops and documents business
proposals for the identified new product specification concept (including if necessary a
specification requirements, including the specific service specifications and resource
specifications used to realize the product specification.
In addition, this process defines the attributes of the product specification which form
the basis for associated product offering(s)' used for advertising and sales. The business
product specification proposal. As a part of the business proposal development a
feasibility assessment can be produced.
Potential other parties who can assist in the development of the product specification
are also identified via interaction with the Determine Potential Parties sub-process
within Party Tender Management. As a part of the process, the business proposal is
available.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Identify New Product Specification Requirements

Brief Description
Identify the new product specification requirements, including the proposed service and
resource specifications used to realize the product specification.

Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Identify New Product Specification Development Costs and Anticipated Benefits

Brief Description
Identify the development costs and anticipated benefits. This includes forecasted
demand, revenue gains, productivity gains, performance improvements, and/or
operational cost improvements.
Identify New Product Specification Development Costs and Anticipated Benefits
identifies the development costs and anticipated benefits. This includes forecasted
It also defines the proposed attributes of the product specification which form the basis
for associated product offering(s) used for advertising and sales.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Assess New Product Specification Risks and Competitive Positioning

Brief Description
Assess the risks and the competitive positioning of the product specification proposal.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Develop New Product Specification Feasibility Assessment

Brief Description
Produce new product specification feasibility assessment.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Prepare New Product Specification Business Proposal

Brief Description
Assemble the various components of the new product specification business proposal

for issuance to parties involved in the approval of it or other parties involved in this
activity.
Prepare New Product Specification Business Proposal assembles the various
components of the new product specification business proposal for issuance to parties
involved in the approval of it or other parties involved in this activity.
The components are the parts of the proposal that have been developed by other
Develop New Product Specification Business Proposal processes, such as Assess New
Product Specification Risks and Competitive Positioning.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Issue New Product Specification Business Proposal Notification

Brief Description
Send the new product specification business proposal notification to involved parties.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Approve New Product Specification Business Proposal

Brief Description
Approve the new product specification business proposal. As a result of the approval
development of the detailed product specification commences.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.2.7.1.2.5 Prepare New Product Specification Business Proposal

Figure 86: 1.2.7.1.2.5 Prepare New Product Specification Business Proposal decomposition
Prepare New Product Specification Business Proposal

Brief Description
Assemble the various components of the new product specification business proposal
for issuance to parties involved in the approval of it or other parties involved in this
activity.
Prepare New Product Specification Business Proposal assembles the various
components of the new product specification business proposal for issuance to parties
involved in the approval of it or other parties involved in this activity.
Develop New Product Specification Business Proposal processes, such as Assess New
Product Specification Risks and Competitive Positioning.
Explanatory
N/A

Mandatory
N/A
Optional
N/A
Interactions
N/A
Provide New Product Specification Business Proposal Notification

Brief Description
Issue new product specification business proposal to parties involved in the approval of
it or to other parties involved in some way with the approval process.
Provide New Product Specification Business Proposal Notification issues notifications to
parties involved in the approval of it or to other parties involved in some way with the
approval process. the parties may be those who approve the proposal or those that are
informed about it, and so forth.
It also identifies involved parties to whom notifications should be sent. These parties
are specified by the Manage New Product Specification Notification Involved Party
process.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Manage New Product Specification Involved Party

Brief Description
Track individuals and organizations playing various roles who are involved in some way
with the approval of a new product specification business proposal.

Manage New Product Specification Notification Involved Party keeps track of
individuals and organizations playing various roles who are involved in some way with
the approval of a new product specification business proposal. Included is the type of
involvement, such as those responsible for the approval process or those who should be
informed about the new product specification business proposal.
This process communicates these, via a process flow, to the applicable Process
Management & Support process in the Enterprise domain which maintains the
association between parties playing a variety of roles and the processes in which they
are involved.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.2.7.1.3 Develop Detailed Product Specification
Figure 87: 1.2.7.1.3 Develop Detailed Product Specification decomposition
Develop Detailed Product Specification


Brief Description
Develop and document the detailed product specification-related commercial, technical,
performance and operational specifications, and customer manuals.
Develop Detailed Product Specification develops and documents the detailed product
specification-related commercial, technical, performance and operational specifications,
and customer manuals. These processes develop and document the required product
features, the associated service or resource specifications that represent the realization
of the product specification., the specific performance and operational requirements
and support activities, and any product specific data required for the service and
resource infrastructure. The processes ensure that all detailed specifications are
aspects of a product specification, such as features, it is assumed that the "develop"
processes also perform updates and removals.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Develop Detailed Product Commercial Specifications

Brief Description
Develop the product specification, develop the required non-configurable product
specification features, as well as other commercial aspects of the specification.
Develop Detailed Product Commercial Specifications develops the product specification,
which also includes grouping/bundling of specifications and versioning of the
specifications. Groups/bundles may include specifications on-boarded from other
parties. Required non-configurable features known as characteristics are developed.
The process also associates the specification with one or more product lines and/or
product categories. If a product line or category does not exist one is created.

Associations to suggested pricing for product offerings based on the specification are
also developed.
Associations between and among product specifications are developed. These

associations represent business rules, such as migration, substitution, dependency, or
exclusivity between and among the specifications.
The process ensures that all detailed specifications are produced and appropriately
documented. Additionally the processes ensure that the documentation is captured in
an appropriate enterprise repository.
aspects of a product specification, such as groupings and features, it is assumed that the
sub-processes also perform updates and removals.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Develop Detailed Product Technical Specifications

Brief Description
Develop and document the detailed product-related technical specifications.
Develop Detailed Product Technical Specifications develops and documents the detailed
product-related technical specifications. It associates the specification with the service
and resource specifications that represent the realization of the product specification. It
ensures that all detailed specifications are produced and appropriately documented.
And it ensures that the documentation is captured in an appropriate enterprise
repository.
Explanatory
N/A
Mandatory
N/A

Optional
N/A
Interactions
N/A
Develop Detailed Product Performance Specifications

Brief Description
These processes develop and document the detailed product specification-related
performance specifications.
These processes develop and document the detailed product specification-related
Performance specifications include the creation of metrics used to measure the

performance of individual specifications as well as on or more Key Quality Indicators
(KQIs) grouped into service level specifications used for service level agreements. Note,
that while this process creates the association to the KQIs, the Develop Service Level
Specification process in Service Development & Retirement manages the lifecycle of
service level specifications and the KQIs.
The processes ensure that all detailed specifications are produced and appropriately
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Develop Detailed Product Operational Specifications

Brief Description
Develop and document the detailed product-related operational specifications.

Develop Detailed Product Operational Specifications develops and documents the
detailed product-related operational specifications. These processes develop and
document the specific operational requirements and support activities, along with any
product specific data required for the service and resource 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.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Develop Detailed Product Customer Manuals

Brief Description
Develop and document the detailed customer manuals.
Develop Detailed Product Customer Manuals develops and documents the detailed
customer manuals. The processes ensure that all detailed specifications are produced
and appropriately documented. Additionally the processes ensure that the
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

1.2.7.1.3.1 Develop Detailed Product Commercial Specifications
Figure 88: 1.2.7.1.3.1 Develop Detailed Product Commercial Specifications decomposition
Develop Detailed Product Commercial Specifications

Brief Description
Develop the product specification, develop the required non-configurable product
specification features, as well as other commercial aspects of the specification.
Develop Detailed Product Commercial Specifications develops the product specification,
which also includes grouping/bundling of specifications and versioning of the
specifications. Groups/bundles may include specifications on-boarded from other
parties. Required non-configurable features known as characteristics are developed.
The process also associates the specification with one or more product lines and/or
product categories. If a product line or category does not exist one is created.
Associations to suggested pricing for product offerings based on the specification are
also developed.
Associations between and among product specifications are developed. These

associations represent business rules, such as migration, substitution, dependency, or
exclusivity between and among the specifications.
The process ensures that all detailed specifications are produced and appropriately
aspects of a product specification, such as groupings and features, it is assumed that the
sub-processes also perform updates and removals.
Explanatory
N/A

Mandatory
N/A
Optional
N/A
Interactions
N/A
Define Product Specification

Brief Description
Develop product specification and groupings and create version information as needed
for a product specification.
Define Product Specification develops the product specification, which also includes
grouping/bundling of specifications and versioning of the specifications. Groups/bundles
may include specifications on-boarded from other parties. The groups/bundles typically
contain product specifications that are always included together and not separately
priced.
When necessary version information, such as version number, version date, and a
description of the version, are created.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Define Product Specification Features/Properties

Brief Description
Define non-configurable features known as characteristics for a product specification.

Define Product Specification Features/Properties defines non-configurable features
known as characteristics. For example, the title of a movie or the temperature range for
a smart thermometer. Note that configurable features/properties are managed by the
Product Configuration Management process and that this process uses a generalized set
of processes to create the features/properties. This process focuses on associating them
with a product specification.
Features/properties can be shared among product specifications and can also be

grouped. For example, a group of environmental properties or a group of technical
properties.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Define Product Specification Type

Brief Description
Associate the specification with one or more product lines and/or product categories.
Define Product Specification Type associates the specification with one or more product
lines and/or product categories, collectively called a product specification type. If a
product line or category does not exist one is created.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Associate Price to Product Specification

Brief Description
Associate a product specification to suggested pricing for product offerings.
Associate Price to Product Specification associates a product specification to suggested
pricing for product offerings. These prices can be used to assist in determining the price
associated with an offering.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Define Inter-Product Specification Association

Brief Description
Define associations (relationships) between and among product specifications.
Define Inter-Product Specification Association defines associations (relationships)
between and among product specifications. These associations represent business
rules, such as migration, substitution, dependency, or exclusivity between and among
the specifications.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Ensure Product Specification Documentation Production

Brief Description
Ensure that all detailed specifications are produced and appropriately documented.
Ensure Product Specification Documentation Production ensures that all detailed
specifications are produced and appropriately documented. Additionally the processes
ensure that the documentation is captured in an appropriate enterprise repository.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.2.7.2 Product Offering Development & Retirement
Figure 89: 1.2.7.2 Product Offering Development & Retirement decomposition

Brief Description
both.

Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Product Offering Lifecycle Management

Brief Description
Develop and deliver new product offerings as well as enhancements to existing offerings
and new features, ready for use by other processes. Offerings may represent new
entrants into the market that are based on new product specifications. The processes
develop various pricing models for offerings and catalogs that contain the offerings.
Additionally the processes handle the exit of offerings from the market.
Product offerings represent the types of services and resources made available to the
market by an enterprise.
Product Offering Lifecycle Management develops and delivers new product offerings as
well as enhancements to existing offerings and new features, ready for use by other
processes. Offerings may represent new entrants into the market that are based on
new product specifications. The processes develop various pricing models for offerings
and catalogs that contain the offerings. Additionally the processes handle the exit of
offerings from the market.

broadened by these offerings or new offering features. These processes also manage
updates and enhancements to product offerings. Business case development tracking
and commitment are key elements of this process.
Note that some of these processes, such as Gather New Product Offering Ideas and
Develop New Product Offering Business Proposal, may be performed in conjunction
with the equivalent process in Product Specification Development & Retirement. For
example, if ideas for a new specification or feature are being developed ideas on how to
offer it to the market may also be gathered; or if a new offering is being considered it
may require new features defined for the specification or one or more new
specifications to be developed for it.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Product Offering Pricing

Brief Description
Manage the lifecycle of standard pricing, policy-based pricing, algorithmic pricing, and
feature/property-based pricing associated with product offering.
Product Offering Pricing manages all aspects of pricing for product offerings. This
includes standard pricing, policy-based pricing, algorithmic pricing, and
feature/property-based pricing. Standard pricing processes set the price, develop pricing
plans, update prices, obtain approval for pricing, provide notifications of price changes,
and remove prices.
The other types of prices define various forms of rules that determine what price should
be used under certain conditions. For example, policy-based pricing may determine if a
customer qualifies for a discount based on what product offerings are ordered,
algorithmic pricing defines matrices of properties/features used to determine a price,

feature/property-based pricing determines a price based on the selection of one or

more properties or features by a customer.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Product Offering Cataloging

Brief Description
Develop a specification (definition) of a catalog containing product offerings, develop a
product offering catalog, and exchange a catalog among parties.
Product Offering Cataloging develops a specification (definition) for a catalog containing
product offerings, develops a product offering catalog, and exchanges a catalog among
parties.
Product catalog specifications define reusable definitions for one or more catalogs. For
example, a catalog specification that defines a catalog of smart home devices that is
updated with new devices periodically and issued as a new catalog.
Product catalogs can be exchanged by sending a catalog to another party and receiving
a catalog from another party. The receiving party could be a prospect, a customer, or
another enterprise that may become a business partner that makes an enterprise's
offerings available to the market Similarly a catalog received from another party may be
a prelude to the possible on-boarding of the parties offerings.
Note that this process reuses a set of generalized cataloging processes that can also be
used to develop service catalogs and resource catalogs.
Explanatory
N/A
Mandatory
N/A

Optional
N/A
Interactions
N/A
Product Offering Agreement Management

Brief Description
Develop a template agreement that defines the terms/conditions associated with a
product offering.
Product Offering Agreement Management develops a template agreement that defines
the terms/conditions associated with a product offering. The terms/conditions are
accepted by a party when the offering is acquired.
This process uses the general Party Agreement Management process to develop a
template agreement. Its focus is on defining product offering terms/conditions, such as
financial terms (which includes such things as acceptable methods of payment),
shipment terms, and service term (which includes early termination fees). It also
associates an offering and price(s) with the terms/conditions and with a template
agreement.
Note that Party Agreement Management is also used to define template service level
agreements and associate them to a product offering and/or a product specification.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Product Offering Prototyping

Brief Description
Iteratively develop a product offering to a state that enables it to be tested in some way.

Product Offering Prototyping iteratively develops a product offering. Product Offering
Development & Retirement processes develop each iteration of the offering to a state
that enables it to be tested in some way by the Product Offering Development &
Retirement’s Conduct Product Offering Acceptance Testing process. Tests can be
conducted internally, in the form of a pilot, or field trial. Tests are measured against
defined acceptance criteria. Identified improvements/enhancements are made during
the next iteration based on test results. Once the final iteration tests are accepted the
offering is rolled out and launched to the market at large.
Note: This process is not further decomposed, because the process uses existing
Product Offering Development & Retirement processes.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Product Offering Promotion Development

Brief Description
Develop a promotion for one or more product offerings delivered using different
mediums (television, radio, print, online) that advertise the promotion to reach the
market, customers and channels.
Product Offering Promotion Development develops a promotion for one or more
product offerings delivered using different mediums (television, radio, print, online) that
advertise the promotion to reach the market, customers and channels.
Product offering promotions can be designed with different ends in mind, including
introducing a new product, retaining customers, bringing in new customers, and
increasing sales of a product already on the market.
Product Offering Promotion Development works with other processes, such as Market
Research, Marketing Campaign Management, Marketing Communications, and
Advertising Management to design the promotion and advertising, One of the key roles

of all these processes is to position the product in the market, especially versus
competitive products.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.2.7.2.1 Product Offering Lifecycle Management
Figure 90: 1.2.7.2.1 Product Offering Lifecycle Management decomposition

Brief Description

Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Gather & Analyze New Product Offering Ideas


Brief Description
identify new product offering opportunities.
Gather & Analyze New Product Offering Ideas researches and analyzes demographic,
customer, technology and marketing information to identify new product offering
opportunities such as a new entrant (based on an existing product specification or a new
product specification), enhanced feature(s) to an existing offering, or a new bundle of
offerings, that will be introduced to the market.
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.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Develop New Product Offering Business Proposal

Brief Description
Develop and document business proposals for the identified new product offering
concept.
Develop New Product Offering Business Proposal develops and documents business
proposals for the identified new product offering concept (including if necessary a
offering requirements, including the possible sales channels that will deliver the
offerings to customers and locations for which the offering is available.

In addition, these processes define the attributes specific to product offering, as defined
by the associated product specification, and used for advertising and sales. The business
product offering proposal. As a part of the business proposal development a feasibility
assessment can be produced.
Potential other parties who can assist in the development of the product offering are
also identified via interaction with the Determine Potential Parties sub-process within
Party Tender Management. As a part of the process, the business proposal is
available.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Develop Detailed Product Offering

Brief Description
Develop and document the detailed product offering, and its related commercial and
Develop Detailed Product Offering develops and documents the detailed product
offering-related commercial and performance specifications. These processes develop
and document the features specific to an offering as defined by the associated product
specification. The processes ensure that all detailed offerings are produced and
appropriately documented. Additionally the processes ensure that the documentation is
captured in an appropriate enterprise repository.
aspects of a product offering, such as features and associated sales channels and
locations, it is assumed that the "develop" processes also perform updates and
removals.

Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Conduct Product Offering Acceptance Testing

Brief Description
Conduct acceptance testing of new and enhanced products in preparation for
Conduct Product Offering Acceptance Testing manages acceptance testing of a new and
enhanced product offering into the market and handover for ongoing rollout.
Acceptance testing is conducted using commercial pilots or market trials of the offering
or prototypes of it, 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 offering to allow full
rollout. At the conclusion of the pilots and/or trials when the product offering passes its
acceptance tests or defined acceptance criteria the offering is ready for launch/rollout
to the market.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Assess Performance of Existing Product Offering


Brief Description
Analyze the performance of an existing product offering to identify inadequacies and
Assess Performance of Existing Product Offering analyzes the performance of an existing
product offering to identify inadequacies and required improvements. The process uses
information from customers and from operational activities to identify required
improvements.
Required improvements may involve those to a product specification upon which the
offering is based. In this case the improvements are communicated to the Develop
Detailed Product Specification process.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Manage Product Offering Exit

Brief Description
Identify an existing product offering which is unviable and manage the processes to exit
it from the market.
Manage Product Offering Exit identifies an existing product offering which is unviable
and manages the process to exit it from the market. It analyzes an existing product
offering to identify if it is economically or strategically, 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.
Explanatory
N/A

Mandatory
N/A
Optional
N/A
Interactions
N/A
Rollout/Launch Product Offering

Brief Description
new or enhanced product offering and conduct operations readiness testing and
acceptance.
Rollout/Launch Product Offering supports the operational introduction of new
processes and infrastructure to support a new or enhanced product offering and are
responsible for conducting operations readiness testing and acceptance. It develops the
procedures for the specific fulfillment, assurance and revenue generation processes and
keeps them up to date. After successful testing, accept the new or enhanced process
Develop policy support and decision support knowledge for a product offering.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Manage Product Offering Development

Brief Description
required product offering capabilities for that business case across the enterprise.

Manage Product Offering Development ensures the co-coordinated delivery in line with
the approved business case of all required product offering capabilities for that business
case across the enterprise. These processes may use project management disciplines
when a project is created to develop a new product offering to deliver the necessary
capabilities, including process development, specific systems & network infrastructure
developments, specific channel developments, specific operational procedures, and so
forth. required to support the new product offering.
Note that delivery of a product offering within the context of existing commercial
agreements is managed through the Party Offering Development & Retirement process.
If new partners are required, the Party Agreement Management process is used to
deliver the necessary commercial agreements.
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
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.2.7.2.1.1 Gather & Analyze New Product Offering Ideas

Figure 91: 1.2.7.2.1.1 Gather & Analyze New Product Offering Ideas decomposition
Gather & Analyze New Product Offering Ideas

Brief Description
identify new product offering opportunities.
Gather & Analyze New Product Offering Ideas researches and analyzes demographic,
customer, technology and marketing information to identify new product offering
opportunities such as a new entrant (based on an existing product specification or a new
product specification), enhanced feature(s) to an existing offering, or a new bundle of
offerings, that will be introduced to the market.
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.
Explanatory
N/A
Mandatory
N/A
Optional
N/A

Interactions
N/A
Gather Product Offering Ideas

Brief Description
Research demographic, customer, technology and marketing information.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Identify Product Offering Opportunities and Requirements

Brief Description
Identify potential opportunities and capture requirements from the sales organization
relating to enhancements to support the possible offer(s) that may be made available to
the market.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Develop New Product Offering Opportunity Concepts

Brief Description
Compare current capabilities with the identified product offering opportunities, and as a
result of the analysis develop new opportunity concepts. The concepts include an
analysis of the customer value proposition.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.2.7.2.1.2 Develop New Product Offering Business Proposal
Figure 92: 1.2.7.2.1.2 Develop New Product Offering Business Proposal decomposition
Develop New Product Offering Business Proposal

Brief Description
Develop and document business proposals for the identified new product offering
concept.

Develop New Product Offering Business Proposal develops and documents business
proposals for the identified new product offering concept (including if necessary a
offering requirements, including the possible sales channels that will deliver the
offerings to customers and locations for which the offering is available.
In addition, these processes define the attributes specific to product offering, as defined
by the associated product specification, and used for advertising and sales. The business
product offering proposal. As a part of the business proposal development a feasibility
assessment can be produced.
Potential other parties who can assist in the development of the product offering are
also identified via interaction with the Determine Potential Parties sub-process within
Party Tender Management. As a part of the process, the business proposal is
available.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Identify New Product Offering Requirements

Brief Description
Identify the new product offering requirements, including the possible sales channels
that will deliver the offerings to customers and locations for which the offering is
available.

Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Identify New Product Offering Development Costs and Anticipated Benefits

Brief Description
Identify the development costs and anticipated benefits. This includes forecasted
Identify New Product Offering Development Costs and Anticipated Benefits identifies
the development costs and anticipated benefits. This includes forecasted demand,
revenue gains, productivity gains, performance improvements, and/or operational cost
improvements.
It also defines the proposed attributes specific to the product offering based on those
for the associated product specification and used for advertising and sales.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Assess New Product Offering Risks and Competitive Positioning


Brief Description
Assess the risks and the competitive positioning of the product offering proposal.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Develop New Product Offering Feasibility Assessment

Brief Description
Produce new product offering feasibility assessment.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Prepare New Product Offering Business Proposal

Brief Description
Assemble the various components of the new product offering business proposal for
issuance to parties involved in the approval of it or other parties involved in this activity.

Prepare New Product Offering Business Proposal assembles the various components of
the new product offering business proposal for issuance to parties involved in the
approval of it or other parties involved in this activity.
Develop New Product Offering Business Proposal processes, such as Assess New Product
Offering Risks and Competitive Positioning.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Provide New Product Offering Business Proposal Notification

Brief Description
Issue a new product offering business proposal to parties involved in the approval of it
or to other parties involved in some way with the approval process.
Provide New Product Offering Business Proposal Notification issues notifications to
are specified by the Manage New Product Offering Notification Involved Party process.
Explanatory
N/A
Mandatory
N/A
Optional
N/A

Interactions
N/A
Approve New Product Offering Business Proposal

Brief Description
Approve the new product offering business proposal. As a result of the approval
development of the detailed product offering commences.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.2.7.2.1.2.6 Provide New Product Offering Business Proposal Notification

Figure 93: 1.2.7.2.1.2.6 Provide New Product Offering Business Proposal Notification decomposition
Provide New Product Offering Business Proposal Notification

Brief Description
Issue a new product offering business proposal to parties involved in the approval of it
or to other parties involved in some way with the approval process.
Provide New Product Offering Business Proposal Notification issues notifications to
are specified by the Manage New Product Offering Notification Involved Party process.
Explanatory
N/A
Mandatory
N/A

Optional
N/A
Interactions
N/A
Manage New Product Offering Involved Party

Process Identifier: 1.2.7.2.1.2.6.1
Brief Description
with the approval of a new product offering business proposal.
Manage New Product Offering Notification Involved Party keeps track of individuals and
organizations playing various roles who are involved in some way with the approval of a
new product offering business proposal. Included is the type of involvement, such as
those responsible for the approval process or those who should be informed about the
new product offering business proposal.
are involved.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Issue New Product Offering Business Proposal Notification

Brief Description
Send the new product offering business proposal notification to involved parties.

Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.2.7.2.1.3 Develop Detailed Product Offering
Figure 94: 1.2.7.2.1.3 Develop Detailed Product Offering decomposition
Develop Detailed Product Offering


Brief Description
Develop and document the detailed product offering, and its related commercial and
Develop Detailed Product Offering develops and documents the detailed product
offering-related commercial and performance specifications. These processes develop
and document the features specific to an offering as defined by the associated product
specification. The processes ensure that all detailed offerings are produced and
aspects of a product offering, such as features and associated sales channels and
locations, it is assumed that the "develop" processes also perform updates and
removals.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Develop Detailed Product Offering Commercial Specifications

Brief Description
Develop the product offering, associate applicable features defined for its associated
product specification and/or product configuration specification, as well as other
commercial aspects of the specification.
Develop Detailed Product Offering Commercial Specifications develops the product
offering, which includes the development of bundled offerings. Bundles may include
offerings on-boarded from other parties. Applicable features known as characteristics
defined from the associated product specification and/or product configuration
specification are associated to the product offering.
Prices, developed by the Product Offering Pricing core process, are associated to the
product offering.

Associations between and among product offerings are developed. These associations
represent business rules, such as migration, substitution, dependency, or exclusivity
between and among the offerings.
Associations with sales channels, market segments, and locations. and other entities are
defined.
The processes ensure that all detailed commercial specifications for the offering are
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Develop Detailed Product Offering Performance Specifications

Brief Description
Develop and document the detailed product offering-related performance
specifications.
Develop Detailed Product Offering Performance Specifications develops and documents
the detailed product offering-related performance specifications.
Performance specifications include the creation of metrics used to measure the

performance of individual offerings as well as on or more Key Quality Indicators (KQIs)
grouped into service level specifications used for service level agreements. Note, that
while this process creates the association to the KQIs, the Develop Service Level
Specification process in Service Development & Retirement manages the lifecycle of
service level specifications and the KQIs.
The processes ensure that all detailed specifications are produced and appropriately

Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.2.7.2.1.3.1 Develop Detailed Product Offering Commercial Specifications
Figure 95: 1.2.7.2.1.3.1 Develop Detailed Product Offering Commercial Specifications decomposition
Develop Detailed Product Offering Commercial Specifications

Brief Description
Develop the product offering, associate applicable features defined for its associated
product specification and/or product configuration specification, as well as other
commercial aspects of the specification.
Develop Detailed Product Offering Commercial Specifications develops the product
offering, which includes the development of bundled offerings. Bundles may include
offerings on-boarded from other parties. Applicable features known as characteristics
defined from the associated product specification and/or product configuration
specification are associated to the product offering.
Prices, developed by the Product Offering Pricing core process, are associated to the
product offering.
Associations between and among product offerings are developed. These associations
represent business rules, such as migration, substitution, dependency, or exclusivity

between and among the offerings.
Associations with sales channels, market segments, and locations. and other entities are
defined.
The processes ensure that all detailed commercial specifications for the offering are
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Define Product Offering

Brief Description
Develop product offering, including bundles.
Define Product Offering develops the product offering, which also includes a bundled
offering and the number of offerings allowable to be chosen as part of the bundle.
Bundles may include offerings on-boarded from other parties.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Define Product Offering Features/Properties

Brief Description
Associate features, known as characteristics, to an offering.
Define Product Offering Features/Properties associates features/properties known as
characteristics to an offering. These features/properties are defined for the associated
product specification and/or product configuration specification. For example, the
format of a movie may determine the price for the offering.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Associate Price to Product Offering

Brief Description
Associate a product offering to a product offering price.
Associate Price to Product Offering associates a product offering to product offering
price. Prices are developed by Product Offering Pricing.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Define Inter-Product Offering Association

Brief Description
Define associations (relationships) between and among product offerings.
Define Inter-Product Offering Association defines associations (relationships) between
and among product offerings. These associations represent business rules, such as
migration, substitution, dependency, or exclusivity between and among the offerings.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Define Product Offering Associations

Brief Description
Associate a product offering with other entities, such as sales channels, market
segments, and locations.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Ensure Product Offering Documentation Production


Brief Description
Ensure that all detailed commercial specifications for a product offering are produced
and appropriately documented.
Ensure Product Offering Documentation Production ensures that all detailed
specifications are produced and appropriately documented for a product offering.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.2.7.2.1.4 Conduct Product Offering Acceptance Testing
Figure 96: 1.2.7.2.1.4 Conduct Product Offering Acceptance Testing decomposition
Conduct Product Offering Acceptance Testing

Brief Description
Conduct acceptance testing of new and enhanced products in preparation for

Conduct Product Offering Acceptance Testing manages acceptance testing of a new and
enhanced product offering into the market and handover for ongoing rollout.
Acceptance testing is conducted using commercial pilots or market trials of the offering
or prototypes of it, 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 offering to allow full
rollout. At the conclusion of the pilots and/or trials when the product offering passes its
acceptance tests or defined acceptance criteria the offering is ready for launch/rollout
to the market.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Manage Product Offering Acceptance Testing

Brief Description
Manage the introduction of a new product offering using commercial pilots and/or
market trials.
Manage Product Offering Acceptance Testing manages the introduction of a new
product offering using commercial pilots and/or market trials of the offering or
prototypes of it. Define acceptance tests and/or acceptance criteria. Identify
participants (individuals/organizations) that will participate in the testing.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Identify Product Offering Issues

Brief Description
Identify the shortcomings or issues in the product.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Manage Product Offering Improvements

Brief Description
Manage the necessary improvements to the product to allow full rollout.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Approve Product Offering for Launch/Rollout


Brief Description
Approve the product offering for launch/rollout at the conclusion of the pilots and/or
trials if/when the product passes its acceptance tests or defined acceptance criteria.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.2.7.2.1.4.1 Manage Product Offering Acceptance Testing
Figure 97: 1.2.7.2.1.4.1 Manage Product Offering Acceptance Testing decomposition
Manage Product Offering Acceptance Testing

Brief Description
Manage the introduction of a new product offering using commercial pilots and/or
market trials.

Manage Product Offering Acceptance Testing manages the introduction of a new
product offering using commercial pilots and/or market trials of the offering or
prototypes of it. Define acceptance tests and/or acceptance criteria. Identify
participants (individuals/organizations) that will participate in the testing.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Define Product Offering Acceptance Test

Brief Description
Define product offering acceptance tests and acceptance criteria.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Identify Product Offering Acceptance Test Participants

Brief Description
Identify participants (individuals/organizations) that will participate in the testing.

Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Conduct Product Offering Acceptance Test

Brief Description
Conduct acceptance test using pilots and/or market trials.
Conduct Product Offering Acceptance Test uses commercial pilots and/or market trials
of the offering or prototypes of the offering.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.2.7.2.1.6 Manage Product Offering Exit

Figure 98: 1.2.7.2.1.6 Manage Product Offering Exit decomposition
Manage Product Offering Exit

Brief Description
Identify an existing product offering which is unviable and manage the processes to exit
it from the market.
Manage Product Offering Exit identifies an existing product offering which is unviable
and manages the process to exit it from the market. It analyzes an existing product
offering to identify if it is economically or strategically, 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.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Identify Unviable Product Offering

Brief Description
Analyze an existing product offering to identify if it is economically or strategically
unviable.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Identify Product Offering Exit Impact

Brief Description
Identify the impact of the exit of the product offering.
Identify Product Offering Exit Impact identifies customers impacted by any exit, and
develop customer specific or market segment exit or migration strategies.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Develop Product Offering Exit Strategies


Brief Description
Develop infrastructure transition and/or replacement strategies.
Develop Product Offering Exit Strategies develops 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.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Exit Product Offering from Market

Brief Description
Remove a product offering, either by deleting it or indicating it is no longer valid.
Exit Product Offering from Market removes a product specification, either by deleting it
or indicating it is no longer valid. Notifications are sent to the Product Specification
Development & Retirement process so it can determine if the related specifications
should also be removed. Additionally a notification may be sent to the Party Offering
Development & Retirement process so that it can determine if any on-boarded product
offerings should also be removed.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

1.2.7.2.1.7 Rollout/Launch Product Offering
Figure 99: 1.2.7.2.1.7 Rollout/Launch Product Offering decomposition
Rollout/Launch Product Offering

Brief Description
new or enhanced product offering and conduct operations readiness testing and
acceptance.
Rollout/Launch Product Offering supports the operational introduction of new
processes and infrastructure to support a new or enhanced product offering and are
responsible for conducting operations readiness testing and acceptance. It develops the
procedures for the specific fulfillment, assurance and revenue generation processes and
keeps them up to date. After successful testing, accept the new or enhanced process
Develop policy support and decision support knowledge for a product offering.
Explanatory
N/A
Mandatory
N/A
Optional
N/A

Interactions
N/A
Develop Product Offering Procedures

Brief Description
Develop the procedures for the specific fulfillment, assurance and revenue generation
processes for a new or enhanced product offering.
Develop Product Offering Procedures develops the procedures for the specific
fulfillment, assurance and revenue generation processes for a new or enhanced product
offering as well as keeping them up to date.
Develop policy support and decision support knowledge for these product offering
processes and procedures.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Support Product Offering Operational Introduction

Brief Description
Support the operational introduction of new processes and infrastructure for a new or
enhanced product offering.
Explanatory
N/A
Mandatory
N/A

Optional
N/A
Interactions
N/A
Conduct Operational Readiness Testing

Brief Description
Conduct operations readiness testing and acceptance.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Accept Product Offering Process Capabilities

Brief Description
Accept the new or enhanced process capabilities and manage a full-scale introduction
for general availability.
Explanatory
N/A
Mandatory
N/A
Optional
N/A

Interactions
N/A
1.2.7.2.2 Product Offering Pricing
Figure 100: 1.2.7.2.2 Product Offering Pricing decomposition

Brief Description
and remove prices.
Explanatory
N/A

Mandatory
N/A
Optional
N/A
Interactions
N/A
Standard Product Offering Pricing

Brief Description
Set the price, develop pricing plans, update prices, obtain price approval, provide
notifications of price changes, and remove prices.
Standard Product Offering Pricing sets the price, develops pricing plans, updates prices,
obtains price approval, provides notifications of price changes, and removes prices.
Prices are set for a variety of prices such as recurring, non-recurring, discounts,
allowances. Pricing plans represent groupings of product offering prices, such as a plan
composed of a recurring charge and a number of usage based charges. New, updated,
and discontinued prices can go through an approval process if needed and notifications
of them can be provided to internal and/or external parties such as customers and/or
partners. Once a price lives its useful life it can be removed.
Note that the notification and approval processes can be reused by the other pricing
related core processes for any additions, modifications, or removals associated with
other types of prices whose lifecycles are managed by the other core processes into
which the Product Offering Pricing process decomposes.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Policy-based Product Offering Pricing

Brief Description
Develop product offering pricing specific policy components used to determine the price
of a product offering and to define cross-offering price policy rules.
Policy-based Product Offering Pricing develops product offering pricing specific policy
components used to determine the price of a product offering and to define cross-
offering price policy rules. This process develops pricing specific product offering price
policy conditions, actions, variables and values.
The price of a product is often dependent upon the procurement of another product for
a particular price, another product offering, or another product offering of the same
type. For example, if a premium software package is purchased then two from a choice
of five other software packages are provided free.
As with other pricing processes this process interacts with the Provide Product Offering
Price Notification and Obtain Product Offering Price Approval processes to provide
notifications and gain approval of any actions taken by this process.
These processes represent product offering pricing specific extensions to them. To date
the generic processes have not yet been developed.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Algorithmic Product Offering Pricing

Brief Description
Develop a product offering pricing algorithmic matrix specification and the content of
the matrix. The matrix is used to determine the price to charge/allow for a product that
meet the criteria in the matrix, particularly for variable charges/allowances. For
example, the amount to charge for data usage for some period.

Algorithmic Product Offering Pricing develops (creates, modifies, deletes) a product
offering pricing algorithmic matrix specification and the content of the matrix. The
matrix is used to determine the price to charge/allow for a product that meet the
criteria in the matrix, particularly for variable charges/allowances. For example, the
amount to charge for data usage for some period.
Matrix specification development includes defining the matrix and its rows and
columns. The rows and columns represent the criteria evaluated to determine the
charge/allowance. They represent such things as types of product features/properties,
types of product offering prices, algorithmic specific criteria such as type of customer,
and so forth.
Matrix development defines a matrix based on a matrix specification, the content of

matrix cells, as well as the product offering to which it applies. The cells represent the
values for the product features/properties, such as excess data usage rates, product
offering prices that will be charged/allowed, and values for algorithmic evaluation such
as student, normal, or very important person (VIP) types of customers.
Note that this process is meant to use/interact with generic property/feature processes
to define them. To date the generic processes have not yet been developed.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Feature/Property Product Offering Pricing

Brief Description
Define simple to complex feature/property-based product offering pricing.

Feature/Property Product Offering Pricing defines (creates, modifies, removes) simple
to complex feature/property-based product offering pricing. Simple pricing is based on
an association between one or more features/properties and a product offering price.
For example, the price may vary based on the speed of internet connectivity. Complex
pricing is defined by a group of features/properties upon which series of operations is
performed to determine the price. For example, the price for a movie may be based on
the title and format. A feature/property is also known as a characteristic.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.2.7.2.2.1 Standard Product Offering Pricing
Figure 101: 1.2.7.2.2.1 Standard Product Offering Pricing decomposition
Standard Product Offering Pricing


Brief Description
Set the price, develop pricing plans, update prices, obtain price approval, provide
notifications of price changes, and remove prices.
Standard Product Offering Pricing sets the price, develops pricing plans, updates prices,
obtains price approval, provides notifications of price changes, and removes prices.
Prices are set for a variety of prices such as recurring, non-recurring, discounts,
allowances. Pricing plans represent groupings of product offering prices, such as a plan
composed of a recurring charge and a number of usage based charges. New, updated,
and discontinued prices can go through an approval process if needed and notifications
of them can be provided to internal and/or external parties such as customers and/or
partners. Once a price lives its useful life it can be removed.
Note that the notification and approval processes can be reused by the other pricing
related core processes for any additions, modifications, or removals associated with
other types of prices whose lifecycles are managed by the other core processes into
which the Product Offering Pricing process decomposes.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Set Product Offering Price

Brief Description
Set (create) a variety of prices such as recurring, non-recurring, discounts, allowances.
Set Product Offering Price sets (creates) a variety of prices such as recurring, non-
recurring, discounts, allowances.
Price events that trigger a price are also defined by creating an event and associating it
with a price. Additionally, the applicability of a price to one or more geographic areas
are defined.

Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Develop Product Offering Pricing Plan

Brief Description
Create and modify a group of product offering prices that represent a price plan for a
product offering. Other processes provide notifications and approve the creation and
updates.
Develop Product Offering Price Plan creates and modifies a grouping of product offering
prices that represent a price plan for a product offering. For example a plan may consist
of a recurring charge for a data plan and a charge for excess data usage.
Modification of the plan may include removing and adding product offering prices to the
plan.
These processes interact with the Provide Product Offering Price Notification and Obtain
Product Offering Price Approval processes to provide notifications of suggested new and
changed price plans to parties who approve or are involved in some way, obtain
approval to make them, then create or update the price. Once created or changed,
notifications are sent to all involved parties, such as approvers, those consulted, and
other involved parties.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Modify Product Offering Price

Brief Description
Suggest an update to a product offering price and upon approval make the update.
Other processes provide notifications and approve the updates.
Modify Product Offering Price suggests a change to a product offering price plan.
It interacts with the Provide Product Offering Price Notification

and Obtain Product Offering Price Approval processes to provide notifications of
suggested changes to parties who approve changes or have some other level of
involvement, obtain approval to make the changes, and make the changes. Once
changed, notifications are sent to all involved parties, such as approvers, those
consulted about the changes, and other involved parties.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Obtain Product Offering Price Approval

Brief Description
Approve all creations, modifications, and removals of product offering prices and price
plans.
Obtain Product Offering Price Approval handles the approval of the creates,
modifications, removals/discontinues to prices and price plans by those parties involved
in the approval process. This includes any actions taken by any pricing related core
processes.
Additionally enterprise cross-product pricing approval is also obtained.

Upon approval the Provide Product Offering Price Notification process provides
notification of the approval to all involved parties.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Provide Product Offering Price Notification

Brief Description
Issue pricing related notifications to involved parties.
Provide Product Offering Price Notification issues notifications to involved parties of any
new and change and discontinued product offering prices. Notifications are also made
for any creates, changes, deletes made by other pricing related core processes.
have been specified by the Manage Pricing Notification Involved Party process.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Discontinue Product Offering Price

Brief Description
Discontinue a product offering price including a price plan.

Discontinue Product Offering Price discontinues a product offering price including a
price plan. Discontinue may remove the price or plan or indicate that the price or plan
is no longer valid.

and Obtain Product Offering Price Approval processes to provide notifications of the
discontinued price or plan to parties who are responsible for the approval of the
discontinuance or have some other level of involvement, obtain approval to
discontinue, and discontinue the price or plan. Once discontinued, notifications are sent
to all involved parties, such as approvers, those consulted about the discontinuance,
and other involved parties.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.2.7.2.2.1.1 Set Product Offering Price
Figure 102: 1.2.7.2.2.1.1 Set Product Offering Price decomposition
Set Product Offering Price

Brief Description
Set Product Offering Price sets (creates) a variety of prices such as recurring, non-
recurring, discounts, allowances.
Price events that trigger a price are also defined by creating an event and associating it
with a price. Additionally, the applicability of a price to one or more geographic areas
are defined.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Create Product Offering Price

Brief Description
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Define Product Offering Price Event

Brief Description
These processes define price events that trigger a price and associate it with a price.
These events are used to trigger such things the generation of charges associated with
recurring prices.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Associate Product Offering Price with Geographic Area

Brief Description
These processes associate a product offering price with one or more geographic areas to
which it applies.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.2.7.2.2.1.2 Develop Product Offering Pricing Plan

Figure 103: 1.2.7.2.2.1.2 Develop Product Offering Pricing Plan decomposition
Develop Product Offering Pricing Plan

Brief Description
Create and modify a group of product offering prices that represent a price plan for a
product offering. Other processes provide notifications and approve the creation and
updates.
Develop Product Offering Price Plan creates and modifies a grouping of product offering
prices that represent a price plan for a product offering. For example a plan may consist
of a recurring charge for a data plan and a charge for excess data usage.
Modification of the plan may include removing and adding product offering prices to the
plan.
These processes interact with the Provide Product Offering Price Notification and Obtain
Product Offering Price Approval processes to provide notifications of suggested new and
changed price plans to parties who approve or are involved in some way, obtain
approval to make them, then create or update the price. Once created or changed,
notifications are sent to all involved parties, such as approvers, those consulted, and
other involved parties.

Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Define Product Offering Price Plan

Brief Description
Create a group of product offering prices that represent a price plan for a product
offering.
Define Product Offering Price Plan creates a grouping of product offering prices that
represent a price plan for a product offering. For example a plan may consist of a
recurring charge for a data plan and a charge for excess data usage.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Modify Product Offering Price Plan

Brief Description
Modify a group of product offering prices that represent a price plan for a product
offering.
Modify Product Offering Price Plan modifies a grouping of product offering prices that

represent a price plan for a product offering. Included are the removal and addition of
product offering prices to the plan.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.2.7.2.2.1.3 Modify Product Offering Price
Figure 104: 1.2.7.2.2.1.3 Modify Product Offering Price decomposition
Modify Product Offering Price


Brief Description
Suggest an update to a product offering price and upon approval make the update.
Other processes provide notifications and approve the updates.
Modify Product Offering Price suggests a change to a product offering price plan.

and Obtain Product Offering Price Approval processes to provide notifications of
suggested changes to parties who approve changes or have some other level of
involvement, obtain approval to make the changes, and make the changes. Once
changed, notifications are sent to all involved parties, such as approvers, those
consulted about the changes, and other involved parties.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Suggest Product Offering Price Modification

Brief Description
Suggest an update to a product offering price.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Make Product Offering Price Modification

Brief Description
Make an update to a product offering price once the modification is approved.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.2.7.2.2.1.5 Provide Product Offering Price Notification

Figure 105: 1.2.7.2.2.1.5 Provide Product Offering Price Notification decomposition
Provide Product Offering Price Notification

Brief Description
Issue pricing related notifications to involved parties.
Provide Product Offering Price Notification issues notifications to involved parties of any
new and change and discontinued product offering prices. Notifications are also made
for any creates, changes, deletes made by other pricing related core processes.
have been specified by the Manage Pricing Notification Involved Party process.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Manage Pricing Notification Involved Party

Brief Description
with product offering prices.
Manage Pricing Notification Involved Party keeps track of individuals and organizations
playing various roles who are involved in some way with product offering prices.
Included is the type of involvement, such as those responsible for the approval process
or those who should be informed about any pricing related activities.
are involved.

Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Issue Pricing Notification

Brief Description
Send pricing related notifications to involved parties.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.2.7.2.2.2 Policy-based Product Offering Pricing

Figure 106: 1.2.7.2.2.2 Policy-based Product Offering Pricing decomposition
Policy-based Product Offering Pricing

Brief Description
Develop product offering pricing specific policy components used to determine the price
of a product offering and to define cross-offering price policy rules.
Policy-based Product Offering Pricing develops product offering pricing specific policy
components used to determine the price of a product offering and to define cross-
offering price policy rules. This process develops pricing specific product offering price
policy conditions, actions, variables and values.
The price of a product is often dependent upon the procurement of another product for
a particular price, another product offering, or another product offering of the same
type. For example, if a premium software package is purchased then two from a choice
of five other software packages are provided free.
These processes represent product offering pricing specific extensions to them. To date
the generic processes have not yet been developed.
Explanatory
N/A
Mandatory
N/A
Optional
N/A

Interactions
N/A
Develop Product Offering Price Condition

Brief Description
Develop a product offering price condition that represents a single constraint that
defines how a policy rule is assessed.
Develop Product Offering Price Condition develops (creates, updates, and removes) a
product offering price condition that represents a single constraint that defines how a
policy rule is assessment.
A condition is part of a policy rule that is made up of a conditions and actions.

Conditions and actions are defined by policy statements. For example a statement for a
condition may be "If a premium software package is purchased"
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Develop Product Offering Price Action

Brief Description
Develop a product offering price action that represents the outcome of the successful
evaluation of one or more policy conditions.
Develop Product Offering Price Action develops (creates, updates, and removes) a
product offering price action that represents the outcome of the successful evaluation
of one or more policy conditions.
An action is part of a policy rule that is made up of a conditions and actions. Conditions

and actions are defined by policy statements. For example a statement for an action
may be "get two software packages from a choice of five for free".
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Develop Product Offering Price Variable

Brief Description
Develop a product offering price variable that represents a product offering, product
offering price, or product specification type.
Develop Product Offering Price Variable develops (creates, updates, and removes)a
product offering price variable that represents a product offering, product offering
price, or product specification type.
A variable is part of a policy that can be used to form a policy statement. The variable
specifies an attribute or concept that should either be matched or in some way
compared to a value when a condition is evaluated or set to some value when an action
is taken. For example, "get two of five software packages".
If some cases the variables value is determined via the use of a derivation algorithm.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Develop Product Offering Price Value

Brief Description
Develop a product offering price value that represents amount expressed in money or
another medium of exchange for a product offering.
Develop Product Offering Price Value develops (creates, updates, and removes) a
product offering price value that represents amount expressed in money or another
medium of exchange for a product offering.
A value is part of a policy that can be used to form a policy statement. The value
specifies an attribute that should either be set or cleared (if used in a policy action) or
matched or compared in some way to a value of the policy variable in a policy condition.
For example "get the two software packages for free (a zero price)".
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Manage Pricing Policy Association with Product Offering

Brief Description
Create and remove the association between a product offering and the policy which
governs pricing.
Explanatory
N/A
Mandatory
N/A
Optional
N/A

Interactions
N/A
1.2.7.2.2.3 Algorithmic Product Offering Pricing
Figure 107: 1.2.7.2.2.3 Algorithmic Product Offering Pricing decomposition
Algorithmic Product Offering Pricing

Brief Description
Develop a product offering pricing algorithmic matrix specification and the content of
the matrix. The matrix is used to determine the price to charge/allow for a product that
meet the criteria in the matrix, particularly for variable charges/allowances. For
example, the amount to charge for data usage for some period.
Algorithmic Product Offering Pricing develops (creates, modifies, deletes) a product

offering pricing algorithmic matrix specification and the content of the matrix. The
matrix is used to determine the price to charge/allow for a product that meet the
criteria in the matrix, particularly for variable charges/allowances. For example, the
amount to charge for data usage for some period.
Matrix specification development includes defining the matrix and its rows and
columns. The rows and columns represent the criteria evaluated to determine the
and so forth.
Matrix development defines a matrix based on a matrix specification, the content of

matrix cells, as well as the product offering to which it applies. The cells represent the
values for the product features/properties, such as excess data usage rates, product
offering prices that will be charged/allowed, and values for algorithmic evaluation such
as student, normal, or very important person (VIP) types of customers.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Develop Algorithmic Product Offering Pricing Matrix Specification

Brief Description
Define the matrix and its rows and columns and other dimensions. The rows and
columns represent the criteria evaluated to determine the charge/allowance.
Develop Algorithmic Product Offering Pricing Matrix Specification defines (creates,

modifies, and removes) the matrix and its rows and columns and other dimensions of a
multi-dimensional matrix. The rows and columns represent the criteria evaluated to
determine the charge/allowance. They represent such things as types of product
features/properties, types of product offering prices, algorithmic specific criteria such as
type of customer, and so forth.
Note that properties/features are also known as characteristic specifications.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Develop Algorithmic Product Offering Pricing Matrix

Brief Description
Define a product offering pricing matrix based on a matrix specification, the content of
matrix cells, as well as the specific product offering to which it applies.
Develop Algorithmic Product Offering Pricing Matrix defines (creates, modifies, and
removes) a product offering pricing matrix based on a matrix specification, the content
of matrix cells, as well as the specific product offering to which it applies. The cells
represent the values for the product features/properties, such as excess data usage
rates, product offering prices that will be charged/allowed, and values for algorithmic
evaluation, such as student, normal, or very important person (VIP) types of customers.
Note that features/properties are also known as characteristic specification values.
Explanatory
N/A
Mandatory
N/A
Optional
N/A

Interactions
N/A
1.2.7.2.2.3.1 Develop Algorithmic Product Offering Pricing Matrix Specification
Figure 108: 1.2.7.2.2.3.1 Develop Algorithmic Product Offering Pricing Matrix Specification decomposition
Develop Algorithmic Product Offering Pricing Matrix Specification

Brief Description
Define the matrix and its rows and columns and other dimensions. The rows and
columns represent the criteria evaluated to determine the charge/allowance.
Develop Algorithmic Product Offering Pricing Matrix Specification defines (creates,
modifies, and removes) the matrix and its rows and columns and other dimensions of a
multi-dimensional matrix. The rows and columns represent the criteria evaluated to
determine the charge/allowance. They represent such things as types of product
features/properties, types of product offering prices, algorithmic specific criteria such as
type of customer, and so forth.

Note that properties/features are also known as characteristic specifications.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Develop Algorithmic Product Offering Pricing Matrix Specification Definition

Brief Description
Develop the base product offering pricing matrix specification and associates it to the
possible product offering(s) to which it applies..
Develop Algorithmic Product Offering Pricing Matrix Specification Definition develops
(creates, modifies, and removes) the base product offering pricing matrix specification
and associates it to the possible product offering(s) to which it applies.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Develop Algorithmic Product Offering Pricing Matrix Specification Structure

Brief Description
Develop the structure of a product offering pricing matrix by defining its rows and
columns and other dimensions.

Develop Algorithmic Product Offering Pricing Matrix Specification Structure defines
(creates, modifies, and removes) the structure of a product offering pricing matrix
including its row(s)/columns and other dimensions of a multi-dimensional matrix as well
as their sequence.
The rows and columns represent the criteria evaluated to determine the
and so forth.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.2.7.2.2.3.2 Develop Algorithmic Product Offering Pricing Matrix

Figure 109: 1.2.7.2.2.3.2 Develop Algorithmic Product Offering Pricing Matrix decomposition
Develop Algorithmic Product Offering Pricing Matrix

Brief Description
Define a product offering pricing matrix based on a matrix specification, the content of
matrix cells, as well as the specific product offering to which it applies.
Develop Algorithmic Product Offering Pricing Matrix defines (creates, modifies, and
removes) a product offering pricing matrix based on a matrix specification, the content
of matrix cells, as well as the specific product offering to which it applies. The cells
represent the values for the product features/properties, such as excess data usage
rates, product offering prices that will be charged/allowed, and values for algorithmic
evaluation, such as student, normal, or very important person (VIP) types of customers.
Explanatory
N/A
Mandatory
N/A

Optional
N/A
Interactions
N/A
Develop Algorithmic Product Offering Pricing Matrix Definition

Brief Description
Define the product offering pricing matrix and its association(s) to the specific product
offering(s) to which it applies.
Develop Algorithmic Product Offering Pricing Matrix Definition defines the product
offering pricing matrix based on a matrix specification and its association(s) to the
specific product offering(s) to which it applies.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Develop Algorithmic Product Offering Pricing Matrix Cells

Brief Description
Define the content of the product offering pricing matrix cells.
Develop Algorithmic Product Offering Pricing Matrix Cells defines the content of the
product offering pricing matrix cells.
The cells represent the values for the product features/properties, such as excess data
usage rates, product offering prices that will be charged/allowed, and values for
algorithmic evaluation such as student, normal, or very important person (VIP) types of
customers.

Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.2.7.2.2.4 Feature/Property Product Offering Pricing
Figure 110: 1.2.7.2.2.4 Feature/Property Product Offering Pricing decomposition

Feature/Property Product Offering Pricing

Brief Description
Define simple to complex feature/property-based product offering pricing.
Feature/Property Product Offering Pricing defines (creates, modifies, removes) simple
to complex feature/property-based product offering pricing. Simple pricing is based on
an association between one or more features/properties and a product offering price.
For example, the price may vary based on the speed of internet connectivity. Complex
pricing is defined by a group of features/properties upon which series of operations is
performed to determine the price. For example, the price for a movie may be based on
the title and format. A feature/property is also known as a characteristic.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Develop Simple Feature/Property Product Offering Pricing

Brief Description
Associate or disassociate a product offering price with one or more features/properties
upon which it is based.
Explanatory
N/A

Mandatory
N/A
Optional
N/A
Interactions
N/A
Develop Complex Feature/Property Product Offering Pricing

Brief Description
Define a group of features/properties upon which series of operations is performed to
determine the price of a product offering.
Develop Complex Feature/Property Product Offering Pricing defines (creates, modifies,
removes) a group of features/properties upon which series of operations is performed
to determine the price. The series of operations defines an expression that when
evaluated determines the price for the product offering. A feature/property is also
known as a characteristic.
Single members of the group can be modified and/or removed as well as the entire
group upon which the price is based.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.2.7.2.3 Product Offering Cataloging

Figure 111: 1.2.7.2.3 Product Offering Cataloging decomposition

Brief Description
parties.

Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Develop Product Offering Catalog Specification

Brief Description
Define, update, and remove the specification for a product offering catalog.
Develop Product Offering Catalog Specification defines, updates, and removes the
specification for a product catalog. It uses the generalized Develop Catalog Specification
process to develop a specific type of catalog specification, in this case a product offering
catalog specification.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Develop Product Offering Catalog

Brief Description
Define, update, and remove a product offering catalog.
Develop Product Offering Catalog defines, updates, and removes a product offering
catalog. It associates a product offering and applicable product offering prices with a

catalog. The product offering may have been developed by an enterprise or on-boarded
from another party.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Exchange Product Offering Catalog

Brief Description
Exchange a product offering catalog with another party.
Exchange Product Offering Catalog exchanges a catalog with another party engaged in
the value fabric. The exchange may be sending a product offering catalog to another
party or receiving one from another party.
It uses the generalized Exchange Catalog process to exchange a catalog, in this case a
product offering catalog.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.2.7.2.3.2 Develop Product Offering Catalog

Figure 112: 1.2.7.2.3.2 Develop Product Offering Catalog decomposition
Develop Product Offering Catalog

Brief Description
Develop Product Offering Catalog defines, updates, and removes a product offering
catalog. It associates a product offering and applicable product offering prices with a
catalog. The product offering may have been developed by an enterprise or on-boarded
from another party.
Explanatory
N/A
Mandatory
N/A
Optional
N/A

Interactions
N/A
Define Product Offering Catalog

Brief Description
Define Product Offering Catalog uses the generalized Develop Catalog process and its
sub-processes to define, update, and remove a specific type of catalog, in this case a
product offering catalog.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Associate Product Offering with Product Offering Catalog

Brief Description
Associate and disassociate a product offering to/from a product offering catalog.
Associate Product Offering with Product Offering Catalog associates a product offering
and applicable product offering prices with a catalog. The product offering may have
been developed by an enterprise or on-boarded from another party.
Explanatory
N/A
Mandatory
N/A
Optional
N/A

Interactions
N/A
1.2.7.2.4 Product Offering Agreement Management
Figure 113: 1.2.7.2.4 Product Offering Agreement Management decomposition

Brief Description
product offering.

agreement.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Define Product Offering Agreement Terms/Conditions

Brief Description
Define terms/conditions for a product offering agreement.
Define Product Offering Agreement Terms/Conditions defines product offering
terms/conditions, such as financial terms (which includes such things as acceptable
methods of payment), shipment terms, and service term (which includes early
termination fees).
The terms/conditions are accepted by a party when the offering is acquired.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Associate Product Offering and Price with Product Offering Agreement

Brief Description
Associate a product offering and price(s) with a product offering template agreement
and the product offering and price(s) with the terms/conditions.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.2.7.2.6 Product Offering Promotion Development
Figure 114: 1.2.7.2.6 Product Offering Promotion Development decomposition

Brief Description

Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Define Product Offering Promotion Scope

Brief Description
Define the specific product promotion scope to be used for positioning the product
offering(s) involved in the promotion in the marketplace.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Ensure Product Offering Promotion Capability

Brief Description
resources) so that the product promotion can begin and managed. Monitor planned
promotions and redistribute existing capability or enable new capability (people,
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Develop Product Offering Promotion

Brief Description
Manage all activities and stakeholder engagement to develop and agree on a product
offering promotion and the selection of appropriate channel or channels to support
delivery of the promotion.
Develop Product Offering Promotion manages all activities and stakeholder engagement
to develop and agree on a product offering promotion and the selection of appropriate
channel or channels to support delivery of the promotion. It also interacts with
Marketing Communications to develop promotional messages and Marketing Campaign
Management to associate promotions with a campaign.
Explanatory
N/A
Mandatory
N/A
Optional
N/A

Interactions
N/A
Start Product Offering Promotion

Brief Description
Manage and co-ordinate the delivery of the product offering promotion to the selected
channel(s).
Start Product Offering Promotion manages and co-ordinates the delivery of the product
offering promotion to the selected channel(s). It ensures that the channel(s) (owned
and/or contracted) are adequately trained and/or informed to manage the start of the
promotion, and that sufficient resources are available in the selected channel(s) to
support its start.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Monitor Product Offering Promotion Effectiveness

Brief Description

Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Modify Product Offering Promotion

Brief Description
Modify a product offering promotion to improve its effectiveness based on metric
analysis or based on feedback from recipients or stakeholders.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
End Product Offering Promotion

Brief Description
End a product offering promotion when its useful life is reached.
Explanatory
N/A

Mandatory
N/A
Optional
N/A
Interactions
N/A
Undertake Product Offering Promotion Trend Analysis

Brief Description
Undertake trend analysis on product offering promotions including the identification of
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.2.7.2.6.3 Develop Product Offering Promotion

Figure 115: 1.2.7.2.6.3 Develop Product Offering Promotion decomposition
Develop Product Offering Promotion

Brief Description
Manage all activities and stakeholder engagement to develop and agree on a product
offering promotion and the selection of appropriate channel or channels to support
delivery of the promotion.
Develop Product Offering Promotion manages all activities and stakeholder engagement
to develop and agree on a product offering promotion and the selection of appropriate
channel or channels to support delivery of the promotion. It also interacts with
Marketing Communications to develop promotional messages and Marketing Campaign
Management to associate promotions with a campaign.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Create Product Offering Promotion

Brief Description
Engage with stakeholders engagement to develop a product offering promotion and
associate it with applicable marketing campaigns and marketing communications.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Select Product Offering Promotion Delivery Channels

Brief Description
Select the appropriate channel or channels to support delivery of a product offering
promotion.
Select Product Offering Promotion Delivery Channels selects the appropriate channel or
channels to support delivery of a product offering promotion. A particular promotion
may require selection of one or several delivery channels.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Obtain Product Offering Promotion Agreement

Brief Description
Obtain stakeholder agreement for the product offering promotion.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.2.7.2.6.4 Start Product Offering Promotion
Figure 116: 1.2.7.2.6.4 Start Product Offering Promotion decomposition
Start Product Offering Promotion


Brief Description
Manage and co-ordinate the delivery of the product offering promotion to the selected
channel(s).
Start Product Offering Promotion manages and co-ordinates the delivery of the product
offering promotion to the selected channel(s). It ensures that the channel(s) (owned
and/or contracted) are adequately trained and/or informed to manage the start of the
promotion, and that sufficient resources are available in the selected channel(s) to
support its start.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Manage Product Offering Promotion Channel Capability

Brief Description
Ensure that the channel(s) (owned and/or contracted) are adequately trained and/or
informed to manage the start of the product offering promotion.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Manage Product Offering Promotion Channel Resources

Brief Description
Ensure that sufficient resources are available in the selected channel(s) to support the
start of a product offering promotion.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Wrap-up Start of Product Offering Promotion

Brief Description
Wrap-up the start of the product offering promotion.
Wrap-up Start of Product Offering Promotion completes the start of the product
offering promotion. It is coordinated with the delivery of the associated marketing
campaigns and marketing communications.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.2.7.2.6.5 Monitor Product Offering Promotion Effectiveness

Figure 117: 1.2.7.2.6.5 Monitor Product Offering Promotion Effectiveness decomposition
Monitor Product Offering Promotion Effectiveness

Brief Description
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Develop Product Offering Promotion Metrics


Brief Description
Develop metrics to gauge the effectiveness of product offering promotions.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Gather Product Offering Promotion Metrics

Brief Description
Gather product offering promotion metrics to gauge the effectiveness of promotion(s).
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Analyze Product Offering Promotion Metrics

Brief Description
Analyze gathered product offering promotion(s) metrics to identify any issues with the
promotion(s).

Analyze Product Offering Promotion Metrics analyzes gathered product offering
promotion(s) metrics to identify any issues with the promotion(s). The analysis includes
identifying any established thresholds that have been crossed and the associated
consequence (good or bad). A report is produced that reflects the effectiveness of the
product offering promotion(s).
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Suggest Product Offering Promotion Change

Brief Description
Feedback suggested marketing campaign changes to adapt it to become more effective.
Suggest Product Offering Promotion Change feeds back suggested product offering
promotion changes to adapt it to become more effective. This is based in part on the
analysis of product offering promotion metrics.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.2.8 Product Capacity Management

Figure 118: 1.2.8 Product Capacity Management decomposition
Product Capacity Management

Brief Description
Specify available product capacity and capture product capacity demand for defined
time periods. The consumption of available capacity by demand is captured for a given
time period.
Product Capacity Management specifies available product capacity and captures
product capacity demand for defined time periods. The consumption of available
product capacity by product demand is captured for a given time period. Available
product capacity and/or product capacity demand may be adjusted based on
consumption or other factors, such as reduced infrastructure availability. Available
product capacity and product capacity demand can be specified as planned or actual.
Note that this process reuses a set of generalized capacity management processes that
can also be used to manage service capacity and capacity demand as well as resource
capacity and capacity demand.
The focus of this process is to associate capacity and capacity demand with product
specifications, product offerings, and products.

Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Develop Product Capacity

Brief Description
Perform all applicable generalized capacity management processes associated with
product capacity.
Develop Product Capacity performs all generalized capacity management processes
associated with product capacity, such as specifying available capacity, monitoring, and
adjusting capacity.
Specific to product capacity is defining its associations with product specifications,

product offerings, and products.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Develop Product Capacity Demand

Brief Description
Perform all applicable generalized capacity management processes associated with
product capacity demand.

Develop Product Capacity Demand performs all generalized capacity management
processes associated with product capacity demand, such as capturing capacity
demand, consuming available capacity, monitoring capacity demand, and adjusting
capacity demand.
Specific to product capacity demand is defining its associations with product

specifications, product offerings, and products.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.2.9 Product Offering Purchasing
Figure 119: 1.2.9 Product Offering Purchasing decomposition
Product Offering Purchasing

Brief Description
Make an inbound/outbound purchase of one or more product offerings, change an
offering being purchased, review an entire purchase, and other processes that manage
the lifecycle of a purchase of one or more product offerings.
Product Offering Purchasing makes an inbound/outbound purchase of one or more
product offerings, changes an offering being purchased, reviews an entire purchase, A
purchase can also be reviewed, confirmed, tracked, canceled, completed, an offering
removed from it, and closed after payment is made and any backordered offerings have

been delivered. If necessary one or more of the offerings purchased can be returned.
Purchasing can include shopping purchases in the form of in-store, shopping cart
purchases, window shopping (a form of browsing) and purchases in the form of product
(offering) orders that result in a product being delivered to a party or from a party.
Shopping may result in an order being placed; for example if a purchase is made online
and it has to be fulfilled an order is created (such as done by Amazon, Etsy, and so
forth).
Notes:
1. A party making a purchase may choose to remain "anonymous" by not registering
with an enterprise.
2. An inbound order may be the result of a sales proposal and agreement made with a
party, such as a customer.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Initiate Product Offering Purchase

Brief Description
Initiate a product offering purchase by selecting an outbound purchase party if
applicable and create the product offering purchase. It also initiates an purchase that is
made by some party for an enterprise's product offerings.
Initiate Product Offering Purchase initiates a product offering purchase by selecting an
outbound purchase party if applicable and creates the product offering purchase in the
form of a product offering order. It also initiates an purchase that is made by some party
for an enterprise's product offerings.
In the case of an outbound product offering purchase when one or more parties may
provide the product offering a pre-purchase feasibility assessment may be conducted to
determine the party with whom the purchase will be made.

Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Manage Product Offering Purchase Selection

Brief Description
Make, change, remove, or return a product offering contained on a product offering
purchase.
Manage Product Offering Purchase Selection makes, changes, removes, or returns a
product offering contained on a product offering purchase.
Selections may be made by specifying a product offering or browsing for an offering.

Specifying an offering may be done for inbound purchases, such as those from a
customer or for outbound purchases sent to another party. Browsing may be done on
the web or within a store.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Track & Manage Product Offering Purchase

Brief Description
Coordinate provisioning activities for inbound product offering purchases, escalate

purchases that are in jeopardy of not meeting due dates, modify the purchase states,
add additional information to the purchase, and modify purchase information.
Track & Manage Product Offering Purchase monitors the jeopardy status of product
offering purchases and escalates purchases that are in jeopardy of not meeting due
dates.
Additional information may be added to the product offering purchase and

modifications may be made to any purchase information.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Review Product Offering Purchase

Brief Description
Review a product offering purchase that is in any lifecycle state.
Review Product Offering Purchase reviews a product offering purchase that is in any
lifecycle state. Lifecycle states include an in-process, completed, or closed product
offering purchase.
Information included in the review may include product offerings on the purchase,
payment information, and delivery information.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Complete Product Offering Purchase

Brief Description
Complete a product offering purchase which may trigger other processes, such as ones
that accept payment and deliver the purchased offerings.
Complete Product Offering Purchase completes a product offering purchase which may
trigger other processes, such as ones that accept payment and deliver the purchased
offerings.
Other processes that may be triggered include infrastructure configuration

(Service/Resource) to fulfill the purchase and interaction with other parties, such as
partners, to complete the acquisition of the purchased product offerings. For example,
to forward the purchased product offering(s) that they fulfill in the form of a product
offering order.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Close Product Offering Purchase

Brief Description
Close a product offering purchase when all offerings it contains have been fulfilled.
Close Product Offering Purchase closes a product offering purchase when all offerings it
contains have been provisioned, fulfilled, paid for (if payment is required at the time the
purchase is made), and delivered. This includes any offerings that may have been
backordered.
Explanatory
N/A

Mandatory
N/A
Optional
N/A
Interactions
N/A
Cancel Product Offering Purchase

Brief Description
Cancel a product offering purchase, notify any impacted parties, and acknowledge the
cancellation.
Cancel Product Offering Purchase cancels a product offering purchase, notifies any
impacted parties, and acknowledges the cancellation. The ability to cancel an order may
be subject to certain rules, such as it can't be cancelled if it has already in the process of
being delivered.
Impacted parties may include partners to whom an order may have been sent to fulfill
all or part of the product offering purchase. Acknowledgement Is sent to the purchasing
party via email, web, and so forth.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Report Product Offering Purchase

Brief Description
Monitor the status of product offering purchases, provide notifications of any changes,
and provide management reports.

Report Party processes monitors the status of party orders, provide notifications of any
changes, and provide management reports. It is responsible for continuously monitoring
the status of product offering purchases and managing notifications to processes and
other parties registered to receive notifications of any status changes. Notification lists
are managed and maintained by the Product Offering Purchasing Control
process.
It records, analyzes, and assesses product offering purchase status changes to provide
management reports and any specialized summaries of the efficiency and effectiveness
of the overall Product Offering Purchase Lifecycle Management process. These
specialized summaries could be specific reports required by specific audiences.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.2.9.1 Initiate Product Offering Purchase

Figure 120: 1.2.9.1 Initiate Product Offering Purchase decomposition
Initiate Product Offering Purchase

Brief Description
Initiate a product offering purchase by selecting an outbound purchase party if
applicable and create the product offering purchase. It also initiates an purchase that is
made by some party for an enterprise's product offerings.
Initiate Product Offering Purchase initiates a product offering purchase by selecting an
outbound purchase party if applicable and creates the product offering purchase in the
form of a product offering order. It also initiates an purchase that is made by some party
for an enterprise's product offerings.
In the case of an outbound product offering purchase when one or more parties may
provide the product offering a pre-purchase feasibility assessment may be conducted to
determine the party with whom the purchase will be made.
Explanatory
N/A
Mandatory
N/A
Optional
N/A

Interactions
N/A
Select Outbound Purchase Party

Brief Description
Select the party or parties to whom an outbound product offering purchase in the form
of a product offering order will be sent.
Select Outbound Purchase Party identifies the most appropriate party or parties, to
whom a product offering purchase may be sent. The selection of the party is based on
the particular product, service and/or resource requirements and the feasibility of a
party being able to meet the requirements.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Create Product Offering Purchase

Brief Description
Create basic information about the product offering purchase, identify additional
processing, such as conducting a feasibility assessment, and relate the purchase to other
purchases.
Create Product Offering Purchase creates basic information about the purchase, such as
purchase number or shopping cart ID, date, initiating party, and, if necessary, install
address, overrides of bill to and ship to that are maintained in a party's profile, special
requirements and so forth. If the party making the purchase is not registered party
information, such as name, ship to, bill to, and other information required for the
purchase is entered; a temporary party record may be created at this time by interacting
with the Party Relationship Development & Retirement process.

In the case of a shopping form of product offering purchase and existing shopping cart
may be used instead of creating a new one. This is done if the previous cart contains
some existing product offerings to be purchased.
For an inbound purchase in the form of an a product offering order, such as one from a
customer, the purchase may require a feasibility assessment, may require new
provisioning activities, may require a change to a previous purchase, or may require
cancellation of a previously initiated purchase.
Where the initiating request for a purchased product offering has special or unusual
requirements, and a specific feasibility assessment has not been previously undertaken,
this process marks the product offering purchase as requiring special handling, and
passes management for further processing to the Track Product Offering Purchase
process. The orchestration, if required, and tracking of the purchase's progress is the
responsibility of Track Product Offering Purchase.
In some cases the product offering purchase may be related to other entities. For
example, the purchase may also relate to the cancellation of previous purchase, to an
initiating sales request, or to an initiating purchase/order if the product offering
purchase will be fulfilled in part or whole by another party.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.2.9.1.1 Select Outbound Purchase Party

Figure 121: 1.2.9.1.1 Select Outbound Purchase Party decomposition
Select Outbound Purchase Party

Brief Description
Select the party or parties to whom an outbound product offering purchase in the form
of a product offering order will be sent.
Select Outbound Purchase Party identifies the most appropriate party or parties, to
whom a product offering purchase may be sent. The selection of the party is based on
the particular product, service and/or resource requirements and the feasibility of a
party being able to meet the requirements.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Identify Appropriate Outbound Purchase Parties

Brief Description
Identify the most appropriate party or parties amongst those with whom an appropriate
agreement exists.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Determine Party Pre-Purchase Feasibility

Brief Description
Determine the ability of parties to deliver the specific resources, services or products,
within the specified requirements. Query a set of candidate parties to check for party
specific resource, service or product availability and ability to meet delivery volumes,
delivery time-scales and schedules, locations, specific technical and other requirements
(including relevant standards), and so forth.
Determine Party Pre-Purchase Feasibility determines the ability of parties to deliver the
specific resources, services or products, within the specified requirements. It queries a
set of candidate parties to check for party specific resource, service or product
availability and ability to meet delivery volumes, delivery time-scales and schedules,
locations, specific technical and other requirements (including relevant standards), and
so forth. The candidate parties will have been defined by the Identify Appropriate
Outbound Purchase Party. Once a party is chosen, it must be established that the
specific resource, service or 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 party regarding delivery scheduling and party specific resource,
service or product availability. There may be a number of parties who in principle can
meet the business need, and so, within the confines of existing commercial agreements,
there may be a process of evaluating each party's specific resource, service or product
offering (and options) against the business need.

Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Select External Party

Brief Description
Select the party to whom an outbound product offering purchase in the form of an
product offering order will be sent.
identify the most appropriate external party or parties amongst those with whom an
appropriate agreement exists.
Select Outbound Purchase Party identifies the most appropriate party parties, to whom
a product offering purchase may be sent. The selection of the party is based on the
particular product, service and/or resource requirements and the feasibility of a party
being able to meet the requirements.
Select External Party identifies the most appropriate external party or parties amongst
those with whom an appropriate agreement exists. Based on the particular product,
service and/or resource requirements, select the most appropriate party from the range
of parties with whom an agreement exists.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.2.9.1.2 Create Product Offering Purchase

Figure 122: 1.2.9.1.2 Create Product Offering Purchase decomposition
Create Product Offering Purchase

Brief Description
Create basic information about the product offering purchase, identify additional
processing, such as conducting a feasibility assessment, and relate the purchase to other
purchases.
Create Product Offering Purchase creates basic information about the purchase, such as
purchase number or shopping cart ID, date, initiating party, and, if necessary, install
address, overrides of bill to and ship to that are maintained in a party's profile, special
requirements and so forth. If the party making the purchase is not registered party
information, such as name, ship to, bill to, and other information required for the
purchase is entered; a temporary party record may be created at this time by interacting
with the Party Relationship Development & Retirement process.
For an inbound purchase in the form of an a product offering order, such as one from a
customer, the purchase may require a feasibility assessment, may require new
provisioning activities, may require a change to a previous purchase, or may require
cancellation of a previously initiated purchase.
Where the initiating request for a purchased product offering has special or unusual
requirements, and a specific feasibility assessment has not been previously undertaken,
this process marks the product offering purchase as requiring special handling, and
passes management for further processing to the Track Product Offering Purchase

In some cases the product offering purchase may be related to other entities. For
example, the purchase may also relate to the cancellation of previous purchase, to an
initiating sales request, or to an initiating purchase/order if the product offering
purchase will be fulfilled in part or whole by another party.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Create Basic Product Offering Purchase Information

Brief Description
Create basic information about the product offering purchase, such as purchase number
or shopping cart ID, date, initiating party.
Create Basic Product Offering Purchase Information creates basic information about the
purchase, such as purchase number or shopping cart ID, date, initiating party, and, if
necessary, install address, overrides of bill to and ship to that are maintained in a party's
profile, special requirements and so forth.
Explanatory
N/A
Mandatory
N/A
Optional
N/A

Interactions
N/A
Identify Additional Product Offering Purchase Processing

Brief Description
Identify additional processing for an inbound purchase in the form of a product offering
order, such as one from a customer, the purchase may require a feasibility assessment,
may require new provisioning activities, may require a change to a previous purchase, or
may require cancellation of a previously initiated purchase.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Request Product Offering Purchase Special Handling

Brief Description
Mark the product offering purchase as requiring special handling, when the initiating
request for a purchased product offering has special or unusual requirements, and a
specific feasibility assessment has not been previously undertaken.
Request Product Offering Purchase Special Handling marks the product offering
purchase as requiring special handling, when the initiating request for a purchased
product offering has special or unusual requirements, and a specific feasibility
assessment has not been previously undertaken.
It passes management for further processing to the Track Product Offering Purchase

Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Relate Product Offering Purchases

Brief Description
Relate the product offering purchase to other entities. For example, the purchase may
also relate to the cancellation of previous purchase, to an initiating sales request, or to
an initiating purchase/order if the product offering purchase will be fulfilled in part or
whole by another party.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.2.9.2 Manage Product Offering Purchase Selection

Figure 123: 1.2.9.2 Manage Product Offering Purchase Selection decomposition
Manage Product Offering Purchase Selection

Brief Description
Make, change, remove, or return a product offering contained on a product offering
purchase.
Manage Product Offering Purchase Selection makes, changes, removes, or returns a
product offering contained on a product offering purchase.
Selections may be made by specifying a product offering or browsing for an offering.

Specifying an offering may be done for inbound purchases, such as those from a
customer or for outbound purchases sent to another party. Browsing may be done on
the web or within a store.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Make Product Offering Purchase Selection


Brief Description
Select a product offering to purchase by specifying or browsing for an offering.
Make Product Offering Purchase Selection selects a product offering to purchase by
specifying a, or browsing for, an offering. Browsing could be done by using one or more
product catalogs on the web or in a store, or by browsing aisles in a store.
The selection can include the quantity to be purchased and may involve interaction with
the Product Configuration process to select configurable features/properties associated
with the product offering. A price can also be selected that may be based on one or
more configurable features/properties.
When browsing recommendations for similar items may also be made based on the
product offering selected. Recommendations may also be made when checking out a
shopping product offering purchase, either on the web or in a store by a sales associate.
Any terms/conditions associated with a product offering are also accepted.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Change Product Offering Purchase Selection

Brief Description
Change any information about a product offering chosen for purchase.
Change Product Offering Purchase Selection changes any information about a product
offering chosen for purchase. Information can include the quantity selected, the price,
or the components of a customized product offering.
Explanatory
N/A
Mandatory
N/A

Optional
N/A
Interactions
N/A
Remove Product Offering Purchase Selection

Brief Description
Remove a product offering from a purchase.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Return Product Offering Purchase

Brief Description
Return one or more purchased product offerings after receipt by the purchasing party.
Return Product Offering Purchase returns one or more purchased product offerings
after receipt by the purchasing party. Before making a return the purchasing party
obtains authorization to make the return.
Once the returned offering(s) are received by the appropriate logistics process it will
initiate a credit for the returned offering(s).
Explanatory
N/A
Mandatory
N/A

Optional
N/A
Interactions
N/A
1.2.9.2.1 Make Product Offering Purchase Selection
Figure 124: 1.2.9.2.1 Make Product Offering Purchase Selection decomposition
Make Product Offering Purchase Selection

Brief Description
Select a product offering to purchase by specifying or browsing for an offering.
Make Product Offering Purchase Selection selects a product offering to purchase by
specifying a, or browsing for, an offering. Browsing could be done by using one or more
product catalogs on the web or in a store, or by browsing aisles in a store.
The selection can include the quantity to be purchased and may involve interaction with
the Product Configuration process to select configurable features/properties associated
with the product offering. A price can also be selected that may be based on one or
more configurable features/properties.
When browsing recommendations for similar items may also be made based on the
product offering selected. Recommendations may also be made when checking out a
shopping product offering purchase, either on the web or in a store by a sales associate.

Any terms/conditions associated with a product offering are also accepted.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Make Product Offering Purchase Choice

Brief Description
Choose a product offering to purchase or create a customized product offering.
Make Product Offering Purchase Choice chooses a product offering to purchase or
creates a customized product offering. A customized offering may be a bundle and is
based on rules defined for creating the customized offering. A price for the customized
offering may also be determined (not chosen).
The choice may also include one of the recommended product offerings provided.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Specify Product Offering Purchase Quantity

Brief Description
Specify the quantity of the product offering that is being purchased.

Specify Product Offering Purchase Quantity specifies the quantity of the product
offering that is being purchased. In the case of a bundled product offering quantities
offerings in the bundle may also be chosen if this is an available option.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Choose Product Offering Purchase Price

Brief Description
Choose a price for the product offering that is being purchased if more than one can be
chosen.
Choose Product Offering Purchase Price chooses a price for the product offering that is
being purchased if more than one can be chosen. If the price is based on one or more
configurable features/properties the features/properties selected are provided to the
Product Configuration process.
A price associated with a product offering may be overridden by a party with the
authority to do so.
The price may be dependent on a policy or a policy may determine another price to
apply to the product offering or some other product offering. For example, viewing
more than a defined number of videos may result in a free view for a family member.
Policies are defined when the product offering is developed.
Explanatory
N/A
Mandatory
N/A
Optional
N/A

Interactions
N/A
Make Other Product Offering Purchase Recommendation

Brief Description
Recommend one or more other product offerings that may be of interest based on the
offering selected.
Make Other Product Offering Purchase Recommendation recommends one or more
other product offerings that may be of interest based on the offering selected.
The recommendation is for inbound purchases and may be based on purchases made by
other parties of this item that include other similar items. It could also be based on
offering(s) related to the one purchased that may be of interest. For example,
accessories that complement the offering purchased.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.2.9.2.1.1 Make Product Offering Purchase Choice

Figure 125: 1.2.9.2.1.1 Make Product Offering Purchase Choice decomposition
Make Product Offering Purchase Choice

Brief Description
Choose a product offering to purchase or create a customized product offering.
Make Product Offering Purchase Choice chooses a product offering to purchase or
creates a customized product offering. A customized offering may be a bundle and is
based on rules defined for creating the customized offering. A price for the customized
offering may also be determined (not chosen).
The choice may also include one of the recommended product offerings provided.
Explanatory
N/A
Mandatory
N/A

Optional
N/A
Interactions
N/A
Choose Product Offering to Purchase

Brief Description
Choose a product offering that is offered for purchase.
Choose Product Offering to Purchase chooses a product offering that is offered for
purchase. One a choice is made the availability of the offering is provided. The
availability may be based on eligibility rules defined for the offering or its related
product specification. For example, if an offering is chosen, but is mutually exclusive
with an offering already chosen then the chosen offering is not eligible for purchase.
Any terms/conditions associated with a product offering are also accepted, such as
those for a contract or voucher.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Create Customized Product Offering to Purchase

Brief Description
Create a customized offering to purchase based on standard product offerings available.
Create Customized Product Offering to Purchase develops a customized offering that
may be a bundle. The content of the bundle may be based on rules defined for creating
the customized offering. A price for the customized offering may also be determined
(not chosen).

Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.2.9.2.1.2 Specify Product Offering Purchase Quantity
Figure 126: 1.2.9.2.1.2 Specify Product Offering Purchase Quantity decomposition
Specify Product Offering Purchase Quantity


Brief Description
Specify the quantity of the product offering that is being purchased.
Specify Product Offering Purchase Quantity specifies the quantity of the product
offering that is being purchased. In the case of a bundled product offering quantities
offerings in the bundle may also be chosen if this is an available option.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Select Product Offering Purchase Quantity

Brief Description
Select the quantity for the product offering that is being purchased.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Backorder Chosen Product Offering


Brief Description
Provide the ability for a party making an inbound purchase to indicate that any quantity
not available should be backordered.
Backorder Chosen Product Offering provide the ability for a party making an inbound
purchase to indicate that any quantity not available should be backordered. A
notification is sent to the party when the offering is in stock.
Back ordering may involve splitting an item on the purchase into the quantity that is
available and what is not available. Or the party making the purchase can change the
quantity to what is available by using the Change Product Offering Purchase Selection
process.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.2.9.2.4 Return Product Offering Purchase

Figure 127: 1.2.9.2.4 Return Product Offering Purchase decomposition
Return Product Offering Purchase

Brief Description
Return one or more purchased product offerings after receipt by the purchasing party.
Return Product Offering Purchase returns one or more purchased product offerings
after receipt by the purchasing party. Before making a return the purchasing party
obtains authorization to make the return.
Once the returned offering(s) are received by the appropriate logistics process it will
initiate a credit for the returned offering(s).
Explanatory
N/A
Mandatory
N/A

Optional
N/A
Interactions
N/A
Request Product Offering Purchase Return

Brief Description
Make a request to return one or more purchased product offerings.
Request Product Offering Purchase Return make a request to return one or more
purchased product offerings. The request can be made in a number of ways, such as via
the web, phone or email.
The request may be to send one or more offerings back for refund, exchange with
another offering or offerings, or to replace one or more product offerings.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Approve Product Offering Purchase Return

Brief Description
Approve the return of one or more purchased product offerings.
Approve Product Offering Purchase Return approves the return of one or more
purchased product offerings. Typically some form of authorization number is provided
to the party who made the product offering purchase and it may take the form of an
email or on the web as part of the party making a return request.
Once a purchased product offering is received by the appropriate logistics process

various processes may be triggered. For example, a refund may be initiated or the
purchased product offering may be replaced with another an delivered back to the
party.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.2.9.3 Track & Manage Product Offering Purchase
Figure 128: 1.2.9.3 Track & Manage Product Offering Purchase decomposition
Track & Manage Product Offering Purchase


Brief Description
Coordinate provisioning activities for inbound product offering purchases, escalate
purchases that are in jeopardy of not meeting due dates, modify the purchase states,
add additional information to the purchase, and modify purchase information.
Track & Manage Product Offering Purchase monitors the jeopardy status of product
offering purchases and escalates purchases that are in jeopardy of not meeting due
dates.
Additional information may be added to the product offering purchase and

modifications may be made to any purchase information.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Monitor Product Offering Purchase Jeopardy Status

Brief Description
Monitor the jeopardy status of product offering purchases and escalate purchases that
are in jeopardy of not meeting due dates.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Update Product Offering Purchase

Brief Description
Add additional information to the product offering purchase as needed and modify any
purchase information and necessary.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.2.9.5 Complete Product Offering Purchase
Figure 129: 1.2.9.5 Complete Product Offering Purchase decomposition
Complete Product Offering Purchase

Brief Description
Complete a product offering purchase which may trigger other processes, such as ones
that accept payment and deliver the purchased offerings.

Complete Product Offering Purchase completes a product offering purchase which may
trigger other processes, such as ones that accept payment and deliver the purchased
offerings.
Other processes that may be triggered include infrastructure configuration

(Service/Resource) to fulfill the purchase and interaction with other parties, such as
partners, to complete the acquisition of the purchased product offerings. For example,
to forward the purchased product offering(s) that they fulfill in the form of a product
offering order.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Finish Product Offering Purchase

Brief Description
Mark a product offering purchase as completed (finished).
Finish Product Offering Purchase marks a product offering purchase as completed
(finished) after other processes, such as those that collect payment, billing/invoicing
information, and delivery information.
Notify other processes, such as infrastructure configuration (Service/Resource) to fulfill

the purchase.
Explanatory
N/A
Mandatory
N/A
Optional
N/A

Interactions
N/A
Acknowledge Product Offering Purchase Completion

Brief Description
Provide acknowledgement to the party making the product offering purchase that it is
complete.
Acknowledge Product Offering Purchase Completion provides acknowledgement to the
party making the product offering purchase that it is complete. The acknowledgement
can be provided in a number of ways including email and text message.
It may also include acknowledgement of payment if one has been made as part of the
purchase. The Party Payment Handling process is responsible for accepting payments.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Coordinate Product Offering Purchase Provisioning

Brief Description
Coordinate any necessary provisioning activities for inbound product offering purchases
by generating the service order and resource order creation request(s) to Issue Service
Orders and Issue Resource Orders.
Explanatory
N/A

Mandatory
N/A
Optional
N/A
Interactions
N/A
Initiate Additional Product Offering Purchase(s)

Brief Description
Prepare product offering purchases in the form of product offering orders for each
product offering fulfilled by another party.
Initiate Additional Product Offering Purchase(s) prepares product offering purchase(s) in
the form of product offering orders for each product offering fulfilled by one or more
other parties. The order(s) is/are provided to the Initiate Product Offering Purchase
process.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.2.9.7 Cancel Product Offering Purchase

Figure 130: 1.2.9.7 Cancel Product Offering Purchase decomposition
Cancel Product Offering Purchase

Brief Description
Cancel a product offering purchase, notify any impacted parties, and acknowledge the
cancellation.
Cancel Product Offering Purchase cancels a product offering purchase, notifies any
impacted parties, and acknowledges the cancellation. The ability to cancel an order may
be subject to certain rules, such as it can't be cancelled if it has already in the process of
being delivered.
Impacted parties may include partners to whom an order may have been sent to fulfill
all or part of the product offering purchase. Acknowledgement Is sent to the purchasing
party via email, web, and so forth.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Receive Product Offering Purchase Cancellation Request


Brief Description
Receive a request to cancel a product offering purchase.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Approve Product Offering Purchase Cancellation

Brief Description
Approve a request to cancel a product offering purchase.
Approve Product Offering Purchase Cancellation approves a request to cancel a product
offering purchase. The ability to cancel an order may be subject to certain rules, such as
it can't be cancelled if it has already in the process of being delivered.
Acknowledgement Is sent to the purchasing party via email, web, and so forth.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Update Product Offering Purchase Status to Cancelled


Brief Description
Change the status of a product offering purchase to cancelled.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Notify Cancelled Product Offering Purchase Impacted Party

Brief Description
Notify any impacted party or parties that a product offering purchase has been
cancelled.
Notify Cancelled Product Offering Purchase Impacted Party notifies any impacted party
or parties that a product offering purchase has been cancelled.
Impacted parties may include a partner to whom an order has been sent to fulfill all or
part of the product offering purchase.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.2.9.8 Report Product Offering Purchase

Figure 131: 1.2.9.8 Report Product Offering Purchase decomposition
Report Product Offering Purchase

Brief Description
Monitor the status of product offering purchases, provide notifications of any changes,
Report Party processes monitors the status of party orders, provide notifications of any
changes, and provide management reports. It is responsible for continuously monitoring
the status of product offering purchases and managing notifications to processes and
other parties registered to receive notifications of any status changes. Notification lists
are managed and maintained by the Product Offering Purchasing Control
process.
It records, analyzes, and assesses product offering purchase status changes to provide
of the overall Product Offering Purchase Lifecycle Management process. These
Explanatory
N/A
Mandatory
N/A
Optional
N/A

Interactions
N/A
Monitor Product Offering Purchase Status

Brief Description
Continuously monitor the status of product offering purchases.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Manage Product Offering Purchase Status Notification

Brief Description
Manage notifications to processes and other parties registered to receive notifications
of any status changes.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Report Product Offering Purchases Status

Brief Description
Record, analyze, and assess product offering purchase status changes to provide
of the overall Product Offering Purchase Lifecycle Management process, including
specific reports required by specific audiences.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.2.10 Product Lifecycle Management
Figure 132: 1.2.10 Product Lifecycle Management decomposition
Product Lifecycle Management


Brief Description
Manage the lifecycle of a product and pricing associated with a product.
Product Lifecycle Management manages the lifecycle of a product and pricing associated
with a product.
It creates a product, specifies the involvement one or more parties have with it, updates
information about the product, and removes the product when it is no longer of interest
to an enterprise and/or the primary party responsible for the product. A product may be
created when a party is browsing an enterprise's catalog, when configuring a product, or
when purchasing a product offering. Note that a purchase may be made from another
enterprise.
The lifecycle of a product also includes prices associated with it which are also managed
by this process.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Product Lifecycle Administration

Brief Description
Create a product, specify the involvement one or more parties have with it, update
information about the product, and remove the product when it is no longer of interest
to an enterprise and/or the primary party responsible for the product.
Product Lifecycle Administration creates a product, specifies the involvement one or
more parties have with it, updates information about the product, and removes the
product when it is no longer of interest to an enterprise and/or the primary party
responsible for the product.
A product may be created when a party is browsing an enterprise's catalog (a form of

window shopping that is supported by the Product Offering Purchase Lifecycle
Management process), when configuring a product, or when purchasing a product

offering. Note that a purchase may be made from another enterprise. Involvement may
include the party account responsible for paying for the purchase and other charges, the
party primarily responsible for the product, as well as users of the product.
Updates may include adding new products to a bundle as well as the location of the
product. A product may be removed by such scenarios as when the primary party
cancels its subscription to the product or when a party browsing the catalog discards the
product in which interest was expressed.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Product Pricing
Brief Description
Apply, update, and remove a price associated with a product.
Product Pricing applies, updates, and removes a price associated with a product. A price
may be applied when a party is browsing an enterprise's catalog (a form of window
shopping that is supported by the Product Offering Purchase Lifecycle Management
process), when configuring a product, or when purchasing a product offering.
The price may be what is paid when it is purchased or other types of charges due at
some point in the future, such as recurring and usage based charges that are
determined by a product's price.
Explanatory
N/A
Mandatory
N/A
Optional
N/A

Interactions
N/A
Proactive Product Maintenance

Brief Description
Proactively undertake statistically driven preventative and scheduled product
maintenance activities and monitoring.
Proactive Product Maintenance proactively undertakes statistically driven preventative
and scheduled product maintenance activities and monitoring.
to ensure that products are working effectively and efficiently.

- Extracting and analyzing, including undertaking trend analysis, historical and current
reported customer/party problems and performance reports to identify potential
products requiring proactive maintenance and/or replacement
- Requesting scheduling of additional customer/party product data collection to assist in
the analysis activity
- Developing and managing customer/party product proactive maintenance programs
- Requesting product provisioning activities to prevent anticipated customer/party
problems associated with product identified in the analysis activities.
Maintenance is actually performed on the underlying service(s) and/or resource(s) used

to realize the product.
Note: This process uses a to-be developed generalized process that performs proactive
maintenance for products, service, and resources. It could be located in the Enterprise
domain / Common Enterprise Process area.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

1.2.10.1 Product Lifecycle Administration
Figure 133: 1.2.10.1 Product Lifecycle Administration decomposition
Product Lifecycle Administration

Brief Description
Create a product, specify the involvement one or more parties have with it, update
information about the product, and remove the product when it is no longer of interest
to an enterprise and/or the primary party responsible for the product.
Product Lifecycle Administration creates a product, specifies the involvement one or
more parties have with it, updates information about the product, and removes the
product when it is no longer of interest to an enterprise and/or the primary party
responsible for the product.
A product may be created when a party is browsing an enterprise's catalog (a form of

window shopping that is supported by the Product Offering Purchase Lifecycle
Management process), when configuring a product, or when purchasing a product
offering. Note that a purchase may be made from another enterprise. Involvement may
include the party account responsible for paying for the purchase and other charges, the
party primarily responsible for the product, as well as users of the product.
Updates may include adding new products to a bundle as well as the location of the
product. A product may be removed by such scenarios as when the primary party
cancels its subscription to the product or when a party browsing the catalog discards the
product in which interest was expressed.
Explanatory
N/A
Mandatory
N/A
Optional
N/A

Interactions
N/A
Create Product
Brief Description
Create a product as a standalone product or one that is part of a product bundle.
Create Product creates a product as a standalone product , a product bundle, or one
that is part of a product bundle. The product is associated with either the product
specification or product offering that describes it. If the product is one that is
customized by a party and not offered by an enterprise the product is associated to the
product specification that describes it.
Features/properties chosen during the Product Offering Purchasing process or chosen

by this process if the product is created outside of the Product Offering Purchasing
process may also be created for the product. This is done if the Product Configuration
process is not used to create them.
A product is associated with its installation location if applicable and the associated
product offering terms/conditions that were accepted, such as those for a contract or
voucher. It may also be associated with one or more other products. For example, one
product may replace another.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Specify Party Product Involvement

Brief Description
Specify the involvement one or more parties have with a product, the parties' types of
involvement, as well as identity specific information for users.

Specify Party Product Involvement specifies the involvement one or more parties have
with it and the party account that will pay for the product. If the product is paid for
when it is purchased and there are no recurring or other types of charges due at some
point in the future, then the party account may not be specified. Involved parties type of
involvement is also specified, such as user, owner, payer.
Additionally identity specific information, such as rights and restrictions, are specified
for users (parties) of the product.
This process also updates and removes the involvement and identity specific
information.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Activate Product
Brief Description
Activate a product which is typically done after it has been configured or any required
services and/or resources have been configured and activated.
Activate Product activates a product, which is typically done after it has been configured
or any required services and/or resources have been configured and activated.
Processes responsible for activating services and resources provide activation
notification to this process.
Explanatory
N/A
Mandatory
N/A
Optional
N/A

Interactions
N/A
Modify Product
Brief Description
Update product information, such as features/properties and the associated location.
Features/properties may also be removed.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Remove Product
Brief Description
Remove a product and its associated prices.
Remove Product removes a product and its associated prices. A product may be
physically deleted or logically deleted by changing its status and/or effective date to
indicate is no longer of interest to an enterprise.
A product may be removed by such scenarios as when the primary party cancels its
subscription to the product or when a party browsing the catalog discards the product
in which interest was expressed.
Explanatory
N/A
Mandatory
N/A

Optional
N/A
Interactions
N/A
Provide Product Review

Brief Description
Provide Product Review accepts a consumers review of a product that they have
acquired
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Inactivate Product
Brief Description
Inactivate a product when it is no longer being used by a party or if inactivated by an
enterprise for specified reasons, such as non-payment of an bill/invoice.
Explanatory
N/A
Mandatory
N/A
Optional
N/A

Interactions
N/A
1.2.10.1.1 Create Product
Figure 134: 1.2.10.1.1 Create Product decomposition
Create Product
Brief Description
Create a product as a standalone product or one that is part of a product bundle.
Create Product creates a product as a standalone product , a product bundle, or one
that is part of a product bundle. The product is associated with either the product
specification or product offering that describes it. If the product is one that is
customized by a party and not offered by an enterprise the product is associated to the
product specification that describes it.

Features/properties chosen during the Product Offering Purchasing process or chosen

by this process if the product is created outside of the Product Offering Purchasing
process may also be created for the product. This is done if the Product Configuration
process is not used to create them.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Add Product
Brief Description
Create a product as a standalone product , a product bundle, or one that is part of a
product bundle. The product is associated with either the product specification or
product offering that describes it.
Add Product creates a product as a standalone product , a product bundle, or one that is
part of a product bundle. The product is associated with either the product specification
or product offering that describes it. If the product is one that is customized by a party
and not offered by an enterprise the product is associated to the product specification
that describes it.
Explanatory
N/A

Mandatory
N/A
Optional
N/A
Interactions
N/A
Create Product Features/Properties

Brief Description
Create features/properties associated with the product.
Create Product Features/Properties creates product features/properties chosen during
the Product Offering Purchasing process or chosen by this process if the product is
created outside of the Product Offering Purchasing process . This is done if the Product
Configuration process is not used to create them.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.2.10.1.2 Specify Party Product Involvement

Figure 135: 1.2.10.1.2 Specify Party Product Involvement decomposition
Specify Party Product Involvement

Brief Description
Specify the involvement one or more parties have with a product, the parties' types of
involvement, as well as identity specific information for users.
Specify Party Product Involvement specifies the involvement one or more parties have
with it and the party account that will pay for the product. If the product is paid for
when it is purchased and there are no recurring or other types of charges due at some
point in the future, then the party account may not be specified. Involved parties type of
involvement is also specified, such as user, owner, payer.
Additionally identity specific information, such as rights and restrictions, are specified
for users (parties) of the product.
This process also updates and removes the involvement and identity specific
information.

Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Define Party Product Involvement

Brief Description
Define, update, and remove the involvement one or more parties have with a product,
the parties' types of involvement, and the party account that will pay for the product.
Define Party Product Involvement defines, updates, and removes the involvement one
or more parties have with a product, the parties' types of involvement, and the party
account that will pay for the product.
Types of involvement include user, owner, and payer.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Define Party Identity Specific Information

Brief Description
Specify, update, and remove identity specific information, such as rights and
restrictions, for users (parties) of the product.

Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.2.10.2 Product Pricing
Figure 136: 1.2.10.2 Product Pricing decomposition
Product Pricing
Brief Description
Apply, update, and remove a price associated with a product.
Product Pricing applies, updates, and removes a price associated with a product. A price
may be applied when a party is browsing an enterprise's catalog (a form of window
shopping that is supported by the Product Offering Purchase Lifecycle Management
process), when configuring a product, or when purchasing a product offering.

The price may be what is paid when it is purchased or other types of charges due at
some point in the future, such as recurring and usage based charges that are
determined by a product's price.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Apply Product Price

Brief Description
Apply a product price to a product. The price may be influenced directly or indirectly by
a policy.
Apply Product Price applies a product price to a product. The price may be influenced
directly or indirectly by a policy. A price may be a single price, a group of prices, or part
of the group. For example, a group may consist of a recurring payment for base usage
of the product, such as the number of times medical information can be sent to a doctor
each month, and another price for any usage that exceeds the base.
The price may also be dependent on a policy or a policy may determine another price to
apply to the product or some other product. For example, viewing more than a defined
number of videos may result in a free view for a family member. Policies are defined
when the product offering is developed and associated with an item on a product
offering purchase.
Explanatory
N/A
Mandatory
N/A
Optional
N/A

Interactions
N/A
Update Product Price

Brief Description
Make changes to the price of a product.
Update Product Price makes changes to the price of a product. The update may include
changes to associations with a policy that influences the price. This is typically triggered
by changes to the price of a product offering in an enterprise's product catalog.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Remove Product Price

Brief Description
Remove a product price by changing its effective date or physically removing it.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

1.2.10.2.1 Apply Product Price
Figure 137: 1.2.10.2.1 Apply Product Price decomposition
Apply Product Price

Brief Description
Apply a product price to a product. The price may be influenced directly or indirectly by
a policy.
Apply Product Price applies a product price to a product. The price may be influenced
directly or indirectly by a policy. A price may be a single price, a group of prices, or part
of the group. For example, a group may consist of a recurring payment for base usage
of the product, such as the number of times medical information can be sent to a doctor
each month, and another price for any usage that exceeds the base.

The price may also be dependent on a policy or a policy may determine another price to
apply to the product or some other product. For example, viewing more than a defined
number of videos may result in a free view for a family member. Policies are defined
when the product offering is developed and associated with an item on a product
offering purchase.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Associate Price to Product

Brief Description
Associate a product price to a product. A price may be a single price, a group of prices,
or part of the group.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Associate Policy to Product Price

Brief Description
Associate a policy to a product price.

Associate Policy to Product Price associates a policy to a product price The price may
also be dependent on a policy or a policy may determine another price to apply to the
product or some other product.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.2.10.3 Proactive Product Maintenance
Figure 138: 1.2.10.3 Proactive Product Maintenance decomposition
Proactive Product Maintenance

Brief Description
Proactively undertake statistically driven preventative and scheduled product
maintenance activities and monitoring.
Proactive Product Maintenance proactively undertakes statistically driven preventative
and scheduled product maintenance activities and monitoring.
to ensure that products are working effectively and efficiently.


- Extracting and analyzing, including undertaking trend analysis, historical and current
reported customer/party problems and performance reports to identify potential
products requiring proactive maintenance and/or replacement
- Requesting scheduling of additional customer/party product data collection to assist in
the analysis activity
- Developing and managing customer/party product proactive maintenance programs
- Requesting product provisioning activities to prevent anticipated customer/party
problems associated with product identified in the analysis activities.

Note: This process uses a to-be developed generalized process that performs proactive
maintenance for products, service, and resources. It could be located in the Enterprise
domain / Common Enterprise Process area.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Identify Proactive Maintenance Product

Brief Description
Identify a potential product requiring proactive maintenance and/or replacement.
Identify Proactive Maintenance Product extracts and analyzes, including undertaking
trend analysis, historical and current reported customer/party problems and
performance reports to identify a potential product requiring proactive maintenance
and/or replacement.
Explanatory
N/A
Mandatory
N/A

Optional
N/A
Interactions
N/A
Request Additional Product Data Collection

Brief Description
Request scheduling of additional customer/party product data collection to assist in the
analysis activity.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Develop Product Proactive Maintenance Program

Brief Description
Develop and manage a customer/party product proactive maintenance program.
Explanatory
N/A
Mandatory
N/A
Optional
N/A

Interactions
N/A
Request Product Provisioning Activity

Brief Description
Request product provisioning activities to prevent anticipated customer/party
problems.
Request Product Provisioning Activity requests product provisioning activities to prevent
anticipated customer/party problems associated with product identified during analysis.

Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.3.1 Customer Support & Readiness
Figure 139: 1.3.1 Customer Support & Readiness decomposition
Customer Support & Readiness

Brief Description
Customer Support & Readiness processes ensure the support capability is in place to
allow the CRM Fulfillment, Assurance and Billing processes to operate effectively.
Customer Support & Readiness processes ensure the support capability is in place to
allow the Customer Fulfillment, Assurance and Billing processes to operate effectively.
• Provision of sales customer process infrastructure
• Policy support and decision support knowledge for customers and customer
interactions (including billing activities)
•Maintaining inventories to support the customer data required by the FAB and CRM
OS&R processes
• Monitoring and reporting on the capabilities and costs of the individual Customer FAB
processes
• Longer-term trend analysis on customer FAB processes in order to establish the extent
to which enterprise targets for these processes are being achieved and/or the need for
the processes to be modified.
These processes support the operational introduction of new processes and
infrastructure to support new and/or enhanced customer management capabilities 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 process capabilities and manage a full-scale introduction for general
availability.
Explanatory
Mandatory
Optional
Interactions
Support Customer Interface Management

Brief Description
Ensure that all information, materials, systems and resources are available so that the

Customer Interface Management processes can operate effectively, when a contact

with a customer occurs.
The purpose of the Support Customer Interface Management processes is to ensure
that there is 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.
Explanatory
Mandatory
Optional
Interactions
Support Order Handling

Brief Description
Ensure that new and/or modified Order Handling related infrastructure is deployed
effectively, and to ensure that Order Handling processes can operate effectively.
The purpose of the Support Order Handling processes is twofold – to ensure that new
and/or modified Order Handling related infrastructure is deployed effectively, and to
ensure that Order Handling processes can operate effectively.
For the Order Handling processes the role of the Support Order Handling processes is to
make sure that there is sufficient process capacity and capability (for example

information, materials, systems and resources) so that the Order Handling processes
can operate effectively. Examples are information on how to process orders for specific
product offerings, information needed to carry out designs, materials needed to confirm
customer order requests, systems needed to validate product offering availability.
• forecasting at an operational level customer order handling volume requirements;

• the capacity planning associated with the deployment of new and/or modified
customer order handling infrastructure;
• establishment and monitoring of organizational arrangements to support deployment
and operation of new and/or modified customer order handling infrastructure;
• creation, deployment, modification and/or upgrading of customer order handling
infrastructure deployment support tools (including Customer Inventory and Product
Offer Inventory) and processes for new and/or modified customer order handling
infrastructure;
• authoring, reviewing and approving operational procedures developed by Marketing
& Offer Management processes prior to customer order handling infrastructure
deployment;
• the testing and acceptance of new and/or modified customer order handling
infrastructure as part of the handover procedure from the Marketing & Offer
Management processes to Operations;
• detecting customer order handling infrastructure operational limitations and/or
deployment incompatibilities and providing requirements to address these aspects to
Marketing & Offer Management processes;
• co-ordination and roll-out, in accordance with approved plans, of the approved new
and/or modified customer order handling infrastructure;
• monitoring capacity utilization of deployed customer order handling infrastructure to
provide early detection of potential customer order handling infrastructure shortfalls;
• reconfiguration and re-arrangement of under-utilized deployed customer order
handling infrastructure;
• managing recovery and/or removal of obsolete or unviable customer order handling
infrastructure;
• reporting on deployed customer order handling infrastructure capacity;
• Tracking and monitoring of the customer order handling infrastructure deployment
processes and costs (including where customer order handling infrastructure is
deployed and managed by third parties),
• reporting on the capability of the customer order handling infrastructure deployment
processes
• establishing and managing customer order handling notification facilities and lists to
support the Order Handling notification and reporting processes
The processes undertake trend analysis on order handling, such as time taken to
complete a customer order, frequency and type of Order Handling process issues
involved, and cancelled orders.

Explanatory
Mandatory
Optional
Interactions
Support Problem Handling

Brief Description
Assist Problem Handling processes by proactively undertaking statistically driven
preventative and scheduled purchased product offering maintenance activities and
monitoring, managing and reporting on the capability of the Problem Handling
processes.
The responsibilities of the Support Problem Handling processes are twofold - assist
Problem Handling processes by proactively undertaking statistically driven preventative
and scheduled purchased product offering maintenance activities and monitoring,
managing and reporting on the capability of the Problem Handling processes.
These processes are responsible for ensuring that the purchased product offerings are
working effectively and efficiently.
• Extracting and analyzing, including undertaking trend analysis, historical and current
customer problem reports and performance reports to identify potential customer
purchased product offerings requiring proactive maintenance and/or replacement;
• Requesting scheduling of additional customer purchased product offering data
collection to assist in the analysis activity;
• Requesting scheduling of customer purchased product offering performance testing to
assist in analysis activity;
• Developing and managing customer purchased product offering proactive
maintenance programs;
• Requesting customer provisioning activity to prevent anticipated customer problems
associated with purchased product offerings identified in the analysis activities;
• Reporting outcomes of trend analysis to Market & Offer Management processes to
influence new and/or modified customer product offering development;
• Tracking and monitoring of the Problem Handling processes and associated costs
(including where customer infrastructure is deployed and managed by third parties),
and reporting on the capability of the Problem Handling processes

• Establishing and managing customer problem notification facilities and lists to

support the Problem Handling notification and reporting processes
These processes undertake trend analysis on problem handling.
Explanatory
Mandatory
Optional
Interactions
Support Retention & Loyalty

Brief Description
Retention & Loyalty processes can be completed without delay, when a request is
received from a customer
The purpose of the Support Retention & Loyalty processes is to make sure that there is
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.
Explanatory
Mandatory
Optional
Interactions

Manage Customer Inventory

Brief Description
Establish, manage and administer the enterprise's customer inventory, as embodied in
the Customer Inventory Database, and monitor and report on the usage and access to
the customer inventory, and the quality of the data maintained in it.
The purpose of the Manage Customer Inventory processes are twofold - establish,
manage and administer the enterprise's customer inventory, as embodied in the
Customer Inventory Database, and monitor and report on the usage and access to the
customer inventory, and the quality of the data maintained in it.
The customer inventory maintains records of all customers, their interactions with the
enterprise, any contracts established, and any other customer related- information,
required to support CRM and other processes.
• Identifying the inventory-relevant information requirements to be captured for
customers ;
• Identifying, establishing and maintaining customer inventory repository facilities;
• Establishing and managing the customer inventory management and information
capture processes;
create, modify, update, delete and/or download customer data to and from the
customer inventory;
• Ensuring the customer inventory repository accurately captures and records all
identified customer details, through use of automated or manual audits;
• Tracking and monitoring of the usage of, and access to, the customer inventory
• Identifying any technical driven shortcomings of the customer inventory repository,
and providing input to Resource Development & Management processes to rectify these
issues.
Explanatory
Was 1.1.1.10
Mandatory
Optional
Interactions

Support Bill Invoice Management

Brief Description
Bill Invoice Management processes can be completed without delay.
Explanatory
The "Support Bill Invoicing Management” is responsible for the "lists of customers who
are eligible for receiving bills in electronic format", not responsible for list of customers
receiving bills, there is a difference.
Mandatory
The purpose of the Support Bill Invoice Management processes is to make sure that
there is capability (for example, information, materials, systems and resources) so that
the Bill Invoice Management processes can operate effectively.
Where a commercial agreement has been established with a customer to present a

billing invoice in a particular customer specific format, these processes are responsible
for establishing and maintain the customer specific billing invoice formats, and any
interaction with specific customers to modify the format, and design and development
of the Service Provider’s invoicing process.
These processes maintain lists of customers who are eligible for receiving bills in
electronic format, and maintain the form of electronic format to be used on a customer
basis.
Optional
Examples are information needed to generate invoices like taxes, charges, prices, etc.,
information needed to deliver bills to customers such as address formats and post/zip
codes structures, systems needed to create bills, requests for provisioning of additional
resources where it has been identified that current levels will impact on timely bill
preparation.
Interactions
Support Bill Payments & Receivables Management


Brief Description
Ensure that all information and systems are available so that the Bill Payments &
Receivables Management processes can be completed without delay.
Explanatory
The payment processes should be established before operation.
Mandatory
The purpose of the Support Bill Payments & Receivables Management processes is to
make sure that there is capability (for example, established collection channels,
information and systems) so that the Bill Payments & Receivables Management
processes can operate effectively. Examples are collection channels capable of
processing customer bill payments, information on payments done by customers,
systems needed to process the payments and make the customer bill account balance.
In addition these processes are responsible for establishing, managing and, if required,
operating the various payment processes that the Service Provider chooses to establish.
Optional
These processes undertake trend analysis on customer billing debts, alerting when pre-
determined thresholds are tended to be exceeded.
Interactions
Support Bill Inquiry Handling

Brief Description
Ensure that all information, systems and resources are available so that the Bill Inquiry
Handling processes can be completed without delay.
The purpose of the Support Bill Inquiry Handling processes is to make sure that there is
capability (for example, information, systems and resources) so that the Bill Inquiry
Handling processes can operate effectively. Examples are information on how to
respond to current billing issues being raised by customers, systems needed to create
customer bill inquiry and complaint reports, requests for provisioning of additional
resources where it has been identified that current levels will impact on timely billing
complaint handling.
These processes are responsible for managing billing policies associated with customer
billing dispute settlements.

These processes undertake trend analysis on billing queries and complaints.
Explanatory
Was 1.1.1.1.15
Mandatory
Optional
Interactions
Support Charging
Brief Description
Ensure that all information and systems are available so that the Charging processes can
be completed without delay.
The purpose of the Support Charging processes is to make sure that there is capability
(for example, information, systems and resources) so that the Charging processes can
operate effectively. Examples are information needed to calculate the value of the
service/product e.g. tariffs, price plans, accumulated usage, contracts, etc., information
needed to apply the discounts to product prices at an individual product level,
information needed to accumulate items for charging and information on how to
manage the charging relationships.
These processes undertake trend analysis on charging.
Explanatory
Mandatory
Optional
Interactions
Support Manage Billing Events

Brief Description
Ensure that all information and systems are available so that the Manage Billing Events
processes can be completed without delay.
The purpose of the Support Manage Billing Events processes is to make sure that there
is capability (for example, information, systems and resources) so that the Manage
Billing Events processes can operate effectively. For example the billing event records to
process, the information needed to enrich the billing events (e.g. customer, product, or
other reference data, price), the schema to reformat the billing event records.
These processes undertake trend analysis on billing events management.
Explanatory
Mandatory
Optional
Interactions
Support Manage Balance

Brief Description
Ensure that all information and systems are available so that the Manage Balance
processes can be completed without delay.
The purpose of the Support Manage Balance processes is to make sure that there is
capability (for example, information, systems and resources) so that the Support
Manage Balance processes can operate effectively. For example policy defined to
manage balance (e.g. minimum allowable balance limit, balance expiration dates),
account information needed to operate the balance.
These processes undertake trend analysis on balance management.
Explanatory
Mandatory

Optional
Interactions
1.3.1.1 Support Customer Interface Management
Figure 140: 1.3.1.1 Support Customer Interface Management decomposition
Support Customer Interface Management

Brief Description
Customer Interface Management processes can operate effectively, when a contact
with a customer occurs.
The purpose of the Support Customer Interface Management processes is to ensure
that there is 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.
Explanatory
Mandatory
Optional
Interactions
Ensure Customer Interface Capability

Brief Description
element Ensure that there is 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 includes localization support and personalization support, and it
could be in updating agent scripts, IVR announcements, Web pages, etc. Customer
Interface Support processes keep up to date all information concerning customers.
Explanatory
Mandatory

Optional
Interactions
Undertake Customer Contacts Trend Analysis

Brief Description
Undertake trend analysis on customer contacts, e.g. type, frequency, duration,
outcome.
Explanatory
Mandatory
Optional
Interactions
1.3.1.2 Support Order Handling
Figure 141: 1.3.1.2 Support Order Handling decomposition
Support Order Handling


Brief Description
Ensure that new and/or modified Order Handling related infrastructure is deployed
effectively, and to ensure that Order Handling processes can operate effectively.
The purpose of the Support Order Handling processes is twofold – to ensure that new
and/or modified Order Handling related infrastructure is deployed effectively, and to
ensure that Order Handling processes can operate effectively.
For the Order Handling processes the role of the Support Order Handling processes is to
make sure that there is sufficient process capacity and capability (for example
information, materials, systems and resources) so that the Order Handling processes
can operate effectively. Examples are information on how to process orders for specific
product offerings, information needed to carry out designs, materials needed to confirm
customer order requests, systems needed to validate product offering availability.
• forecasting at an operational level customer order handling volume requirements;

• the capacity planning associated with the deployment of new and/or modified
customer order handling infrastructure;
• creation, deployment, modification and/or upgrading of customer order handling
infrastructure;
• authoring, reviewing and approving operational procedures developed by Marketing
& Offer Management processes prior to customer order handling infrastructure
deployment;
• the testing and acceptance of new and/or modified customer order handling
infrastructure as part of the handover procedure from the Marketing & Offer
Management processes to Operations;
• detecting customer order handling infrastructure operational limitations and/or
• monitoring capacity utilization of deployed customer order handling infrastructure to
• reconfiguration and re-arrangement of under-utilized deployed customer order
• managing recovery and/or removal of obsolete or unviable customer order handling
infrastructure;
• reporting on deployed customer order handling infrastructure capacity;

• Tracking and monitoring of the customer order handling infrastructure deployment

• reporting on the capability of the customer order handling infrastructure deployment
processes
• establishing and managing customer order handling notification facilities and lists to
The processes undertake trend analysis on order handling, such as time taken to
complete a customer order, frequency and type of Order Handling process issues
involved, and cancelled orders.
Explanatory
Mandatory
Optional
Interactions
Ensure Order Handling Capability

Brief Description
resources) so that the Order Handling processes can operate effectively. Examples are
materials needed to confirm customer order requests and systems needed to validate
product offering availability.
Explanatory
Mandatory
Optional
Interactions

Forecast Order Handling Requirements

Brief Description
Forecasting at an operational level customer order handling volume requirements;
Explanatory
Mandatory
Optional
Interactions
Capacity Plan Order Handling Infrastructure

Brief Description
Capacity planning associated with the deployment of new and/or modified customer
order handling infrastructure;
Explanatory
Mandatory
Optional
Interactions
Manage Order Handling Organizational Changes

Brief Description
Establishment and monitoring of organizational arrangements to support deployment
Explanatory
Mandatory
Optional
Interactions
Support Order Handling Infrastructure Deployment

Brief Description
Creation, deployment, modification and/or upgrading of customer order handling
infrastructure;
Explanatory
Mandatory
Optional
Interactions
Approve Order Handling Procedures

Brief Description
Authoring, reviewing and approving operational procedures developed by Marketing &
Offer Management processes prior to customer order handling infrastructure
deployment;
Explanatory
Mandatory
Optional
Interactions
Accept Order Handling Infrastructure

Brief Description
Testing and acceptance of new and/or modified customer order handling infrastructure
as part of the handover procedure from the Marketing & Offer Management processes
to Operations;
Explanatory
Mandatory
Optional
Interactions
Address Order Handling infrastructure Issues

Brief Description
Detecting customer order handling infrastructure operational limitations and/or
Explanatory
Mandatory
Optional
Interactions
Roll-out Order Handling Infrastructure

Brief Description
Co-ordination and roll-out, in accordance with approved plans, of the approved new
Explanatory
Mandatory
Optional
Interactions
Detect Order Handling infrastructure Shortfalls


Brief Description
Monitoring capacity utilization of deployed customer order handling infrastructure to
Explanatory
Mandatory
Optional
Interactions
Rebalance Order Handling Infrastructure Utilization

Brief Description
Reconfiguration and re-arrangement of under-utilized deployed customer order
Explanatory
Mandatory
Optional
Interactions
Remove Order Handling Infrastructure


Brief Description
Managing recovery and/or removal of obsolete or unviable customer order handling
infrastructure;
Explanatory
Mandatory
Optional
Interactions
Report Order Handling Infrastructure Capacity

Brief Description
Reporting on deployed customer order handling infrastructure capacity;
Explanatory
Mandatory
Optional
Interactions
Track Third-Party Order Handling Infrastructure Deployment

Brief Description
Tracking and monitoring of the customer order handling infrastructure deployment


Explanatory
Mandatory
Optional
Interactions
Report Order Handling Infrastructure Deployment Process Capability

Brief Description
Reporting on the capability of the customer order handling infrastructure deployment
processes.
Explanatory
Mandatory
Optional
Interactions
Manage Order Handling Notification

Brief Description
Establishing and managing customer order handling notification facilities and lists to

Explanatory
Mandatory
Optional
Interactions
Undertake Order Handling Trend Analysis

Brief Description
Undertake trend analysis on order handling, such as time taken to complete a customer
order, frequency and type of Order Handling process issues involved, and cancelled
orders.
Explanatory
Mandatory
Optional
Interactions
1.3.1.3 Support Problem Handling

Figure 142: 1.3.1.3 Support Problem Handling decomposition
Undertake Product Offering Trend Analysis [Deleted]

Process Identifier: (This Process ID has been deliberately unused!)
Brief Description
Deleted
Deleted
Explanatory
Mandatory
Optional
Interactions
Request Product Offering Data Collection [Deleted]

Brief Description
Deleted
Deleted
Explanatory

Mandatory
Optional
Interactions
Request Product Offering Performance Testing [Deleted]

Brief Description
Deleted
Deleted
Explanatory
Mandatory
Optional
Interactions
Manage Product Offering Maintenance Programs [Deleted]

Brief Description
Deleted
Deleted
Explanatory
Mandatory
Optional

Interactions
Request Provisioning Intervention [Deleted]

Brief Description
Deleted
Deleted
Explanatory
Mandatory
Optional
Interactions
Support Problem Handling

Brief Description
Assist Problem Handling processes by proactively undertaking statistically driven
preventative and scheduled purchased product offering maintenance activities and
monitoring, managing and reporting on the capability of the Problem Handling
processes.
The responsibilities of the Support Problem Handling processes are twofold - assist
Problem Handling processes by proactively undertaking statistically driven preventative
and scheduled purchased product offering maintenance activities and monitoring,
managing and reporting on the capability of the Problem Handling processes.
These processes are responsible for ensuring that the purchased product offerings are
working effectively and efficiently.
customer problem reports and performance reports to identify potential customer
purchased product offerings requiring proactive maintenance and/or replacement;
• Requesting scheduling of additional customer purchased product offering data

collection to assist in the analysis activity;

• Requesting scheduling of customer purchased product offering performance testing to
assist in analysis activity;
• Developing and managing customer purchased product offering proactive
• Requesting customer provisioning activity to prevent anticipated customer problems
associated with purchased product offerings identified in the analysis activities;
• Reporting outcomes of trend analysis to Market & Offer Management processes to
• Tracking and monitoring of the Problem Handling processes and associated costs
• Establishing and managing customer problem notification facilities and lists to
support the Problem Handling notification and reporting processes
Explanatory
Mandatory
Optional
Interactions
Ensure Product Offering Operation

Brief Description
Ensure that the purchased product offerings are working effectively and efficiently.
Explanatory
Mandatory
Optional

Interactions
Report Product Offering Trend Analysis

Brief Description
Reporting outcomes of trend analysis to Market & Offer Management processes to
Explanatory
Mandatory
Optional
Interactions
Track Problem Handling Process Capability

Brief Description
Tracking and monitoring of the Problem Handling processes and associated costs
Explanatory
Mandatory
Optional

Interactions
Manage Problem Handling Notification

Brief Description
Establishing and managing customer problem notification facilities and lists to support
the Problem Handling notification and reporting processes
Explanatory
Mandatory
Optional
Interactions
Undertake Problem Handling Trend Analysis

Brief Description
Explanatory
Mandatory
Optional
Interactions

1.3.1.4 Support Retention & Loyalty
Figure 143: 1.3.1.4 Support Retention & Loyalty decomposition
Support Retention & Loyalty

Brief Description
Retention & Loyalty processes can be completed without delay, when a request is
received from a customer
The purpose of the Support Retention & Loyalty processes is to make sure that there is
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
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.

Explanatory
Mandatory
Optional
Interactions
Ensure Retention & Loyalty Capability

Brief Description
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.
Explanatory
Mandatory
Optional
Interactions
Undertake Retention & Loyalty Trend Analysis

Brief Description
Undertake trend analysis on retention and loyalty, including customer acquisitions and
churn, and the effectiveness of loyalty schemes.

Explanatory
Mandatory
Optional
Interactions
1.3.1.5 Manage Customer Inventory
Figure 144: 1.3.1.5 Manage Customer Inventory decomposition
Manage Customer Inventory

Brief Description
Establish, manage and administer the enterprise's customer inventory, as embodied in
the Customer Inventory Database, and monitor and report on the usage and access to
the customer inventory, and the quality of the data maintained in it.
The purpose of the Manage Customer Inventory processes are twofold - establish,
manage and administer the enterprise's customer inventory, as embodied in the
Customer Inventory Database, and monitor and report on the usage and access to the
customer inventory, and the quality of the data maintained in it.
The customer inventory maintains records of all customers, their interactions with the
enterprise, any contracts established, and any other customer related- information,
required to support CRM and other processes.
customers ;

• Identifying, establishing and maintaining customer inventory repository facilities;

• Establishing and managing the customer inventory management and information
capture processes;
create, modify, update, delete and/or download customer data to and from the
customer inventory;
• Ensuring the customer inventory repository accurately captures and records all
identified customer details, through use of automated or manual audits;
• Tracking and monitoring of the usage of, and access to, the customer inventory
• Identifying any technical driven shortcomings of the customer inventory repository,
issues.
Explanatory
Was 1.1.1.10
Mandatory
Optional
Interactions
Identify Relevant Customer Inventory Information

Brief Description
Identifying the inventory-relevant information requirements to be captured for
customers ;
Explanatory
Mandatory
Optional
Interactions

Maintain Customer Inventory facilities

Brief Description
Identifying, establishing and maintaining customer inventory repository facilities;
Explanatory
Mandatory
Optional
Interactions
Manage Customer Inventory Capture

Brief Description
Establishing and managing the customer inventory management and information
capture processes;
Explanatory
Mandatory
Optional
Interactions
Control Customer Inventory Access

Brief Description
modify, update, delete and/or download customer data to and from the customer
inventory;
Explanatory
Mandatory
Optional
Interactions
Ensure Customer Inventory Data Quality

Brief Description
Ensuring the customer inventory repository accurately captures and records all
identified customer details, through use of automated or manual audits. Monitoring and
reporting on the quality of the data maintained in the inventory. The customer
inventory maintains records of all customers, their interactions with the enterprise, any
contracts established, and any other customer related- information, required to support
CRM and other processes.
Explanatory
Mandatory
Optional
Interactions

Track Customer Inventory Usage

Brief Description
Tracking and monitoring of the usage of, and access to, the customer inventory
Explanatory
Mandatory
Optional
Interactions
Identify Customer Inventory Shortcomings

Brief Description
Identifying any technical driven shortcomings of the customer inventory repository, and
issues.
Explanatory
Mandatory
Optional
Interactions

1.3.1.6 Support Bill Invoice Management
Figure 145: 1.3.1.6 Support Bill Invoice Management decomposition
Support Bill Invoice Management

Brief Description
Bill Invoice Management processes can be completed without delay.
Explanatory
The "Support Bill Invoicing Management” is responsible for the "lists of customers who
are eligible for receiving bills in electronic format", not responsible for list of customers
receiving bills, there is a difference.
Mandatory
The purpose of the Support Bill Invoice Management processes is to make sure that
the Bill Invoice Management processes can operate effectively.
Where a commercial agreement has been established with a customer to present a

billing invoice in a particular customer specific format, these processes are responsible
for establishing and maintain the customer specific billing invoice formats, and any
interaction with specific customers to modify the format, and design and development
of the Service Provider’s invoicing process.
These processes maintain lists of customers who are eligible for receiving bills in
electronic format, and maintain the form of electronic format to be used on a customer
basis.
Optional

preparation.
Interactions
Determine Bill Invoice Management Capability

Brief Description
Make sure that there is capability so that the Bill Invoice Management processes can
operate effectively.
Explanatory
preparation
Mandatory
The purpose of the Determine Bill Invoice Management Capability process is to make
sure that there is capability (for example, information, materials, systems and
resources) so that the Bill Invoice Management processes can operate effectively.
Optional
Interactions
Establish & Maintain Bill Invoice Format

Brief Description
Establish and maintain the customer bill invoice formats, and any interaction with
specific customers to modify the format.

Explanatory
Mandatory
The purpose of the Establish & Maintain Bill Invoice Format process is to establish and
maintain the customer bill invoice formats to be used on a customer basis, and any
interaction with specific customers to modify the format, where a commercial
agreement has been established with a customer to present a billing invoice in a
particular customer specific format. The bill invoice format should comprise electronic
form, paper from or etc.
Optional
Interactions
Maintain Bill Customers List

Brief Description
Maintain lists of customers who are eligible for receiving bills.
Explanatory
This process activity is used to maintain a list of customer. This is needed information
for Bill Invoice Management process to deliver bills to customers.
Mandatory
The Maintain Bill Customers List process is to maintain lists of customers who are
eligible for receiving bills. The multiple customer lists may exist for different usage, for
example, customer list for receiving electronic bills, customer list for receiving paper
bills. The process is responsible for adding a customer into the list and removing a
customer from the list and maintaining delivery addresses of customers in the list.
Optional
Interactions
Define Billing Cycle


Brief Description
Define the billing cycles and respective dates according to cash flow needs as
established by Financial Management processes.
Explanatory
Mandatory
The purpose of the Define Billing Cycle process is to define the billing cycles and
respective dates according to cash flow needs as established by Financial Management
processes.
Optional
Interactions
Analyze Billing Trend

Brief Description
Undertake trend analysis on invoice generation, production and distribution issues.
Explanatory
Mandatory
The purpose of Analyze Billing Trend process is to analyses trend on invoice generation,
production and distribution issues, including volume per billing cycle.
Optional
Interactions
These analysis results may be utilized to improve the operational efficiency of Bill
Invoice Management processes, reduce operational costs and enhance customer
experience.
Design & Develop Invoicing Process

Brief Description
Design and develop the Service Provider’s invoicing process.
Explanatory
The billing invoice processes may include electronic/physical invoice format design,
electronic invoice distribution, physical invoice production and invoice distribution and
etc.
Mandatory
The purpose of Design & Develop Invoicing Process is to design and develop the
invoicing process according to Service Provider’s requirements. Service Provider would
orchestrate the relevant processes to manage and control the bill invoice production
and distribution in efficiency.
Optional
Interactions
Service Provider would orchestrate the relevant processes to manage and control the
bill invoice production and distribution in efficiency.
1.3.1.7 Support Bill Payments & Receivables Management
Figure 146: 1.3.1.7 Support Bill Payments & Receivables Management decomposition

Support Bill Payments & Receivables Management

Brief Description
Ensure that all information and systems are available so that the Bill Payments &
Receivables Management processes can be completed without delay.
Explanatory
The payment processes should be established before operation.
Mandatory
The purpose of the Support Bill Payments & Receivables Management processes is to
make sure that there is capability (for example, established collection channels,
processes can operate effectively. Examples are collection channels capable of
processing customer bill payments, information on payments done by customers,
systems needed to process the payments and make the customer bill account balance.
In addition these processes are responsible for establishing, managing and, if required,
operating the various payment processes that the Service Provider chooses to establish.
Optional
These processes undertake trend analysis on customer billing debts, alerting when pre-
determined thresholds are tended to be exceeded.
Interactions
Determine Bill Payments & Receivables Management Capability

Brief Description
Make sure that there is capability that the Bill Payments & Receivables Management
processes can operate effectively.
Explanatory
Examples are collection channels capable of processing customer bill payments,
information on payments done by customers, systems needed to process the payments
and make the customer bill account balance.
Mandatory
The purpose of Determine Bill Payments & Receivables Management Capability process

is to make sure that there is capability (for example, established collection channels,
processes can operate effectively.
Optional
Interactions
Analyze Customer Payment Trend

Brief Description
Analyze trend on customer billing debts, alerting when pre-determined thresholds are
tended to be exceeded.
Explanatory
Mandatory
The purpose of Analyze Customer Payment Trend process is to analyses trend on
customer billing debts, alerting when pre-determined thresholds are tended to be
exceeded.
Optional
Interactions
The analysis results may be utilized to guide developing billing debt policies to reduce or
avoid loss of enterprise incomes.
Administer Customer Payment Processes

Brief Description
Establish, manage and, if required, operate the various payment processes that the
Service Provider chooses to establish

Explanatory
The process "Administer Customer Payment Processes" is to manage customer payment
processes, not to manage payment. The payment processes should be established
before operation. For example, business customers pay bills in different channel
comparing to personal customers. This is why this process is not under "Manage
Customer Payments".
Mandatory
The purpose of Administer Customer Payment Processes process is to establish, manage
and operate the payment processes chosen by Service Provider. The customer payment
processes may be according to the local policies (e.g. national law) and rules decided by
Service Provider. This process is also responsible for updating/revising the payment
processes on demand.
Optional
Interactions
1.3.1.8 Support Bill Inquiry Handling
Figure 147: 1.3.1.8 Support Bill Inquiry Handling decomposition
Support Bill Inquiry Handling


Brief Description
Ensure that all information, systems and resources are available so that the Bill Inquiry
Handling processes can be completed without delay.
The purpose of the Support Bill Inquiry Handling processes is to make sure that there is
capability (for example, information, systems and resources) so that the Bill Inquiry
Handling processes can operate effectively. Examples are information on how to
respond to current billing issues being raised by customers, systems needed to create
customer bill inquiry and complaint reports, requests for provisioning of additional
resources where it has been identified that current levels will impact on timely billing
complaint handling.
These processes are responsible for managing billing policies associated with customer
billing dispute settlements.
These processes undertake trend analysis on billing queries and complaints.
Explanatory
Was 1.1.1.1.15
Mandatory
Optional
Interactions
Determine Bill Inquiry Handling Capability

Brief Description
Make sure that there is capability so that the Bill Inquiry Handling processes can operate
effectively.
Explanatory
Examples are information on how to respond to current billing issues being raised by
customers, systems needed to create customer bill inquiry and complaint reports,
requests for provisioning of additional resources where it has been identified that
current levels will impact on timely billing complaint handling.

Mandatory
The purpose of the Determine Bill Inquiry Handling Capability processes is to make sure
that there is capability (for example, information, systems and resources) so that the Bill
Inquiry Handling processes can operate effectively.
Optional
Interactions
Manage Billing Policy

Brief Description
Manage billing policies associated with customer billing dispute settlements.
Explanatory
Mandatory
The purpose of Manage Billing Policy process is to manage billing policies associated
with customer billing dispute settlements. The process is responsible for creating a new
billing policy, deleting and modifying an existing billing policy. It is also responsible for
associating the specific customer billing dispute to suitable billing policy to guide SP to
settle billing dispute.
Optional
Interactions
Analyze Bill Inquiry Trend

Brief Description
Undertake trend analysis on billing queries and complaints.

Explanatory
Mandatory
The purpose of Analyze Bill Inquiry Trend process is to analyses trend on billing queries
and complaints.
Optional
Interactions
The analysis results may be utilized to guide SP to develop or adjust billing policy.
1.3.2 Customer Experience Management
Figure 148: 1.3.2 Customer Experience Management decomposition
Customer Experience Management


Brief Description
Perform customer lifecycle mapping , assess customer experience maturity, as well as
analyze customer experience metrics.
Customer Experience Management defines the customer maturity matrix, analyze Key
Capability Indicators, and determine customer maturity level for each dimension. It
defines lifecycle states, map the customer to a lifecycle state periodically review and
update the lifecycle, as well as analyzing the lifecycle state for cross-sections of
customers. It also define customer experience KCIs/KQIs and map KQIs to lifecycle phase
and channel. Capture KCIs/KQIs and perform analysis upon them.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Customer Experience Maturity Assessment

Brief Description
This a specific process of the General Maturity Assessment processes that are in
Common Enterprise Processes in the Enterprise domain.
The Customer Experience Maturity Assessment process is a specific process of the
General Maturity Assessment processes that are in Common Enterprise Processes in the
Enterprise domain. It defines the customer maturity matrix, analyze Key Capability
Indicators, and determine customer maturity level for each dimension.t
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Mapping and Analysis of Experience Lifecycles

Brief Description
Selecting , recording, analyzing and assessing improvement to particular customer
lifecycle.
Mapping and Analysis of Experience Lifecycles processes involve selecting,
recording, analyzing and assessing improvements to particular customer lifecycle
journeys which relates to the organizations customer experience objectives.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.3.2.1 Customer Experience Maturity Assessment

Figure 149: 1.3.2.1 Customer Experience Maturity Assessment decomposition
Customer Experience Maturity Assessment

Brief Description
This a specific process of the General Maturity Assessment processes that are in
Common Enterprise Processes in the Enterprise domain.
The Customer Experience Maturity Assessment process is a specific process of the
General Maturity Assessment processes that are in Common Enterprise Processes in the
Enterprise domain. It defines the customer maturity matrix, analyze Key Capability
Indicators, and determine customer maturity level for each dimension.t
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

1.3.2.4 Mapping and Analysis of Experience Lifecycles
Figure 150: 1.3.2.4 Mapping and Analysis of Experience Lifecycles decomposition
Mapping and Analysis of Experience Lifecycles

Brief Description
Selecting , recording, analyzing and assessing improvement to particular customer
lifecycle.
Mapping and Analysis of Experience Lifecycles processes involve selecting,
recording, analyzing and assessing improvements to particular customer lifecycle
journeys which relates to the organizations customer experience objectives.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Select Journey

Brief Description
Selecting and mapping important journey(s)
Select Journey processes involves mapping important journeys that are relevant to a
particular customer experience objective in order to analyze and improve the customer
experience.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Record Journey
Brief Description
Collecting the metrics
and observations for a journey.
Record Journey process involves collecting the metrics and observations for a journey.
The collection methods may include surveys, mystery shopping, automated data
collection.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Analyze Journey

Brief Description
Analyzing Customer
Experience Journeys through various methods.
Analyze Journey processes involves analyzing selected customer experience journeys
through journey analysis to recommend improvements to customer experience
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Measure Customer Experience Improvements

Brief Description
Measure the success of the customer experience recommendations through comparing
it with various success criteria
Measure Customer Experience Improvements process involves measuring the success of
the customer experience recommendations through comparing it with various success
criteria such as against metrics benchmarks.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.3.2.4.1 Select Journey

Figure 151: 1.3.2.4.1 Select Journey decomposition
Select Journey
Brief Description
Selecting and mapping important journey(s)
Select Journey processes involves mapping important journeys that are relevant to a
particular customer experience objective in order to analyze and improve the customer
experience.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Select Touchpoint

Brief Description
Selecting relevant
journey phase and channels that are to be analyzed
Select Touchpoint processes involve selecting all the relevant journey phases and
channels that are to be mapped and analyzed for a customer or set of customers.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Select Persona
Brief Description
Selecting the persona for
which the journey will be analyzed
Select Persona process involves selecting a particular persona for whom the journey will
be analyzed. A persona is the grouping of a set of customers that display common
characteristics.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Select Metrics Per Touchpoint


Brief Description
Selecting relevant
metrics per touchpoints.
Select Metrics Per Touchpoint involves selecting the relevant metrics that need to be
measured at each customer lifecycle touchpoint. This enables a quantifiable value to
assess/indicate the customer experience at the touchpoint.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.3.2.4.1.1 Select Touchpoint

Figure 152: 1.3.2.4.1.1 Select Touchpoint decomposition
Select Touchpoint
Brief Description
Selecting relevant
journey phase and channels that are to be analyzed
Select Touchpoint processes involve selecting all the relevant journey phases and
channels that are to be mapped and analyzed for a customer or set of customers.
Explanatory
N/A
Mandatory
N/A
Optional
N/A

Interactions
N/A
Select Channel
Brief Description
Selecting the channel that will be analyzed
Select Channel process involves selecting the relevant channel(s) to be analyzed and
mapped for the journey analysis. There can be multiple channels that might be utilized
in a journey such as SMS, call center, IVR, etc.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Select Journey Phase

Brief Description
Selecting relevant
journey phases that need to be analyzed
Select Journey Phase process involves utilizing the TM Forum Experience Lifecycle model
to select relevant journey phases per channel to be analyzed for a particular
journey. For example analyzing how a customer "Pays" through different channels such
as Website, IVR, Franchisee, etc.
Explanatory
N/A
Mandatory
N/A

Optional
N/A
Interactions
N/A
1.3.2.4.3 Analyze Journey
Figure 153: 1.3.2.4.3 Analyze Journey decomposition
Analyze Journey
Brief Description
Analyzing Customer
Experience Journeys through various methods.
Analyze Journey processes involves analyzing selected customer experience journeys
through journey analysis to recommend improvements to customer experience
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Analyze Journey Trends

Brief Description
Analyzing the change
in journey over a time period.
Analyze Journey Trends process involves analyzing how a journey has changed over a
time frame to compare the changes in results and what are the reasons behind the
change.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Analyze Root Causes

Brief Description
Analyzing the root cause
of a customer experience.
Analyze Root Causes process involves analyzing the root cause of a particular customer
experience. This experience may either be negative or positive. Different techniques
such as a fishbone diagram might be utilized.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Analyze Touchpoint trigger

Brief Description
Analyzing the touchpoint triggers.
Analyzing Touchpoint Trigger process involves analyzing the triggers of a touchpoint.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Analyze Across Journeys

Brief Description
Analyzing across different journeys to see how one journey impacts another journey.
Analyze Across Journeys process involves analyzing across different journeys to see how
one journey impacts another journey.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Recommend Customer Experience Improvement

Brief Description
Recommend customer experience improvement(s) according to the analysis.
Recommend Customer Experience Improvements process involves coming up with
customer experience recommendations according to the various analysis conducted on
the journeys.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.3.3 Order Handling
Figure 154: 1.3.3 Order Handling decomposition
Order Handling

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. Responsibilities of the Order Handling processes include, but are not
limited to:
• Issuing new customer orders, modifying open customer orders or canceling open
customer orders;
• Verifying whether specific non-standard offerings sought by customers are feasible
and supportable;
• Checking the credit worthiness of customers as part of the customer order process;
• Testing the completed offering to ensure it is working correctly;
• Updating of the Customer Inventory Database to reflect that the specific product
offering has been allocated, modified or cancelled;
• Assigning and tracking customer provisioning activities;
• Managing customer provisioning jeopardy conditions
• Reporting progress on customer orders to customer and other processes.
Explanatory
Mandatory
Optional
Interactions
Determine Customer Order Feasibility

Brief Description
Check the availability and/or the feasibility of providing and supporting standard and
customized product offerings where specified to a customer.
The purpose of the Determine Customer Order Feasibility process is to check the
availability and/or the feasibility of providing and supporting standard and customized
product offerings where specified as part of the standard product offering process flow,
to a customer.

These processes invoke requests to SM&O provisioning processes to determine the

availability and supportability of product offerings to a customer.
These processes are also responsible for determining whether the offering can be
supported by other CRM processes.
Explanatory
Mandatory
Optional
Interactions
Authorize Credit
Brief Description
Assess a customer's credit worthiness in support of managing customer risk and
company exposure to bad debt
The purpose of the Authorize Credit processes is to assess a customer’s credit
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
Explanatory
Mandatory
Optional
Interactions
Track & Manage Customer Order Handling

Brief Description
Ensure customer provisioning activities are assigned, managed and tracked efficiently to
meet the agreed committed availability date
The objective of the Track & Manage Customer Order Handling processes is to ensure
customer provisioning activities are assigned, managed and tracked efficiently to meet
the agreed committed availability date.
• Scheduling, assigning and coordinating customer provisioning related activities;
• Generating the respective service order creation request(s) to Issue Service Orders
based on specific customer orders;
• Escalating status of customer orders in accordance with local policy;
• Undertaking necessary tracking of the execution process;
• Adding additional information to an existing customer order;
• Modifying information in an existing customer order;
• Modifying the customer order status;
• Canceling a customer order when the initiating sales request is cancelled;
• Monitoring the jeopardy status of customer orders, and escalating customer orders as
necessary
• Indicating completion of a customer order by modifying the customer order status.
Note that some specific product components may be delivered directly by other parties.
In these cases the Track & Manage Customer Order Handling process is responsible for
initiating requests, through other Party Requisition Management for the delivery by the
other Party of the specific product components.
Explanatory
Mandatory
Optional
Interactions
Complete Customer Order

Brief Description
Manage customer information and interactions after customer contracts or associated
service orders have been finalized and during the order completion phase

The purpose of the Complete Customer Order processes is to manage customer
information and interactions after customer contracts or associated service orders have
been finalized and during the order completion phase. 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. These processes are responsible
for ensuring that any customer information required by other CRM processes is updated
as part of the customer order completion.
Explanatory
Mandatory
Optional
Interactions
Issue Customer Orders

Brief Description
Issue correct and complete customer orders
The purpose of the Issue Customer Orders processes is to issue correct and complete
customer orders. These processes ensure that all necessary information about the
Customer Order (for example, type of product, install address, special requirements,
etc.) is available. The customer orders may be required to satisfy pertinent customer
requests from the Selling processes (in particular taking into account the purchase order
from Negotiate Sales), may arise as a result of requests for customer provisioning
activity to satisfy customer problem restoration activities, may arise to alleviate
customer performance issues. These processes assess the information contained in the
customer order relating to the sales request or initiating customer process request to
determine the associated customer orders that need to be issued. The issued customer
order may require a feasibility assessment, may require new provisioning activities, may
require a change to a previously issued customer order, or may require cancellation of a
previously initiated customer order. The customer order may also relate to the
cancellation of previously purchased specific services. Where, the initiating request for a
purchased product offering has a standard customer order this process is responsible
for issuing the customer order, and for creating a record of the relevant initiating sales
request and the associated customer order. Where the initiating request for a

purchased product offering has special or unusual requirements, and a specific

feasibility assessment has been previously undertaken, this process is responsible for
issuing the customer order, and for creating a record of the relevant initiating request
information and the associated customer order. Where the initiating request for a
feasibility assessment has not been previously undertaken, this process marks the
issued customer order as requiring special handling, and passes management for further
processing to the Track & Manage Customer Order Handling process. The orchestration,
if required, and tracking of the customer order progress is the responsibility of the Track
& Manage Customer Order Handling processes.
Explanatory
Mandatory
Optional
Interactions
Report Customer Order Handling

Brief Description
Monitor the status of customer orders, provide notifications of any changes and provide
management reports.
The objective of the Report Customer Order Handling processes is to monitor the status
of customer orders, provide notifications of any changes and provide management
reports. These processes are responsible for continuously monitoring the status of
customer orders and managing notifications to processes and other parties registered to
receive notifications of any status changes. Notification lists are managed and
maintained by the Support Order Handling processes. These processes record, analyze
and assess the customer order status changes to provide management reports and any
specialized summaries of the efficiency and effectiveness of the overall Order Handling
process. These specialized summaries could be specific reports required by specific
customers.
Explanatory

Mandatory
Optional
Interactions
Close Customer Order

Brief Description
Close a customer order when the customer provisioning activities have been completed.
Monitor the status of all open customer orders, and recognize that a customer order is
ready to be closed when the status is changed to completed.
The objective of the Close Customer Order processes is to close a customer order when
the customer provisioning activities have been completed. These processes monitor the
status of all open customer orders, and recognize that a customer order is ready to be
closed when the status is changed to completed.
Explanatory
Mandatory
Optional
Interactions
1.3.3.1 Determine Customer Order Feasibility

Figure 155: 1.3.3.1 Determine Customer Order Feasibility decomposition
Determine Customer Order Feasibility

Brief Description
Check the availability and/or the feasibility of providing and supporting standard and
customized product offerings where specified to a customer.
The purpose of the Determine Customer Order Feasibility process is to check the
availability and/or the feasibility of providing and supporting standard and customized
product offerings where specified as part of the standard product offering process flow,
to a customer.
These processes invoke requests to SM&O provisioning processes to determine the

availability and supportability of product offerings to a customer.
These processes are also responsible for determining whether the offering can be
supported by other CRM processes.
Explanatory
Mandatory
Optional
Interactions

Perform Impact Analysis

Brief Description
Analyses the customer order for further impact particularly deals with RFCs (request for
change)
Explanatory
This process is used to determine the impact on feasibility of customer orders. After
determination on feasibility of customer orders, impact analysis will detect the need of
change. It determine the impact on customer solution service components.
Mandatory
Analyses the customer order for further impact particularly deals with RFCs (request for
change)
Optional
Interactions
This process supports the ITIL change management process.
Check offering availability

Brief Description
Check the availability of providing and supporting standard and customized product
offerings
N/A
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Check Offering feasibility

Brief Description
Check the feasibility of providing and supporting standard and customized product
offerings
N/A
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.3.3.4 Track & Manage Customer Order Handling
Figure 156: 1.3.3.4 Track & Manage Customer Order Handling decomposition
Track & Manage Customer Order Handling


Brief Description
Ensure customer provisioning activities are assigned, managed and tracked efficiently to
meet the agreed committed availability date
The objective of the Track & Manage Customer Order Handling processes is to ensure
customer provisioning activities are assigned, managed and tracked efficiently to meet
the agreed committed availability date.
• Scheduling, assigning and coordinating customer provisioning related activities;
• Generating the respective service order creation request(s) to Issue Service Orders
based on specific customer orders;
• Escalating status of customer orders in accordance with local policy;
• Undertaking necessary tracking of the execution process;
• Adding additional information to an existing customer order;
• Modifying information in an existing customer order;
• Modifying the customer order status;
• Canceling a customer order when the initiating sales request is cancelled;
• Monitoring the jeopardy status of customer orders, and escalating customer orders as
necessary
• Indicating completion of a customer order by modifying the customer order status.
Note that some specific product components may be delivered directly by other parties.
In these cases the Track & Manage Customer Order Handling process is responsible for
initiating requests, through other Party Requisition Management for the delivery by the
Explanatory
Mandatory
Optional
Interactions
Manage Customer Order

Brief Description
Schedule, assign and coordinate customer provisioning related activities. Generate the
respective service order creation request(s) to Issue Service Orders based on specific
customer orders. Escalate status of customer orders in accordance with local policy.

Add additional information to an existing customer order. Modify information in an

existing customer order. Cancel a customer order when the initiating sales request is
cancelled. If some specific product components are delivered directly by other Parties,
initiate requests, through other Party Requisition Management, for the delivery by the
Explanatory
Mandatory
Optional
Interactions
Track Customer Order

Brief Description
Undertake necessary tracking of the execution process. Modify the customer order
status. Monitor the jeopardy status of customer orders, escalating customer orders as
necessary.
Explanatory
Mandatory
Optional
Interactions
Update Order Repository


Brief Description
To be added
Explanatory
Update repository at each level in order handling. The state of order will be changed at
each level according to work flow:
- All those issued customer order which are not preauthorized are set in ‘pending’ state
- Validate order will passed to ‘acknowledged’ state (if invalid, order gets ‘rejected’)
- Feasible order (completing the impact analysis) will be ‘committed’ in case order is not
‘cancelled’ (leads to cancelled state) (if infeasible , order gets ‘rejected’)
- As the order progress for completion will set to ‘completed’ (in case not cancelled)
- The 3 terminal states: completed, cancelled and rejected will finally leads to ‘closed
customer order’
Mandatory
Create, update and delete order information and update order state into order
inventory/ repository
Optional
Interactions
This process will directly interact with the repository, in order to update the order
state/status information.
1.3.3.6 Issue Customer Orders

Figure 157: 1.3.3.6 Issue Customer Orders decomposition
Issue Customer Orders

Brief Description
Issue correct and complete customer orders
The purpose of the Issue Customer Orders processes is to issue correct and complete
customer orders. These processes ensure that all necessary information about the
Customer Order (for example, type of product, install address, special requirements,
etc.) is available. The customer orders may be required to satisfy pertinent customer
requests from the Selling processes (in particular taking into account the purchase order
from Negotiate Sales), may arise as a result of requests for customer provisioning
activity to satisfy customer problem restoration activities, may arise to alleviate
customer performance issues. These processes assess the information contained in the
customer order relating to the sales request or initiating customer process request to
determine the associated customer orders that need to be issued. The issued customer
order may require a feasibility assessment, may require new provisioning activities, may
require a change to a previously issued customer order, or may require cancellation of a
previously initiated customer order. The customer order may also relate to the
cancellation of previously purchased specific services. Where, the initiating request for a

purchased product offering has a standard customer order this process is responsible
for issuing the customer order, and for creating a record of the relevant initiating sales
request and the associated customer order. Where the initiating request for a
feasibility assessment has been previously undertaken, this process is responsible for
issuing the customer order, and for creating a record of the relevant initiating request
information and the associated customer order. Where the initiating request for a
feasibility assessment has not been previously undertaken, this process marks the
issued customer order as requiring special handling, and passes management for further
processing to the Track & Manage Customer Order Handling process. The orchestration,
if required, and tracking of the customer order progress is the responsibility of the Track
& Manage Customer Order Handling processes.
Explanatory
Mandatory
Optional
Interactions
Assess Customer Order

Brief Description
Assess the information contained in the customer order relating to the sales request or
initiating customer process request to determine the associated customer orders that
need to be issued. The issued customer order may require a feasibility assessment, may
require new provisioning activities, may require a change to a previously issued
customer order, or may require cancellation of a previously initiated customer order.
The customer order may also relate to the cancellation of previously purchased specific
services.
Explanatory
Mandatory

Optional
Interactions
Issue Customer Order

Brief Description
Issue a customer order, creating a record of the relevant initiating sales request and the
associated customer order. Where the initiating request for a purchased product
offering has special or unusual requirements, if a specific feasibility assessment has
been previously undertaken, create a record of the relevant initiating request
information. If a specific feasibility assessment has not been previously undertaken,
mark the issued customer order as requiring special handling.
Explanatory
Mandatory
Optional
Interactions
1.3.3.7 Report Customer Order Handling

Figure 158: 1.3.3.7 Report Customer Order Handling decomposition
Report Customer Order Handling

Brief Description
Monitor the status of customer orders, provide notifications of any changes and provide
management reports.
The objective of the Report Customer Order Handling processes is to monitor the status
of customer orders, provide notifications of any changes and provide management
reports. These processes are responsible for continuously monitoring the status of
customer orders and managing notifications to processes and other parties registered to
receive notifications of any status changes. Notification lists are managed and
maintained by the Support Order Handling processes. These processes record, analyze
and assess the customer order status changes to provide management reports and any
specialized summaries of the efficiency and effectiveness of the overall Order Handling
customers.
Explanatory
Mandatory
Optional
Interactions

Monitor Customer Order Status

Brief Description
Continuously monitor the status of customer orders.
Explanatory
Mandatory
Optional
Interactions
Manage Customer Order Status Notification

Brief Description
Explanatory
Mandatory
Optional
Interactions
Report Customer Order Status

Brief Description
Record, analyze and assess the customer order status changes to provide management
reports and any specialized summaries of the efficiency and effectiveness of the overall
Order Handling process, including specific reports required by specific customers.
Explanatory
Mandatory
Optional
Interactions
1.3.4 Customer Management
Figure 159: 1.3.4 Customer Management decomposition
Customer Management
Brief Description
Manage the relationship of the Customer and the enterprise.
The purpose of this process is to manage the relationship of the Customer and the

enterprise. This process may be triggered at very early stages of the customer lifecycle
(for example, for leads and prospects which are potential customers) and until the
termination of the customer relationship between the enterprise and the customer. This
processes is in charge of managing the customer relationship with the enterprise and of
the customer profile. This process ensure that each customer gets a unique identity and
that customer identities are not duplicated in the enterprise. This process is also in
charge of evaluating the customer value, the customer risk (credit risk, fraud risk,
influence risk, and churn risk) of validating the customer satisfaction.
The customer data is managed by the Customer Information Management process.
Explanatory
Mandatory
Optional
Interactions
Enable Retention & Loyalty

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.
Explanatory
Mandatory
Optional

Interactions
Establish Customer Relationship

Brief Description
Verify the customer identity and manage the customer identity across the Enterprise.
The purpose of this process is to verify that the customer is 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, to establish and verify the Identity and to issue a unique Identifier and
Authentication information. 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.
This process is also used to ‘clean-up’ duplicates of customer identifying information

that may exist within the organization.
Explanatory
Mandatory
Optional
Interactions
Re-establish Customer Relationship

Brief Description
Re-establish customer relationship.
The purpose of this process is to re-establish customer relationship which were
suspended or terminated in the past. This process recovers the appropriate customer
information along with the past customer interactions and provides them to the
operational systems in order to provide continuity in the customer management
processes.

Pending on the customer status this process performs:
• Change in the status of the customer information in the operational systems

• Retrieve customer information from archive systems
• Create/Update the retrieved customer information
• Restore / retrieve previous customer interactions information
Explanatory
Mandatory
Optional
Interactions
Terminate Customer Relationship

Brief Description
Manage termination as appropriate
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. 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. All relevant parties are informed of the ended relationship. Other
processes are triggered to dismantle the customer solution and servicing arrangements
as necessary.
Explanatory
Mandatory

Optional
Interactions
1.3.4.1 Enable Retention & Loyalty
Figure 160: 1.3.4.1 Enable Retention & Loyalty decomposition
Enable Retention & Loyalty

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.
Explanatory
Mandatory
Optional

Interactions
Build Customer Insight

Brief Description
Ensure that Service Provider and the customer feel confident that the relationship is
founded on up-to-date, accurate and legally compliant information
The purpose of this process is to ensure that Service Provider 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.
Explanatory
Mandatory
Optional
Interactions
Analyze & Manage Customer Risk

Brief Description
Ensure that a consistent customer risk assessment is used across the Enterprise and
ensure that risk analysis is based on information collected from all processes.
The purpose of this process is to ensure that risk analysis is 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 improves 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.
Explanatory
Mandatory
Optional
Interactions
Personalize Customer Profile for Retention & Loyalty

Brief Description
Provide the personalization opportunities for customers that will encourage them not to
switch to another Service Provider
The purpose of this process is to provide the personalization 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.

Explanatory
Mandatory
Optional
Interactions
Validate Customer Satisfaction

Brief Description
Validate that predicted/expected value is delivered by the solution and initialize the
after-sales processes (billing and assurance)
The purpose of this process is to validate that 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.
Explanatory
Mandatory
Optional
Interactions
1.3.4.1.1 Build Customer Insight

Figure 161: 1.3.4.1.1 Build Customer Insight decomposition
Build Customer Insight

Brief Description
Ensure that Service Provider and the customer feel confident that the relationship is
founded on up-to-date, accurate and legally compliant information
The purpose of this process is to ensure that Service Provider 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.
Explanatory

Mandatory
Optional
Interactions
Gather Customer Information

Brief Description
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. The purpose of this process is to ensure that Service Provider and the
customer feel confident that the relationship is founded on up-to-date, accurate and
legally compliant information.
Explanatory
Mandatory
Optional
Interactions
Report Customer Information

Brief Description
Makes available Customer Information 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.

Explanatory
Mandatory
Optional
Interactions
1.3.4.1.2 Analyze & Manage Customer Risk
Figure 162: 1.3.4.1.2 Analyze & Manage Customer Risk decomposition
Analyze & Manage Customer Risk

Brief Description
Ensure that a consistent customer risk assessment is used across the Enterprise and
ensure that risk analysis is based on information collected from all processes.
The purpose of this process is to ensure that risk analysis is 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 improves 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.

Explanatory
Mandatory
Optional
Interactions
Ensure Risk Analysis Basis

Brief Description
Ensure that risk analysis is based on information collected from all processes
Explanatory
Mandatory
Ensure that risk analysis is based on information collected from all processes
Optional
Interactions
Ensure Consistent Risk Analysis

Brief Description
Ensure consistent risk assessment is used across the Enterprise.
Explanatory
Mandatory
Ensure consistent risk assessment is used across the Enterprise.

Optional
Interactions
Determine Customer Risk

Brief Description
Determines the credit risk, fraud risk, influence risk, and churn risk.
Explanatory
Mandatory
Determines the credit risk, fraud risk, influence risk, and churn risk.
Optional
Interactions
Identify Risk Management Treatment

Brief Description
Identifies treatments to manage these risks and focuses on using customer information.
The purpose is to track and improve Operations, target and win the right customers and
improves Sales Conversion rate.
Explanatory
The purpose is to track and improve Operations, target and win the right customers and
improves Sales Conversion rate.
Mandatory
Identifies treatments to manage these risks and focuses on using customer information.

Optional
Interactions
1.3.4.1.3 Personalize Customer Profile for Retention & Loyalty
Figure 163: 1.3.4.1.3 Personalize Customer Profile for Retention & Loyalty decomposition
Personalize Customer Profile for Retention & Loyalty

Brief Description
Provide the personalization opportunities for customers that will encourage them not to
switch to another Service Provider
The purpose of this process is to provide the personalization opportunities for
customers that will encourage them not to switch to another Service Provider.
Collection of Personalization Information also discourages switching since the customer
would have to build up the same Personalized experience with the next Service
Provider.

today’s known needs.

market.
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.
Explanatory
Mandatory
Optional
Interactions
Collect Customer Personalization Information

Brief Description
Collects Personalization Information about customers. This also discourages switching
since the customer would have to build up the same Personalized experience with the
next Service Provider.
Explanatory
This also discourages switching since the customer would have to build up the same
Personalized experience with the next Service Provider.
Mandatory
Collects Personalization Information about customers.
Optional

Interactions
Provide Customer Personalization Information

Brief Description
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.
Explanatory
Mandatory
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.
Optional
Interactions
Ensure Customer Personalization Opportunities

Brief Description
Provides the personalization 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. - 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.

market.
Explanatory
today’s known needs. - 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.
Mandatory
Provides the personalization opportunities for customers that will encourage them not
to switch to another Service Provider.
Optional
Interactions
1.3.4.1.4 Validate Customer Satisfaction
Figure 164: 1.3.4.1.4 Validate Customer Satisfaction decomposition

Validate Customer Satisfaction

Brief Description
Validate that predicted/expected value is delivered by the solution and initialize the
after-sales processes (billing and assurance)
The purpose of this process is to validate that 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.
Explanatory
Mandatory
Optional
Interactions
Validate Solution Predicted/Expected Value

Brief Description
Validate that predicted/expected value is delivered by the solution. 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.
Explanatory
Mandatory
Validate that predicted/expected value is delivered by the solution. 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.
Optional
Interactions
Validate Satisfaction of Customer

Brief Description
Explanatory
Mandatory
Optional
Interactions
Initialize after-sales processes

Brief Description
Initialize after-sales processes (billing and assurance)
Explanatory

Mandatory
Optional
Interactions
1.3.4.2 Establish Customer Relationship
Figure 165: 1.3.4.2 Establish Customer Relationship decomposition
Establish Customer Relationship

Brief Description
Verify the customer identity and manage the customer identity across the Enterprise.
The purpose of this process is to verify that the customer is 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, to establish and verify the Identity and to issue a unique Identifier and
Authentication information. 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.

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

that may exist within the organization.
Explanatory
Mandatory
Optional
Interactions
Verify Customer
Brief Description
Verify that the customer is who they claim they are.
The purpose of this process is to verify that the customer is who they claim they are.
This can be achieved by examination of an identity certification issued by a trusted body
(such as governmental agency or other accepted means.) Certification means can be
physical (such as Passport or ID card ) biometrical or other.
Explanatory
Mandatory
Optional
Interactions
For new customers, Establish New Customer Identify then deals this these.
Establish New Customer Identity

Brief Description
Issue a unique Identifier and Authentication information for a new customer without an
existing identity.

Explanatory
Mandatory
Issue a unique Identifier and Authentication information for a new customer without an
existing identity.
Optional
Interactions
Clean-up & Archive Customer Identifying Information

Brief Description
After termination, provides ‘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.
Explanatory
Mandatory
After termination, provides ‘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.
Optional
Interactions
Other processes are triggered to dismantle the customer solution and servicing
arrangements as necessary.
De-duplicate Customer Identity

Brief Description
Merge multiple records from same customer.
The purpose of this process is to check that the customer does not already have an
Identity with the Enterprise. This process is also used to ‘clean-up’ duplicates of
customer identifying information that may exist within the organization.
Explanatory
Mandatory
Optional
Interactions
Issue Unique Customer ID

Brief Description
Ensure only one customer identity exists across the Enterprise.
The purpose of this process is 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. Before establishing an identity for a new
customer de-duplication check is performed.
Explanatory
Mandatory
Optional
Interactions
Gather Authentication Information

Brief Description
Gather Authentication Information from the customer.
The purpose of this process is to gather information that enables the enterprise to
authenticate the customer identity. This information can be documents issued by other
authorities (such as ID card or passport) or information that will enable the enterprise to
re-authenticate the customer(such as answer to a secret question).
Explanatory
Mandatory
Optional
Interactions
1.3.5 Customer Interaction Management
Figure 166: 1.3.5 Customer Interaction Management decomposition
Customer Interaction Management


Brief Description
Manage interactions between the customer and the enterprise. Interactions can be
triggered by the customer or by the enterprise
The purpose of this process is to manage interactions between the customer and the
enterprise. Interactions can be triggered by the customer ( as a result of customer query
or complaint) or by the enterprise( for example sending bills or other customer
notifications.) All customer interactions are logged by the enterprise in order to provide
a full track record of customer activity to the enterprise representatives. Customer
interactions may be short lived ( such as in the case of a query that is answered
immediately ) or may take long time to complete (such as in the case of complex orders
or requests concerning back office intervention). When interactions are long the process
is in charge of making sure the customer is notified in a timely manner about the
progress of her request. Customer interaction history may be used by BI systems in
order to gather information about customer profile and satisfaction. Customer
interactions can span over multiple channels (such as: phone calls, web self-service and
devices.) each party involved in the interaction has a role that mandates its credentials.
For some interactions users may need to login/authenticate themselves in order to get
the appropriate role.
Explanatory
Mandatory
Optional
Interactions
Create Customer Interaction

Brief Description
Create a record that logs the customer interaction.
The purpose of this process is to create a record that logs the customer interaction. The
customer interaction can be initiated by the customer or by the enterprise.
Explanatory

Mandatory
Optional
Interactions
Update Customer Interaction

Brief Description
Update the customer interaction.
The purpose of this process is to update the customer interaction, typically when
additional action is carried out during long-lived interactions. When the customer
should be notified about the update, this process triggers the Notify Customer process
to perform the notification.
Explanatory
Mandatory
Optional
Interactions
Close Customer Interaction

Brief Description
Close the customer interaction.
The purpose of this process is to close the customer interaction when both parties agree
that the interaction is closed.
Explanatory

Mandatory
Optional
Interactions
Log Customer Interaction

Brief Description
Record and maintain all information about the customer interaction.
The purpose of this process is to record and maintain all information about the
customer interaction. This information can be used in future interaction or as input for
data analysis processes.
Explanatory
Mandatory
Optional
Interactions
Notify Customer
Brief Description
Notify the customer when interesting events happen.
The purpose of this process is to notify the customer when events related to existing
interactions or to significant customer experience happen. Some notifications can be
sent immediately using interactive media( such as SMS, Push to applications, etc.) and
other notifications can be sent later using asynchronous media such as mail.
Explanatory

Mandatory
Optional
Interactions
Track and Manage Customer Interaction

Brief Description
Ensure that Customer Interactions are managed and tracked efficiently.
The purpose of this process is to ensure that Customer Interactions are managed and
tracked efficiently across all interaction channels in order to meet the agreed SLA with
the customer. Responsibilities of these process include but are not limited to:
• Ensure interactions are completed and closed in a timely manner
• Notify the customer when SLA or deadlines cannot be met
• Track customer responses when these are required
• Measure KPIs in order to improve the Interactions efficiency
Explanatory
Mandatory
Optional
Interactions
Report Customer interaction

Brief Description
Monitor the status of a customer interaction.
The purpose of this process is to monitor the status of a customer interaction, provide
notifications of any changes and provide management report. These processes record,

analyze and assess the customer interaction status changes to provide management
Customer Interaction Management process. These specialized summaries could be
specific reports required by specific customers.
Explanatory
Mandatory
Optional
Interactions
Authenticate User
Brief Description
Authenticate the person involved in the interaction.
The purpose of this process is to authenticate the person involved in the interaction
from the customer side. In self-service channels the user may need to login to
authenticate himself, in other channels the user my need to answer identity verification
questions.
Explanatory
Mandatory
Optional
Interactions
Customer Interface Management

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 of Service Fulfillment,
Service Assurance (service quality management and trouble or problem management)
and Billing related customer enquiries or contacts.
Explanatory
Mandatory
Optional
Interactions
1.3.5.9 Customer Interface Management
Figure 167: 1.3.5.9 Customer Interface Management decomposition


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 of Service Fulfillment,
Service Assurance (service quality management and trouble or problem management)
and Billing related customer enquiries or contacts.
Explanatory
Mandatory
Optional
Interactions
Manage Request (Including Self Service)

Brief Description
Manage all requests (inbound and outbound) made by potential and existing customers
The purpose of this process is to manage all requests (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.
Explanatory
Mandatory
Optional

Interactions
Analyze & Report on Customer

Brief Description
Perform all necessary analysis on closed requests and on customer contacts and
generate related reports
The purpose of this process is to perform all necessary 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.
Explanatory
Mandatory
Optional
Interactions
Mediate & Orchestrate Customer Interactions

Brief Description
Ensure that transaction message structure and interactions conform to agreed,
externally defined standards used by the enterprise and its customers
The purpose of the Mediate & Orchestrate Customer 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.
Explanatory
Mandatory
Optional
Interactions
1.3.5.9.2 Manage Request (Including Self Service)
Figure 168: 1.3.5.9.2 Manage Request (Including Self Service) decomposition
Manage Request (Including Self Service)

Brief Description
Manage all requests (inbound and outbound) made by potential and existing customers
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.
Explanatory
Mandatory
Optional
Interactions
Handle Request
Brief Description
Receives the request and either enables its originator to automatically fulfill it, or
identifies and activates the opportune process to accomplish the request
Explanatory
Handle a request to make changes This could be a request to change to enable
customer/ subscriber, to start or stop making use of specific products and services
Mandatory
receives the request and either enables its originator to automatically fulfill it, or
identifies and activates the opportune process to accomplish the request. Determine
type of stakeholder request
Optional
Interactions
where relevant, identifies and activates the opportune process to accomplish the
request
Provide Request Status


Brief Description
Manages the status of the request and is able to provide status information at any
moment in which the request is active
Explanatory
Mandatory
manages the status of the request and is able to provide status information at any
moment in which the request is active. Track business events using the request status;
each of which is governed by rules, followed by a set of actions to reach the next
status
Optional
Interactions
Close Request
Brief Description
Formally closes the request when all related activities have been terminated
Explanatory
Mandatory
formally closes the request when all related activities have been terminated
Optional
Interactions
1.3.5.9.3 Analyze & Report on Customer

Figure 169: 1.3.5.9.3 Analyze & Report on Customer decomposition
Analyze & Report on Customer

Brief Description
Perform all necessary analysis on closed requests and on customer contacts and
generate related reports
The purpose of this process is to perform all necessary analysis on closed (completed or
unfulfilled) requests and on customer contacts and it generates related reports, to be
Explanatory
Mandatory
Optional

Interactions
Analyze Customer Requests & Contacts

Brief Description
Perform all necessary analysis on closed (completed or unfulfilled) requests and on
customer contacts
Explanatory
Mandatory
perform all necessary analysis on closed (completed or unfulfilled) requests and on
customer contacts
Optional
Interactions
Report Customer Requests & Contacts

Brief Description
Generates related reports, to be utilized for process improvement activities, proactive
problems prevention, up-sell opportunities definition, etc.
Explanatory
Mandatory
generates related reports, to be utilized for process improvement activities, proactive
Optional

Interactions
1.3.5.9.4 Mediate & Orchestrate Customer Interactions
Figure 170: 1.3.5.9.4 Mediate & Orchestrate Customer Interactions decomposition
Mediate & Orchestrate Customer Interactions

Brief Description
Ensure that transaction message structure and interactions conform to agreed,
externally defined standards used by the enterprise and its customers
The purpose of the Mediate & Orchestrate Customer 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.

Explanatory
Mandatory
Optional
Interactions
Identify Customer Interactions Data Formats

Brief Description
Performs identification of the necessary data formats to be sent externally. 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. The actual agreement between the parties to use specific
interaction standards is part of the Support Customer Interface Management and
Support Selling L3s.
Explanatory
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.
Mandatory
Performs identification of the necessary data formats to be sent externally.
Optional
Interactions
The actual agreement between the parties to use specific interaction standards is part
of the Support Customer Interface Management and Support Selling L3s.
Orchestrate Customer Interactions


Brief Description
Where required, orchestrates interactions with external parties so that messages and
transactions are undertaken with defined and agreed orchestration for message
exchange.
Explanatory
Mandatory
Where required, orchestrates interactions with external parties
Optional
Interactions
messages and transactions are undertaken with defined and agreed orchestration for
message exchange.
Mediate Customer Interactions

Brief Description
Manages conversion of externally received messages into the required internal
enterprise formats, based on the specific transaction type and involved external party.
Explanatory
Mandatory
enterprise formats, based on the specific transaction type and involved external party.
Optional
Interactions
Manages conversion between external and internal formats
1.3.6 Customer Information Management

Figure 171: 1.3.6 Customer Information Management decomposition
Customer Information Management

Brief Description
Manage customer information after customer contracts or associated service orders
have been finalized and during the order completion phase. Ensure that any customer
information required by other CRM processes is updated as part of the customer order
completion.
The purpose of this process is to record and maintain customer information in the CSP in
order to:
-Support day to day operation of CSP
-Enable SP to provide best customer experience
-Support customer segmentation for successful marketing campaign
-Support analytical systems such as churn and fraud
When the customer information is not needed any more by the online systems
(according to CSP policies and regulation) this process is in charge of archiving the
information (if accepted to the customer)
Explanatory
Mandatory
Optional
Interactions
Create Customer Record

Brief Description
Create a new customer record in the customer inventory.
The purpose of this process is to create a new customer record in the customer
inventory. This process follows the processes in Establish Customer Relationship that
make sure that a single record is created for each customer, and it persists the customer
data in the customer inventory.
Explanatory
Mandatory
Optional
Interactions
Update Customer Data

Brief Description
Update the customer data in the customer inventory.
The purpose of this process is to update the customer data in the customer inventory.
This can happen as a result of direct notification from the customer, as a result of
information gathered as part of other processes ( such as selling and order handling) or
as a result of back office processes (such as customer data cleansing) .
Explanatory
Mandatory
Optional
Interactions

Notify Customer Data Change

Brief Description
Notify other processes that customer data has been changed
The purpose of this process is notify other processes that customer data has been
changed. Other processes (mostly long-lived processes) might need to know about such
changes in order to adapt to such changes. In addition some processes which gather the
data for centralized systems (such as Data Warehouse or Master Data Management)
should be notified about such changes.
Explanatory
Mandatory
Optional
Interactions
Archive Customer Data

Brief Description
Archive the customer data.
The purpose of this process is to archive and clean up customer data when it is no
longer needed as part of the customer inventory. The information is archived according
to the CSP policies and the local regulations. In most cases customer information is not
deleted unless this is specifically required by the customer.
Explanatory
Mandatory
Optional

Interactions
Build a unified customer view

Brief Description
Create a single customer record from the information stored in multiple systems and
present a single, most updated record of the customer information.
The purpose of this process is to create a single customer record from the information
stored in multiple systems and present a single, most updated record of the customer
information. This process invokes business rules in order to reconcile the customer data
in a single accurate record. This process may be activated immediately upon any update
of customer data or may be invoked on request to retrieve the customer data. This
process may replicate data from other systems or calculate the unified record on the fly
without persisting any customer data.
Explanatory
Mandatory
Optional
Interactions
1.3.7 Problem Handling
Figure 172: 1.3.7 Problem Handling decomposition
Problem Handling

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 the management of problems reported
by customers and associated with purchased product offerings. The objective of these
processes is to receive reports from customers, resolving them to the customer’s
satisfaction and providing meaningful status on repair and/or recovery activity to the
customer. They are also responsible for customer contact and support in relation to any
customer-affecting problems detected by other processes or through analysis, including
proactively informing the customer and resolving these specific problems to the
customer’s satisfaction.
Responsibilities of the Problem Handling processes include, but are not limited to:
• Capturing, analyzing, managing and reporting on customer reported problems
associated with purchased product offerings;
• Initiating and managing customer problem reports;
• Correcting customer problems;
• Reporting progress on customer problem reports to customer and other processes;
• Assigning & tracking customer problem recovery activities
• Managing customer problem jeopardy conditions.
Problem Handling processes perform analysis, decide on the appropriate
actions/responses and carry them out with the intent of restoring normal operation on
specific purchased product offerings.
Explanatory
Mandatory
Optional
Interactions
Isolate Customer Problem

Brief Description
Identify the root cause of the customer problem.

The purpose of the Isolate Customer Problem processes is to identify the root cause of
the customer problem. The responsibilities of these processes include, but are not
limited to:
• Verifying whether the customer is using the purchased product offering correctly
• Performing diagnostics based on the customer provided information to determine
whether the root cause of the customer problem is linked to the underlying services.
The Isolate Customer Problem processes will make the results of the root cause analysis
available to other processes. The Isolate Customer Problem processes will update open
customer problem report, as required during the assessment, and when the root cause
has been identified.
The Isolate Customer Problem processes will notify the Track & Manage Customer
Problem processes when the analysis is complete.
Explanatory
Mandatory
Optional
Interactions
Report Customer Problem

Brief Description
Monitor the status of customer problem reports, provide notifications of any changes
and provide management reports. This includes customer problems caused by security
events.
The objective of the Report Customer Problem processes is to monitor the status of
customer problem reports, provide notifications of any changes and provide
management reports. These processes are responsible for continuously monitoring the
status of customer problem reports and managing notifications to processes and other
parties registered to receive notifications of any status changes. Notification lists are
managed and maintained by the Support Problem Handling processes. These processes
record, analyze and assess the customer problem report status changes to provide
of the overall Problem Handling process. These specialized summaries could be creation
of specific reports required by customers and/or other specific audiences. These

processes will make the necessary reports about the problem that occurred, the root
cause and the activities carried out for recovery of normal operation.
Explanatory
Mandatory
Optional
Interactions
Track & Manage Customer Problem

Brief Description
Ensure that recovery activities are assigned, coordinated and tracked efficiently, and
that escalation is invoked as required for any open customer problem reports in
jeopardy.
The purpose of the Track & Manage Customer Problem processes is to ensure that
recovery activities are assigned, coordinated and tracked efficiently, and that escalation
is invoked as required for any open customer problem reports in jeopardy.
Responsibilities of these processes include, but are not limited to
• Scheduling, assigning and coordinating tracking any recovery activities, and any repair
and restoration activities delegated to other processes;
• Generating the respective service trouble report creation request(s) to Create Service
Trouble Report based on specific customer problem reports;
• Undertake necessary tracking of the execution progress;
• Modifying information in an existing customer problem report based on assignments;
• Modifying the customer problem report status;
• Canceling a customer problem report when the specific problem was related to an
incorrect customer problem report
• Monitoring the jeopardy status of open customer problem reports, and escalating
customer problem reports as necessary.
Note that some specific product and/or service components may be owned and
managed by other Parties. In these cases the Track & Manage Customer Problem
process is responsible for initiating requests, through other Party Problem Reporting &
Management processes for restoration and recovery by the other Party of the specific

service components. These processes 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. The Track & Manage Customer Problem processes will also inform the Close
Customer Problem processes by modifying the customer problem report status to
cleared when the customer problem has been resolved.
Explanatory
Mandatory
Optional
Interactions
Close Customer Problem Report

Brief Description
Ensure that a problem affecting the customer is solved
The purpose of the Close Customer Problem Report processes is to close a customer
problem report when the problem affecting the customer is solved. These processes are
also responsible for possibly contacting the customer to inquire about the customer's
satisfaction with resolution of the problem. These processes monitor the status of all
open customer problem reports and recognize that a customer problem report is ready
to be closed when the status is changed to cleared.
Explanatory
Mandatory
Optional
Interactions
Create Customer Problem Report

Brief Description
This process creates a new Customer Problem Report.
The objective of the Create Customer Problem Report process is to create a new
customer problem report.
A new customer problem report may be created as a result of customer contacts
indicating a problem with their purchased product offerings or, at the request of
analysis undertaken by other processes in the CRM or SM&O horizontal process layers,
which detect a failure or degradation which may be impacting customers.
These processes are responsible for capturing all the necessary customer information to
be included in the new Customer Problem Report.
Explanatory
Mandatory
Optional
Interactions
Correct & Recover Customer Problem

Brief Description
Restore the service to a normal operational state as efficiently as possible
The objective of the Correct & Recover Customer Problem processes is to restore the
purchased product offerings to a normal operational state as efficiently as possible.
Depending on the nature of the specific reported failure, or incorrect operation, of the
purchased product offering these processes may possibly lead to:
• Educational interaction with the customer to ensure correct usage of the purchased
facilities;
• Re-assessment of the customer’s needs and withdrawal, upgrade, renewal of the
purchased product offerings;
• Requests for activities to be undertaken by other processes in the CRM process layer.
• Identification that restorative activities need to be undertaken in the SM&O
processes.

They will also report successful restoration of normal service operation, restoration
through temporary work-arounds or an unsuccessful attempt at restoration to Track &
Manage Customer Problem through updates to the associated customer problem
report.
Explanatory
Mandatory
Optional
Interactions
1.3.7.1 Isolate Customer Problem
Figure 173: 1.3.7.1 Isolate Customer Problem decomposition
Isolate Customer Problem

Brief Description
Identify the root cause of the customer problem.
The purpose of the Isolate Customer Problem processes is to identify the root cause of
the customer problem. The responsibilities of these processes include, but are not
limited to:
• Verifying whether the customer is using the purchased product offering correctly

• Performing diagnostics based on the customer provided information to determine

The Isolate Customer Problem processes will make the results of the root cause analysis
available to other processes. The Isolate Customer Problem processes will update open
customer problem report, as required during the assessment, and when the root cause
has been identified.
The Isolate Customer Problem processes will notify the Track & Manage Customer
Problem processes when the analysis is complete.
Explanatory
Mandatory
Optional
Interactions
Verify Product Configuration

Brief Description
This process verifies whether the customer is using the purchased product offering
correctly.
Explanatory
Mandatory
Verifies whether the customer is using the purchased product offering correctly.
Optional
Interactions
Perform Specific Customer Problem Diagnostics


Brief Description
This process performs diagnostics based on the customer provided information to
determine whether the root cause of the customer problem is linked to the underlying
services.
Explanatory
Mandatory
Performs diagnostics based on the customer provided information to determine
Optional
Interactions
Perform Specific Customer Problem Tests

Brief Description
This process runs tests against the specific services.
Explanatory
Mandatory
Runs tests against the specific services.
Optional
Interactions
Notify T&M Root Cause Customer Problem


Brief Description
This process notifies the Track & Manage Customer Problem processes when the
analysis is complete.
Explanatory
Mandatory
Notifies the Track & Manage Customer Problem processes when the analysis is
complete.
Optional
Interactions
Categorize Customer Problem

Brief Description
To be added
Explanatory
Use categorized Impact and Urgency levels to focus on the business critical problems
based on the problem prioritization. This process is used to validate and classify the
customer problem. Which involves filtering out problems classify them.
Mandatory
This process is responsible for categorizing the customer problem according to the type
of the problem, impact, and standardized criteria at CRM level. Moreover, this activity
will be carried out with appropriate diligence, in order to provide inputs to the "Track &
Manage Customer Problem" process. Analyze customer problem, filter out irrelevant
and false problems. Determine the problem severity based on its impact and set the
appropriate priority.
Optional
Interactions
The Categorize Customer Problem process will notify the Determine Resolution
Feasibility and Justification process when the classification is complete.

Identify Root Cause / Check for Workarounds

Brief Description
To be added
Explanatory
Investigate the customer problem cause and check for workarounds or temporary fix.
Mandatory
Verify the configuration of the customer’s product. Look for the root cause of the
customer problem. If the cause is determined, recommend a workaround or a
temporary fix for the problem.
Optional
Run various tests and/or diagnostics.
Interactions
Obtain permanent fix or workarounds

Brief Description
To be added
Explanatory
To provide either a temporary fix or workaround to the problem.
Mandatory
Check for permanent fixes for the customer and if not available look for possible
workarounds as remedy for the problem.
Optional
Interactions

Create customer problem restoration plan

Brief Description
To be added
Explanatory
Create a plan for restoration
Mandatory
The primary aim is to put a plan to restore the ‘normal service’ to the
customer as quickly as possible. That should include anything that is needed to allow the
customer to return to the normal working, in order to minimize business impact
Optional
Interactions
Create Known record

Brief Description
To be added
Explanatory
When a root cause and permanent fix or workaround are identified for a customer
problem. A record is created to identify the problem along with any associated root-
cause, fix and workarounds.
Mandatory
The record include the details of the problem and the symptoms
that occurred, together with precise details of any workaround or fix that can be taken
to restore the service and/or resolve the problem.
Optional
An incident count that can be useful to determine the frequency with which problems
are likely to recur and influence priorities.

Interactions
1.3.7.2 Report Customer Problem
Figure 174: 1.3.7.2 Report Customer Problem decomposition
Report Customer Problem

Brief Description
Monitor the status of customer problem reports, provide notifications of any changes
and provide management reports. This includes customer problems caused by security
events.
The objective of the Report Customer Problem processes is to monitor the status of
customer problem reports, provide notifications of any changes and provide
management reports. These processes are responsible for continuously monitoring the
status of customer problem reports and managing notifications to processes and other
managed and maintained by the Support Problem Handling processes. These processes
record, analyze and assess the customer problem report status changes to provide
of the overall Problem Handling process. These specialized summaries could be creation
of specific reports required by customers and/or other specific audiences. These
processes will make the necessary reports about the problem that occurred, the root
Explanatory
Mandatory

Optional
Interactions
Monitor Customer Problem

Brief Description
This process is responsible for continuously monitoring the status of customer problem
reports.
Explanatory
Mandatory
Continuously monitors the status of customer problem reports .
Optional
Interactions
Distribute Customer Problem Notifications

Brief Description
This process makes the necessary reports about the problem that occurred, the root
Explanatory
Mandatory
Makes the necessary reports about the problem that occurred, the root cause and the
activities carried out for recovery of normal operation.

Optional
Interactions
Distribute Customer Problem Management Reports & Summaries

Brief Description
This process records, analyzes and assesses the Customer Problem Management status
changes to provide management reports and any specialized summaries of the
efficiency and effectiveness of the overall Customer Problem Management process.
These specialized summaries could be specific reports required by specific audiences.
Explanatory
Mandatory
Optional
Interactions
Notify Customer Problem

Brief Description
This process is responsible for managing notifications to processes and other parties
registered to receive notifications of any status changes on customer problem reports.
Notification lists are managed and maintained by the Support Problem Handling
processes.
Explanatory

Mandatory
Manages notifications to processes and other parties registered to receive notifications
of any status changes on customer problem reports.. Notification lists are managed and
maintained by the Support Problem Handling processes
Optional
Interactions
Managing notifications to processes and other parties registered to receive notifications
Issue Customer Problem Management Summaries

Brief Description
This process issues specialized summaries of the efficiency and effectiveness of the
overall Customer Problem resolution process.
Explanatory
Mandatory
Issue specialized summaries of the efficiency and effectiveness of the overall S/P
problem resolution process. These specialized summaries could be specific reports
required by specific audiences.
Optional
Interactions
Generate Customer Problem Management Reports

Brief Description
This process generates Customer Problem management reports that provide
of the overall Customer Problem Management process. These specialized summaries
could be specific reports required by specific audiences.

Explanatory
Mandatory
This process generates Customer Problem management reports that provide
of the overall Customer Problem Management process. These specialized summaries
Optional
Interactions
1.3.7.3 Track & Manage Customer Problem
Figure 175: 1.3.7.3 Track & Manage Customer Problem decomposition
Track & Manage Customer Problem

Brief Description
Ensure that recovery activities are assigned, coordinated and tracked efficiently, and
that escalation is invoked as required for any open customer problem reports in
jeopardy.

The purpose of the Track & Manage Customer Problem processes is to ensure that
recovery activities are assigned, coordinated and tracked efficiently, and that escalation
is invoked as required for any open customer problem reports in jeopardy.
Responsibilities of these processes include, but are not limited to
• Scheduling, assigning and coordinating tracking any recovery activities, and any repair
and restoration activities delegated to other processes;
Trouble Report based on specific customer problem reports;
• Modifying information in an existing customer problem report based on assignments;
• Modifying the customer problem report status;
• Canceling a customer problem report when the specific problem was related to an
incorrect customer problem report
• Monitoring the jeopardy status of open customer problem reports, and escalating
customer problem reports as necessary.
managed by other Parties. In these cases the Track & Manage Customer Problem
process is responsible for initiating requests, through other Party Problem Reporting &
Management processes for restoration and recovery by the other Party of the specific
service components. These processes 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. The Track & Manage Customer Problem processes will also inform the Close
Customer Problem processes by modifying the customer problem report status to
cleared when the customer problem has been resolved.
Explanatory
Mandatory
Optional
Interactions
Coordinate Customer Problem

Brief Description
This process coordinates all the actions necessary in order to guarantee that all tasks are

finished at the appropriate time and in the appropriate sequence. It schedules, assigns
and coordinates any recovery activities, and any repair and restoration activities
delegated to other processes. It undertakes necessary tracking of the execution
progress, modifies information in an existing Customer Problem Report based on
assignments, and modifies the Customer Problem Report status.
Explanatory
Mandatory
Coordinates all the actions necessary in order to guarantee that all tasks are finished at
the appropriate time and in the appropriate sequence. It schedules, assigns and
coordinates any recovery activities, and any repair and restoration activities delegated
to other processes. It undertakes necessary tracking of the execution progress, modifies
information in an existing Customer Problem Report based on assignments, and
modifies the Customer Problem Report status.
Optional
Interactions
Cancel Customer Problem

Brief Description
This process cancels a Customer Problem Report when the specific trouble was related
to an incorrect customer problem report.
Explanatory
Mandatory
Cancels a Customer Problem Report when the specific trouble was related to an
incorrect customer problem report.
Optional
Interactions

Escalate/End Customer Problem

Brief Description
Initiate escalation of customer problem reports as necessary
Explanatory
Mandatory
Ensure that escalation is being invoked as required for any open customer problem
reports in jeopardy.
Optional
Interactions
Monitor Customer Problem Jeopardy Status

Brief Description
Monitoring the jeopardy status of open customer problem reports
Explanatory
Mandatory
Ensure that any open customer problem reports in jeopardy are identified and reported
Optional
Interactions
Prioritize Customer Problem

Brief Description
To be added
Explanatory
This process is responsible for assigning the prioritization to customer problem in order
to establish an order for handling it. . Associate Impact and Urgency levels to a problem;
to enable focusing on the business critical problems based on the problem prioritization.
Mandatory
The prioritization is assigned (usually automatically) according to criteria, such as,
categorization, customers affected and SLAs. Record and prioritize the Problem with
appropriate diligence, in order to facilitate a swift and effective resolution and avoid
ambiguities.
Optional
Interactions
Escalate Customer Problem to support team

Brief Description
To be added
Explanatory
This process provides the escalations between support levels and actors when a
customer problem cannot be solved by the current assigned group. Therefore, the
escalation can be carried out between supports levels at CRM level, or, it can be
escalated to others actors, such as, service provider or third-parties. It is essential the
ability to rapidly escalate customer problems according to clear and agreed rules. The
support of a higher level specialist is needed to resolve the problem.
Mandatory
Escalate the customer problem, to involve the appropriate support team, with all
related customer and problem information to a higher level support.
Optional

Interactions
1.3.7.4 Close Customer Problem Report
Figure 176: 1.3.7.4 Close Customer Problem Report decomposition
Close Customer Problem Report

Brief Description
Ensure that a problem affecting the customer is solved
The purpose of the Close Customer Problem Report processes is to close a customer
problem report when the problem affecting the customer is solved. These processes are
also responsible for possibly contacting the customer to inquire about the customer's
satisfaction with resolution of the problem. These processes monitor the status of all
open customer problem reports and recognize that a customer problem report is ready
to be closed when the status is changed to cleared.
Explanatory

Mandatory
Optional
Interactions
Contact Customer for Feedback

Brief Description
This process is responsible for contacting the customer to inquire about the customer's
satisfaction with resolution of the problem.
Explanatory
Mandatory
Contacts the customer (where appropriate) to inquire about the customer's satisfaction
with resolution of the problem.
Optional
Interactions
Complete and Validate Customer Problem Report

Brief Description
To be added
Explanatory
This process is used to validate the customer problem report. Which involves root-cause
analysis to determine the cause of the resolved problem and also document the
process that solved this problem.

Mandatory
Validate whether or not a resolution has been implemented for the customer problem.
And ensure that the solution to a problem affecting the customer has been
documented.
Optional
Interactions
The Complete and Validate Customer Problem Report processes will notify the Update
Time to restore Service processes when the analysis is complete.
Update Time to Restore Service

Brief Description
To be added
Explanatory
Mandatory
Update the time taken to restore a configuration or Service after a failure; measured
from the time the service failed until it was fully restored to its normal functionality.
Optional
Interactions
The Update Time to restore Service process will notify the Finalize Customer Problem
Report process when the update is completed.
Finalize Customer Problem Report

Brief Description
Ensure that a problem affecting the customer is solved.

Explanatory
It is used to close a customer problem report when the problem affecting the customer
is solved.
Mandatory
Change the customer problem report status to cleared.
Optional
Interactions
Communicate Service improvement Opportunity

Brief Description
Identify opportunities for improvement
Explanatory
This process should ensure that the momentum for service improvement is qualified
and assuring the communication of the applied changes, new processes, product
improvement opportunity is known in the organization
Mandatory
Register the need for improvements in the service.
Optional
Interactions
1.3.7.5 Create Customer Problem Report

Figure 177: 1.3.7.5 Create Customer Problem Report decomposition
Create Customer Problem Report

Brief Description
This process creates a new Customer Problem Report.
The objective of the Create Customer Problem Report process is to create a new
customer problem report.
A new customer problem report may be created as a result of customer contacts
indicating a problem with their purchased product offerings or, at the request of
analysis undertaken by other processes in the CRM or SM&O horizontal process layers,
which detect a failure or degradation which may be impacting customers.
These processes are responsible for capturing all the necessary customer information to
be included in the new Customer Problem Report.
Explanatory
Mandatory
Optional
Interactions
Generate Customer Problem Report

Brief Description
To be added
Explanatory
This process is used to Create a new customer problem report including all necessary
customer information.
Mandatory
Capture all the necessary customer information and related problem details and include
them in the new Customer Problem Report.
Optional
Interactions
The Generate Customer Problem Report process will notify the Obtain Configuration
Information process when the report creation is complete.
Obtain Configuration Information

Brief Description
To be added
Explanatory
This process is used to get the service configuration information.
Mandatory
Acquisition of configuration information from the ITIL CMS and the placement of the
customer problem in a known category and priority.
Optional
Interactions
The Obtain Configuration Information process will notify the Categorize & Prioritize
Customer Problem process when the information is gathered. And will also interact with
configuration management.

Check for major outage

Brief Description
To be added
Explanatory
Check if the problem is general or specific.
Mandatory
Check if the problem is related to major system/service outage and not only to a specific
customer or group of customers.
Optional
Interactions
1.3.7.6 Correct & Recover Customer Problem
Figure 178: 1.3.7.6 Correct & Recover Customer Problem decomposition
Correct & Recover Customer Problem


Brief Description
The objective of the Correct & Recover Customer Problem processes is to restore the
purchased product offerings to a normal operational state as efficiently as possible.
Depending on the nature of the specific reported failure, or incorrect operation, of the
purchased product offering these processes may possibly lead to:
• Educational interaction with the customer to ensure correct usage of the purchased
facilities;
• Re-assessment of the customer’s needs and withdrawal, upgrade, renewal of the
purchased product offerings;
• Requests for activities to be undertaken by other processes in the CRM process layer.
• Identification that restorative activities need to be undertaken in the SM&O
processes.
through temporary work-arounds or an unsuccessful attempt at restoration to Track &
Manage Customer Problem through updates to the associated customer problem
report.
Explanatory
Mandatory
Optional
Interactions
Manage Product Restoration

Brief Description
This process attempts to restore the purchased product offerings to a normal
operational state as efficiently as possible.
Explanatory

Mandatory
Attempts to restore the purchased product offerings to a normal operational state as
efficiently as possible.
Optional
Interactions
Report Product Restoration Results

Brief Description
This process reports successful restoration of normal operation or an unsuccessful
attempt at restoration to Track & Manage Customer Problem through updates to the
associated Customer Problem Report.
Explanatory
Mandatory
Reports successful restoration of normal operation or an unsuccessful attempt at
restoration to Track & Manage Customer Problem through updates to the associated
Customer Problem Report.
Optional
Interactions
Determine Resolution Feasibility and Justification

Brief Description
To be added

Explanatory
This process is used to check if the efforts put to resolve the problem are adequate to
the resolution and also acceptable financially and business wise.
Mandatory
Determine whether the problem can be resolved and what will be required. Identify if
what is required to solve the problem is adequate to the problem business and financial
impacts on the organization.
Optional
Interactions
Implement Customer Problem Workaround

Brief Description
To be added
Explanatory
This process is used to execute an identified temporary solution for the customer
problem.
Mandatory
Implement a temporary solution in parallel to finding a final fix.
Optional
Interactions
The Implement Customer Problem Workaround process will notify the Test & Validate
Implemented Solution process when the implementation is complete.
Test & Validate Implemented Solution

Brief Description
To be added

Explanatory
This process is used to test an implemented temporary solution for the customer
problem.
Mandatory
Test a temporary solution in parallel to finding a final fix.
Optional
Interactions
The Test & Validate Implemented Solution process will notify the Manage Product
Restoration process when the test is complete.
Initiate Change Request

Brief Description
To be added
Explanatory
This process is used to initiate a change request to implement a final fix for the
customer problem.
Mandatory
The problem analysis will initiate a change request to implement a final fix. The request
contains:
- Full description of the requested fix and problem.
- Financial and business justification.
- Management approval.
Optional
Interactions
Review Major Customer Problem

Brief Description
To be added

Explanatory
This process is responsible for assessing problems regarded as having major impacts
Mandatory
To review the resolution of customer problems that have been categorized as major
impact, in order to prevent recurrence and learn lessons for the future.
Optional
Interactions
1.3.8 Customer QoS/SLA Management
Figure 179: 1.3.8 Customer QoS/SLA Management decomposition
Customer QoS/SLA Management

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 the catalogue of product
offerings. They are also concerned with the performance of the 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.
Explanatory
Mandatory
Optional
Interactions
Assess Customer QoS/SLA Performance

Brief Description
Manage the overall assessment of the customer QoS/SLA performance
The purpose of the Assess Customer QoS/SLA Performance processes is to manage the
overall assessment of the 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.
These processes are responsible for collecting service and resource performance
information analyzed and reported by the Report Service Quality Performance and
Report Resource Performance processes, and converting it into a form suitable for
determining whether the contractual obligations with the customer are being met. The
actual reporting of the results of the assessments is managed in the Report Customer
QoS Performance processes.
They are responsible for maintaining an overview of the quality of the customer's

purchased product offering, and for carrying out QoS 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
Explanatory
Mandatory
Optional
Interactions
Manage QoS/SLA Violation

Brief Description
Ensure that the 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
The purpose of the Manage QoS/SLA Violation processes is to ensure that the 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.
Explanatory
Mandatory
Optional
Interactions

Report Customer QoS Performance

Brief Description
Report on the customer’s QoS/SLA performance
The objective of the Report Customer QoS Performance processes is to monitor the
status of customer QoS performance degradation reports, provide notifications of any
changes and provide management reports.
These processes are responsible for continuously monitoring the status of customer QoS
performance degradation reports and managing notifications to other processes and to
other parties, including customers, registered to receive notifications of any status
changes. Notification lists are managed and maintained by the Support Customer
QoS/SLA Management processes.
These processes record, analyze and assess the customer QoS performance degradation
report status changes to provide management reports and any specialized summaries of
the efficiency and effectiveness of the overall Customer QoS/SLA Management process.
These specialized summaries could be specific reports required by specific audiences
and/or customers.
These processes also report any identified constraints that can affect customer related
quality standards to other processes. These constraints may include specific resource
failures, capacity shortages due to unexpected demand peaks, etc.
Explanatory
Mandatory
Optional
Interactions
Create Customer QoS Performance Degradation Report

Brief Description
Create a new customer QoS performance degradation report

Explanatory
Mandatory
Optional
Interactions
Track & Manage Customer QoS Performance Resolution

Brief Description
Efficiently assign, coordinate and track specific customer purchased product offering
related performance analysis, restoration and improvement activities, and escalate any
open customer QoS performance degradation reports in jeopardy.
The objective of the Track & Manage Customer QoS Performance Resolution processes
is to efficiently assign, coordinate and track specific customer purchased product
offering related performance analysis, restoration and improvement activities, and
escalate any open customer QoS performance degradation reports in jeopardy.
• Adding additional information to an open customer QoS performance degradation
report based on the first-in and on-going analysis;
• Scheduling, assigning and coordinating analysis and specific customer QoS
performance restoration activities and/or repair activities delegated to other processes;
Trouble Report based on specific customer QoS performance degradation reports where
analysis the root cause is related to services;
• Modifying information in an existing customer QoS performance degradation report
based on assignments;
• Modifying the customer QoS performance degradation report status;
• Canceling a customer QoS performance degradation report when the specific request
was related to a false performance event
• Monitoring the jeopardy status of open customer QoS performance degradation
reports, and escalating customer QoS performance degradation reports as necessary.
managed by other parties. In these cases the Track & Manage Customer QoS
Performance Resolution process is responsible for initiating requests, through other
parties Performance Management for resolution by the other parties of the specific
service components.

These processes 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.
The Track & Manage Customer QoS Performance Resolution processes will also inform
the Close Customer QoS Performance Degradation Report processes by modifying the
customer QoS performance degradation report status to cleared when the specific
customer purchased product offering performance quality issues have been resolved.
Explanatory
Mandatory
Optional
Interactions
Close Customer QoS Performance Degradation Report

Brief Description
Close a customer QoS performance degradation report when the performance of the
customer purchased product offerings has been resolved
The objective of the Close Customer QoS Performance Degradation Report processes is
to close a customer QoS performance degradation report when the performance of the
customer purchased product offerings has been resolved.
These processes monitor the status of all open customer QoS performance degradation
reports, and recognize that a customer QoS performance degradation report is ready to
be closed when the status is changed to cleared.
Explanatory
Mandatory
Optional
Interactions

1.3.8.1 Assess Customer QoS/SLA Performance
Figure 180: 1.3.8.1 Assess Customer QoS/SLA Performance decomposition
Assess Customer QoS/SLA Performance

Brief Description
Manage the overall assessment of the customer QoS/SLA performance
The purpose of the Assess Customer QoS/SLA Performance processes is to manage the
overall assessment of the customer QoS/SLA performance.
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.
These processes are responsible for collecting service and resource performance
information analyzed and reported by the Report Service Quality Performance and
Report Resource Performance processes, and converting it into a form suitable for
determining whether the contractual obligations with the customer are being met. The
actual reporting of the results of the assessments is managed in the Report Customer
QoS Performance processes.
They are responsible for maintaining an overview of the quality of the customer's
purchased product offering, and for carrying out QoS 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
Explanatory
Mandatory
Optional

Interactions
Collect QoS Information

Brief Description
Collect service and resource performance information analyzed and reported by the
Report Service Quality Performance and Report Resource Performance processes.
Explanatory
Mandatory
Collect service and resource performance information analyzed and reported by the
Report Service Quality Performance and Report Resource Performance processes.
Optional
Interactions
Convert QoS Information

Brief Description
Convert collected information it into a form suitable for determining whether the
contractual obligations with the customer are being met.
Explanatory
Mandatory
Convert collected information it into a form suitable for determining whether the
contractual obligations with the customer are being met.
Optional

Interactions
Check QoS Thresholds Met

Brief Description
Check that the QoS data received from other processes and entities meets the required
QoS thresholds and alert other processes and entities if this is not the case. These
processes are responsible for ensuring that the QoS received by the customer meets the
contractual obligations agreed with the customer. The actual reporting of the results of
the assessments is managed in the Report Customer QoS Performance processes.
Explanatory
meets the contractual obligations agreed with the customer.
Mandatory
Check that the QoS data received from other processes and entities meets the required
QoS thresholds and alert other processes and entities if this is not the case.
Optional
Interactions
The actual reporting of the results of the assessments is managed in the Report
Customer QoS Performance processes.
Maintain Overview of Product Offering Quality

Brief Description
Maintain an overview of the quality of the customer's purchased product offering
Explanatory
Mandatory
Maintain an overview of the quality of the customer's purchased product offering

Optional
Interactions
Prepare/Follow-up for Performance Reviews

Brief Description
Undertake any preparatory and/or follow-up steps with other processes/entities in
conjunction with performance reviews
Explanatory
Mandatory
Undertake any preparatory and/or follow-up steps with other processes/entities in
conjunction with performance reviews
Optional
Interactions
Carry Out Performance Reviews

Brief Description
Carry out QoS performance reviews with the customer
Explanatory
Mandatory
Carry out QoS performance reviews with the customer
Optional

Interactions
1.3.8.2 Manage QoS/SLA Violation
Figure 181: 1.3.8.2 Manage QoS/SLA Violation decomposition
Manage QoS/SLA Violation

Brief Description
quality degradations and violations and that action is undertaken to resolve the
degradation or violation
The purpose of the Manage QoS/SLA Violation processes is to ensure that the 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.
Explanatory
Mandatory
Optional

Interactions
Analyze QoS Violation

Brief Description
Analyze all the information related to a QoS/SLA degradation or violation
Explanatory
Mandatory
Analyze all the information related to a QoS/SLA degradation or violation
Optional
Interactions
Take QoS Violation Action

Brief Description
Take the appropriate actions when a soft threshold is crossed or the agreed QoS is
violated. Ensure that action is undertaken to resolve the degradation or violation
Explanatory
Mandatory
Take the appropriate actions when a soft threshold is crossed or the agreed QoS is
violated. Ensure that action is undertaken to resolve the degradation or violation
Optional
Interactions

Follow-up QoS Violation Action

Brief Description
Follow up the actions to ensure that the customer is satisfied with the resolution of the
problem
Explanatory
Mandatory
Follow up the actions to ensure that the customer is satisfied with the resolution of the
problem
Optional
Interactions
Inform Customer on QoS Impacts

Brief Description
quality degradations and violations. Ensure that the customer is informed of any
planned maintenance or other scheduled events likely to impact delivery of the
customer's service.
Explanatory
Mandatory
quality degradations and violations. Ensure that the customer is informed of any
planned maintenance or other scheduled events likely to impact delivery of the
customer's service.

Optional
Interactions
1.3.8.3 Report Customer QoS Performance
Figure 182: 1.3.8.3 Report Customer QoS Performance decomposition

Brief Description
Report on the customer’s QoS/SLA performance
The objective of the Report Customer QoS Performance processes is to monitor the
status of customer QoS performance degradation reports, provide notifications of any
performance degradation reports and managing notifications to other processes and to
changes. Notification lists are managed and maintained by the Support Customer
QoS/SLA Management processes.
These processes record, analyze and assess the customer QoS performance degradation
the efficiency and effectiveness of the overall Customer QoS/SLA Management process.


and/or customers.
These processes also report any identified constraints that can affect customer related
failures, capacity shortages due to unexpected demand peaks, etc.
Explanatory
Mandatory
Optional
Interactions
Monitor Customer QoS Report Status

Brief Description
Monitor the status of customer QoS performance degradation reports. These processes
are responsible for continuously monitoring the status of customer QoS performance
degradation reports. These processes record the customer QoS performance
degradation report status changes to support management reports.
Explanatory
performance degradation reports.
Mandatory
Monitor the status of customer QoS performance degradation reports. These processes
record the customer QoS performance degradation report status changes to support
management reports.
Optional
Interactions
Notify Changes on Customer QoS Report Status

Brief Description
Provide notifications of any changes to the status of customer QoS performance
degradation reports. These processes are responsible for managing notifications to
other processes and to other parties, including customers, registered to receive
notifications of any status changes. Notification lists are managed and maintained by
the Support Customer QoS/SLA Management processes.
Explanatory
These processes are responsible for managing notifications to other processes and to
changes.
Mandatory
Provide notifications of any changes to the status of customer QoS performance
degradation reports.
Optional
Interactions
Notification lists are managed and maintained by the Support Customer QoS/SLA
Management processes.
Distribute Customer QoS/SLA Management Reports & Summaries

Brief Description
Provide management reports on the status of customer QoS performance degradation
reports. These processes analyze and assess the customer QoS performance
degradation report status changes to provide management reports and any specialized
summaries of the efficiency and effectiveness of the overall Customer QoS/SLA
Management process. These specialized summaries could be specific reports required
by specific audiences and/or customers.
Explanatory
These processes analyze and assess the customer QoS performance degradation report
status changes to provide management reports and any specialized summaries of the
efficiency and effectiveness of the overall Customer QoS/SLA Management process.

Mandatory
Provide management reports on the status of customer QoS performance degradation
reports.
Optional
Interactions
and/or customers.
1.3.8.4 Create Customer QoS Performance Degradation Report
Figure 183: 1.3.8.4 Create Customer QoS Performance Degradation Report decomposition

Brief Description
Create a new customer QoS performance degradation report
Explanatory
Mandatory

Optional
Interactions
Create Customer QoS Report

Brief Description
Create a new customer QoS performance degradation report. A new customer QoS
performance degradation report may be created as a result of specific customer
initiated QoS performance degradation notifications, or at the request of analysis
undertaken by other CRM, or SM&O processes which detect that some form of
deterioration or failure has occurred requiring an assessment of the performance of the
specific customer purchased product offering. If the customer QoS performance
degradation report is created as a result of a notification from customers or as a result
of a request from other processes, the Create Customer QoS Performance Degradation
Report processes are responsible for converting the received information into a form
suitable for the Customer QoS/SLA Management processes, and for requesting
additional information if required.
Explanatory
A new customer QoS performance degradation report may be created as a result of
specific customer initiated QoS performance degradation notifications, or at the request
of analysis undertaken by other CRM, or SM&O processes which detect that some form
of deterioration or failure has occurred requiring an assessment of the performance of
the specific customer purchased product offering.
Mandatory
Create a new customer QoS performance degradation report.
Optional
Interactions
If the customer QoS performance degradation report is created as a result of a
notification from customers or as a result of a request from other processes, the Create
Customer QoS Performance Degradation Report processes are responsible for
converting the received information into a form suitable for the Customer QoS/SLA
Management processes, and for requesting additional information if required.

Modify Customer QoS Report

Brief Description
Modify existing customer QoS performance degradation reports
Explanatory
Mandatory
Modify existing customer QoS performance degradation reports
Optional
Interactions
Request Cancellation of Customer QoS Report

Brief Description
Request cancellation of existing customer QoS performance degradation reports
Explanatory
Mandatory
Request cancellation of existing customer QoS performance degradation reports
Optional
Interactions
1.3.8.5 Track & Manage Customer QoS Performance Resolution

Figure 184: 1.3.8.5 Track & Manage Customer QoS Performance Resolution decomposition
Track & Manage Customer QoS Performance Resolution

Brief Description
Efficiently assign, coordinate and track specific customer purchased product offering
related performance analysis, restoration and improvement activities, and escalate any
open customer QoS performance degradation reports in jeopardy.
The objective of the Track & Manage Customer QoS Performance Resolution processes
is to efficiently assign, coordinate and track specific customer purchased product
offering related performance analysis, restoration and improvement activities, and
escalate any open customer QoS performance degradation reports in jeopardy.
• Adding additional information to an open customer QoS performance degradation
report based on the first-in and on-going analysis;
• Scheduling, assigning and coordinating analysis and specific customer QoS
performance restoration activities and/or repair activities delegated to other processes;
Trouble Report based on specific customer QoS performance degradation reports where
analysis the root cause is related to services;
• Modifying information in an existing customer QoS performance degradation report
based on assignments;
• Modifying the customer QoS performance degradation report status;
• Canceling a customer QoS performance degradation report when the specific request
was related to a false performance event
• Monitoring the jeopardy status of open customer QoS performance degradation
reports, and escalating customer QoS performance degradation reports as necessary.
managed by other parties. In these cases the Track & Manage Customer QoS
Performance Resolution process is responsible for initiating requests, through other

parties Performance Management for resolution by the other parties of the specific
service components.
The Track & Manage Customer QoS Performance Resolution processes will also inform
the Close Customer QoS Performance Degradation Report processes by modifying the
customer QoS performance degradation report status to cleared when the specific
customer purchased product offering performance quality issues have been resolved.
Explanatory
Mandatory
Optional
Interactions
Update Customer QoS Report with Analysis Results

Brief Description
Add additional information to an open customer QoS performance degradation report
based on the first-in and on-going analysis
Explanatory
Mandatory
Add additional information to an open customer QoS performance degradation report
based on the first-in and on-going analysis
Optional
Interactions
Co-ordinate Customer QoS Analysis, Restoration & Repair

Brief Description
Schedule, assign and coordinate analysis and specific customer QoS performance
restoration activities and/or repair activities delegated to other processes
Explanatory
Mandatory
Schedule, assign and coordinate analysis and specific customer QoS performance
restoration activities and/or repair activities delegated to other processes
Optional
Interactions
Modify Customer QoS Report Information

Brief Description
Modify information in an existing customer QoS performance degradation report based
on assignments
Explanatory
Mandatory
Modify information in an existing customer QoS performance degradation report based
on assignments
Optional
Interactions
Modify Customer QoS Report Status

Brief Description
Modify the customer QoS performance degradation report status
Explanatory
Mandatory
Modify the customer QoS performance degradation report status
Optional
Interactions
Cancel Customer QoS Report

Brief Description
Cancel a customer QoS performance degradation report when the specific request was
related to a false performance event
Explanatory
Mandatory
Cancel a customer QoS performance degradation report when the specific request was
related to a false performance event
Optional
Interactions
Escalate/End Customer QoS Report


Brief Description
Monitor the jeopardy status of open customer QoS performance degradation reports,
and escalate customer QoS performance degradation reports as necessary.
Explanatory
Mandatory
Monitor the jeopardy status of open customer QoS performance degradation reports,
and escalate customer QoS performance degradation reports as necessary.
Optional
Interactions
Engage External Product Suppliers

Brief Description
managed by other Parties. In these cases, initiate requests, through the other party
Performance Management for resolution by the other party of the specific service
components. These processes 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.
Explanatory
managed by suppliers/partners.
Mandatory
In these cases, initiate requests, through S/P Performance Management for resolution
by the supplier/partner of the specific service components. These processes 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.
Optional

Interactions
Interaction with Suppliers / Partners
Clear Customer QoS Report Status

Brief Description
Inform the Close Customer QoS Performance Degradation Report processes by
modifying the customer QoS performance degradation report status to cleared when
the specific customer purchased product offering performance quality issues have been
resolved.
Explanatory
Mandatory
Inform the Close Customer QoS Performance Degradation Report processes by
modifying the customer QoS performance degradation report status to cleared when
the specific customer purchased product offering performance quality issues have been
resolved.
Optional
Interactions
This process informs the Close Customer QoS Performance Degradation Report
processes
1.3.9 Bill Invoice Management

Figure 185: 1.3.9 Bill Invoice Management decomposition
Bill Invoice Management

Brief Description
Ensure the bill invoice is created, physically and/or electronically produced and
distributed to customers, and that the appropriate taxes, discounts, adjustments,
rebates and credits for the products and services delivered to customers have been
applied.
Bill Invoice Management processes ensure the bill invoice is created, physically and/or
electronically produced and distributed to customers, and that the appropriate taxes,
discounts, adjustments, rebates and credits for the products and services delivered to
customers have been applied. These processes are accountable for assuring that
enterprise revenue is billed and invoices delivered appropriately to customers.
These processes are responsible for, but not limited to:
• Establishment and application of taxes and charges to the services delivered to
customers;
• Application of the adjustment (adjustment decision done in Bill Inquiry Handling);
• Creation of accurate bill invoices including all adjustments, rebates, discounts, credits,
etc.
• Production & distribution of bill in physical and/or electronic form to customers in
accordance with the billing cycle;
• Forecasting of physical resources associated with bill production, such as paper and
envelope quantities;
• Alignment and management of promotional material insertion into distributed bills
• Establishment and management of third party arrangements to support bill invoice
generation, production and distribution.

Explanatory
Mandatory
Optional
Interactions
Apply Pricing, Discounting, Adjustments & Rebates

Brief Description
Ensure that the bill invoice is reflective of all the commercially agreed billable events
and any bill invoice adjustments agreed between a Service Provider and the customer.
The purpose of the Apply Pricing, Discounting, Adjustments & Rebates process is to
ensure that the bill invoice is reflective of all the commercially agreed billable events
In addition, it ensures that the appropriate taxes, rebates (i.e. missed customer
commitments) and credits are applied to the customer’s bill 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. It
reviews any agreed adjustments agreed in the previous billing period and includes these
to the bill invoice. 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.
Explanatory
Mandatory
Optional
Interactions

Create Customer Bill Invoice

Brief Description
Production of a timely and accurate invoice in accordance with the specific billing cycles
and reflective of the final charges for services, together with any adjustments, delivered
to the customer by the Service Provider and respective other parties.
The primary purpose of the Create Customer Bill Invoice process is the production of a
timely and accurate invoice in accordance with the specific billing cycles and reflective
of the final charges for services, together with any adjustments, delivered to the
customer by the Service Provider and respective other parties.
This process contains the invoicing components of the Service Provider’s business. This
includes the rendering/formatting of an invoice, the delivery of an electronic copy of an
invoice to customers and the processes that verify invoice quality prior to distribution to
the customer in electronic form, or to the process responsible for physical invoice
production and 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.
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. The process is
further responsible for splitting and re-arranging invoices for customers (particularly
customers with complex account structures) according to agreements made with these
customers.
Additionally these processes store the customer invoice for a period of time to address
regulation and/or internal requirements, during which they can be accessed to support
any customer or regulator agency inquiries on bill invoices.
Explanatory
Mandatory
Optional
Interactions
Produce & Distribute Bill


Brief Description
Physical production and distribution of bills to customers in accordance with the
specified billing cycle.
The purpose of the Produce & Distribute Customer Bill Invoice process is the physical
production and distribution of bills to customers in accordance with the specified billing
cycle. This process is responsible for all activities associated with ensuring a physical bill
is delivered to customers.
The responsibilities of the process include, but are not limited to:
• Establishing and managing the physical bill production cycle;
• Establishing the requirements for, and managing the agreed commercial
arrangements with, appropriate outsourced suppliers of the production and distribution
capabilities;
• Delivery of invoice information to the physical production processes;
• Coordinating with promotional processes for any billing insertions to be included with
the bill;
• If internal processes are used, managing availability of paper and envelope volumes to
meet the needs of the physical production process;
• If internal production facilities are used, managing the production runs to create the
bills
• Quality management of the physical production and distribution processes.
Note that in the above processes for establishing arrangements with outsourced other
parties that the other party Capability Delivery processes are used as the vehicle for
creating the commercial agreements.
Explanatory
Mandatory
Optional
Interactions
1.3.9.1 Apply Pricing, Discounting, Adjustments & Rebates

Figure 186: 1.3.9.1 Apply Pricing, Discounting, Adjustments & Rebates decomposition
Apply Pricing, Discounting, Adjustments & Rebates

Brief Description
Ensure that the bill invoice is reflective of all the commercially agreed billable events
The purpose of the Apply Pricing, Discounting, Adjustments & Rebates process is to
ensure that the bill invoice is reflective of all the commercially agreed billable events
In addition, it ensures that the appropriate taxes, rebates (i.e. missed customer
commitments) and credits are applied to the customer’s bill 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. It
reviews any agreed adjustments agreed in the previous billing period and includes these
to the bill invoice. 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.
Explanatory
Mandatory

Optional
Interactions
Obtain Billing Events

Brief Description
Accept billing events that have been collected, translated, correlated, assembled,
guided and service rated before determining the information would be applied to the
customer’s bill invoice(s).
Explanatory
This includes events that have been collected, translated, correlated, assembled, guided
and service rated.
Mandatory
The purpose of the Obtain Billing Events process is to ensure that all billing events for
services delivered to the customer by the Service Provider are available for processing.
Optional
Interactions
Apply Pricing, Discounting, Adjustments & Rebates to Customer Account

Brief Description
Determine the customer account or customer specific pricing, charges, discounts, and
taxation that should be delivered to the invoice(s) for the customer.
Explanatory
It ensures that the appropriate taxes, rebates (i.e. missed customer commitments) and
credits are applied to the customer’s bill invoice(s).

Mandatory
The purpose of Determine Customer Account process is to determine the customer
account or customer specific pricing, charges, discounts, and taxation that should be
delivered to the invoice(s) for the customer and ensure that the each cost item included
in customer bill invoice(s) can correspond to a correct account through which customer
will pay for the cost item.
Optional
A customer who may have multiple accounts can pay different cost item with different
account.
Interactions
Apply Agreed Customer Bill Adjustment

Brief Description
Apply and review any adjustment agreed in the previous billing period and make these
included to the bill invoice.
Explanatory
In general, the adjustments are due to errors in customer bill invoices in previous billing
periods or problems related to products and services delivered to the customer by the
Service Provider or partners.
Mandatory
The purpose of the Apply Agreed Customer Bill Adjustment process is to ensure that any
adjustments which have been agreed between customer and Service Provider are
included in the customer bill invoice.
Optional
Interactions
1.3.9.2 Create Customer Bill Invoice

Figure 187: 1.3.9.2 Create Customer Bill Invoice decomposition
Create Customer Bill Invoice

Brief Description
Production of a timely and accurate invoice in accordance with the specific billing cycles
and reflective of the final charges for services, together with any adjustments, delivered
to the customer by the Service Provider and respective other parties.
The primary purpose of the Create Customer Bill Invoice process is the production of a
timely and accurate invoice in accordance with the specific billing cycles and reflective
of the final charges for services, together with any adjustments, delivered to the
customer by the Service Provider and respective other parties.
This process contains the invoicing components of the Service Provider’s business. This
includes the rendering/formatting of an invoice, the delivery of an electronic copy of an
invoice to customers and the processes that verify invoice quality prior to distribution to
the customer in electronic form, or to the process responsible for physical invoice
production and 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.
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. The process is
further responsible for splitting and re-arranging invoices for customers (particularly
customers with complex account structures) according to agreements made with these
customers.
Additionally these processes store the customer invoice for a period of time to address
regulation and/or internal requirements, during which they can be accessed to support
any customer or regulator agency inquiries on bill invoices.
Explanatory

Mandatory
Optional
Interactions
Render & Format Invoice

Brief Description
Render and format the customer bill invoice.
Explanatory
Mandatory
This process provides formatting of invoices in different ways and to achieve different
publishing possibilities, and supports the creation of different invoice formats for
different publication media. The process is further responsible for splitting and re-
arranging invoices for customers (particularly customers with complex account
structures) according to agreements made with these customers.
Optional
Interactions
Deliver Electronic Invoice

Brief Description
Deliver the electronic copy of an invoice to customers.
Explanatory
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.
Mandatory
The purpose of Deliver Electronic Invoice process is to deliver the electronic copy of an
invoice to customers.
Optional
Interactions
Verify Invoice Quality

Brief Description
Verify invoice quality before distribution to the customer in electronic form and the
process responsible for physical invoice production and distribution.
Explanatory
Mandatory
The purpose of Verify Invoice Quality process is to verify invoice quality prior to
distribution to the customer in electronic form, or to the process responsible for
physical invoice production and distribution. Verifying invoice quality is either a manual
operation or an automatic behavior. The process is responsible for ensuring the invoice
format and content can meet customer requirements. When verifying invoice quality is
failed, the process is also responsible for sending the invoice back to another process to
reprocess.
Optional
Interactions
Manage Customer Invoice Archive


Brief Description
Store the customer invoice for a period of time is to address regulation and/or internal
requirements, during which they can be accessed to support any customer or regulator
agency inquiries on bill invoices.
Explanatory
Mandatory
The purpose of Management Customer Invoice Archive process is to store the customer
invoice for a period of time, to perform regulation and/or serve internal requirements,
during which they can be accessed to support any customer or regulator agency
inquiries on bill invoices, and the process is further responsible for archiving the
customer invoices to historical customer invoice after a period of time according to
Service Provider's management requirements. Furthermore the process is responsible
for managing and maintaining archiving cycle.
Optional
Interactions
1.3.9.3 Produce & Distribute Bill
Figure 188: 1.3.9.3 Produce & Distribute Bill decomposition
Produce & Distribute Bill

Brief Description
Physical production and distribution of bills to customers in accordance with the
specified billing cycle.

The purpose of the Produce & Distribute Customer Bill Invoice process is the physical
production and distribution of bills to customers in accordance with the specified billing
cycle. This process is responsible for all activities associated with ensuring a physical bill
is delivered to customers.
The responsibilities of the process include, but are not limited to:
• Establishing and managing the physical bill production cycle;
• Establishing the requirements for, and managing the agreed commercial
arrangements with, appropriate outsourced suppliers of the production and distribution
capabilities;
• Delivery of invoice information to the physical production processes;
• Coordinating with promotional processes for any billing insertions to be included with
the bill;
• If internal processes are used, managing availability of paper and envelope volumes to
meet the needs of the physical production process;
• If internal production facilities are used, managing the production runs to create the
bills
• Quality management of the physical production and distribution processes.
Note that in the above processes for establishing arrangements with outsourced other
parties that the other party Capability Delivery processes are used as the vehicle for
creating the commercial agreements.
Explanatory
Mandatory
Optional
Interactions
Co-ordinate Billing Insertion

Brief Description
Co-ordinate with promotional processes for any billing insertions to be included with
the bill.

Explanatory
The purpose of Co-ordinate Billing Insertion process is to co-ordinate with promotional
processes for any billing insertions to be included with the bill.
Mandatory
This process is responsible for determining the content of insertion and the position of
insertion in invoice. The insertion can be the service information provided by Service
Provider, advertisements and recommendation of billing for customers. This process is
also responsible for ensuring the billing insertion attracting the customer interests and
not leading to customer complaints.
Optional
This process can base customer feedbacks on the insertion to adjust or remove the
insertion.
Interactions
Establish & Manage Bill Production Cycle

Brief Description
Establish and manage the physical bill production cycle.
Explanatory
The purpose of Establish & Manage Bill Production Cycle process is to establish and
manage the physical bill production cycle.
Mandatory
This process is responsible for identifying the deadline of the customer requiring
physical bill productions, time cycle for producing and distributing to ensure that the
physical bill production can be received by the customer on time. This process is
responsible for ensuring that physical bills are produced in time to be received by
customers on time. This process takes production and distribution cycle timing into
account when establishing bill production schedules.
Optional
Interactions
Deliver Invoice Information

Brief Description
Deliver the invoice information to the physical production processes.
Explanatory
The invoice information includes both billing information and insertion information.
Mandatory
The purpose of the Deliver Invoice Information process is to ensure that the invoice
information can be delivered to invoice physical production process. This process is also
responsible for monitoring the status of information delivery channel and ensuring the
channel availability.
Optional
Interactions
Administer Commercial Arrangement for Production and Distribution Capability

Brief Description
Establish the requirements for, and manage the agreed commercial arrangements with,
appropriate outsourced suppliers of the production and distribution capabilities.
Explanatory
Mandatory
The purpose of Administer Commercial Arrangement for Production and Distribution
Capability process is to establish the requirements for, and manage the agreed
commercial arrangements with, appropriate outsourced suppliers of the production and
distribution capabilities. This process is responsible for output of the production and
distribution requirements to outsourced supplier and amending the requirements based
on the negotiation between Service Provider and outsourced supplier. This process is
also responsible for drafting commercial contracts terms, including the responsibilities,
payment condition, payment type, SLA, and signing the commercial contract with
outsource supplier.

Optional
Interactions
Manage Paper and Envelope Availability

Brief Description
Manage availability of paper and envelope volumes to meet the needs of the physical
production process, if internal processes are used.
Explanatory
Mandatory
The purpose of the Manage Paper and Envelope Availability process is to ensure the
quantities of papers and envelopes are enough before starting invoice physical
production. This process is responsible for ensuring the quality of paper and envelopes
that fit the requirements from subsequent invoice physical production processes. For
example the volume of envelope is suitable. If the requirements don’t fit, this process is
responsible for detecting the problems and reporting to other processes if required.
Optional
Interactions
Manage Production Run to Create Bill

Brief Description
Manage the production runs to create the bills, if internal production facilities are used.
Explanatory

Mandatory
The purpose of Manage Production Run to Create Bill process is to manage the
production runs to create the bills, if internal production facilities are used. This process
is responsible for producing the physical bill based on the invoice information and, if
necessary, wrapping bills into envelopes. The process also is responsible for monitoring
that the produced bills are ready to be distributed.
Optional
Interactions
Manage Physical Production & Distribution Quality

Brief Description
Manage quality of the physical production and distribution processes, if internal
production facilities are used.
Explanatory
Mandatory
The purpose of Manage Physical Production & Distribution Quality process is to manage
quality of the physical production and distribution processes, if internal production
facilities are used.
This process is responsible for monitoring the whole physical production and
distribution running, check the quality and validity of production and observing the
distribution time cycle.
This process is responsible for ensuring that the contents of production, including billing
parts and insertion parts, are satisfied by customers and the productions can be
delivered to customers’ address on time and accurately.
This process is also responsible for monitoring the efficiency of production process to
ensure that the production process can timely produce a large number of productions to
avoid distribution delay.
Optional
The quality and validity of production can include correct association of customer, bill
and time period of bill, printing quality, format of the production.
Interactions

1.3.10 Bill Payments & Receivables Management
Figure 189: 1.3.10 Bill Payments & Receivables Management decomposition
Bill Payments & Receivables Management

Brief Description
Ensure that enterprise revenue is collected through pre-established collection channels
and put in place procedures to recover past due payments.
The purpose of the Bill Payments & Receivables Management processes is to ensure
that enterprise revenue is collected through pre-established collection channels and put
in place procedures to recover past due payments. These processes are responsible for
managing customer’s billing account, processing their payments, performing payment
collections and monitoring the status of the account balance.

• Establishment and management of customer payment processes and channels;
• Establishment and management of debt collection processes
• Establishment and management of third party arrangements to support collection
and recovery of past due payments.
Explanatory
Mandatory
Optional

Interactions
Manage Customer Billing

Brief Description
Ensure effective management of the customer’s billing account as it relates to the
products purchased and consumed throughout the appropriate billing cycle.
The primary purpose of this process pertains to effective 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 (for example, customer billing address, etc.) as it relates to the
customer’s service portfolio, such as ensuring that the correct purchased products are
assigned to the customer’s billing account for accurate billing.
Explanatory
Mandatory
Optional
Interactions
Manage Customer Payments

Brief Description
Collect payments made by the customer and reconcile the payments to the invoices.
The purpose of the Manage Customer Payments process is to collect payments made by
the customer and reconcile the payments to the invoices. This process is meant to
match these payments with the services/invoices delivered to this customer. These
processes can include credit/debit/EFT payments using various channels, either directly
or through third parties, and cash or check payments, either directly or through third
parties.
In all the above cases these processes are responsible for the processes interacting with

the customers and/or the third parties. The processes are also responsible for
establishing managing back-end bank accounts for receipt of the customer payments
and for the transfer of funds collected by third parties. These processes are responsible
for reconciling the money received into the bank accounts against the payments
expected in the invoices. Additionally these processes inform the Financial Management
on all those payments for updating the ledger.
These processes are responsible for establishing the requirements for, and managing
any commercial arrangements agreed with, other parties. Note that the other Party
Capability Delivery process is used to deliver the commercial agreements.
To the extent that processing of any payments is undertaken internally, i.e. check
processing, these processes are responsible for managing the operation and quality of
the internal processing.
Where payments do not match invoices, this process is responsible for informing the
Manage Customer Debt Collection Manage Debt Management processes of any
underpayments, and the Bill Inquiry Handling processes for any over-payments .
Underpayments and overpayments are handled appropriately by these separate
processes.
Explanatory
Mandatory
Optional
Interactions
Manage Customer Debt Collection

Brief Description
Collect past due payments from the customer.
The purpose of the Manage Customer Debt Collection process is to collect past due
payments from the customer. This process monitors the amount due from the
customer, i.e. check whether the payments are made on time, and implements
necessary activities and policies to recover amounts overdue.

The responsibilities of this process include, but are not limited to:
• Identifying invoices which are overdue for payment;
• Initiating and managing follow-up with customers having overdue amounts;
• Arranging and monitoring payment plans to allow customers to pay overdue amounts
in installments;
• Initiating debt recovery activities in accordance with appropriate commercial practice
and policies;
• Managing the aged customer debt portfolio;
• Establishing and managing customer debt profiles to assist in managing debt recovery
and debt risk on a customer, product or customer group basis;
• Establishing and managing commercial arrangements with third parties for the
recovery of aged debt, and/or for the write-off and selling of parts of the debt portfolio
to third parties
Note that these processes may initiate a direct enquiry to the customer and attempt to
manage the initial recovery through the Bill Inquiry Handling processes. These
processes use policies established by the Support Bill Payments & Receivable
Management process to direct any escalation of the recovery processes being
employed.
Note that where third party arrangements need to be put in place, these processes are
responsible for establishing the requirements for, and managing any commercial
arrangements agreed with, third party suppliers. The Supply Chain Capability Delivery
process is used to deliver the commercial agreements.
Explanatory
Mandatory
Optional
Interactions
1.3.10.2 Manage Customer Payments

Figure 190: 1.3.10.2 Manage Customer Payments decomposition
Manage Customer Payments

Brief Description
Collect payments made by the customer and reconcile the payments to the invoices.
The purpose of the Manage Customer Payments process is to collect payments made by
the customer and reconcile the payments to the invoices. This process is meant to
match these payments with the services/invoices delivered to this customer. These
processes can include credit/debit/EFT payments using various channels, either directly
or through third parties, and cash or c payments, either directly or through third parties.
In all the above cases these processes are responsible for the processes interacting with
the customers and/or the third parties. The processes are also responsible for
establishing managing back-end bank accounts for receipt of the customer payments
and for the transfer of funds collected by third parties. These processes are responsible
for reconciling the money received into the bank accounts against the payments
expected in the invoices. Additionally these processes inform the Financial Management
on all those payments for updating the ledger.
These processes are responsible for establishing the requirements for, and managing
any commercial arrangements agreed with, other parties. Note that the other Party
Capability Delivery process is used to deliver the commercial agreements.
To the extent that processing of any payments is undertaken internally, i.e. check
processing, these processes are responsible for managing the operation and quality of
the internal processing.
Where payments do not match invoices, this process is responsible for informing the
Manage Customer Debt Collection Manage Debt Management processes of any
underpayments, and the Bill Inquiry Handling processes for any over-payments .
Underpayments and overpayments are handled appropriately by these separate
processes.

Explanatory
Mandatory
Optional
Interactions
Manage Customer Payment Plan

Brief Description
Manage payment plans made with the customer.
Explanatory
Customer can decide payment plans to automatically pay bills from a designated
account that can be credit card, back account, third party and etc. It also enables paying
a bill in installment. For example, customer can apply make a payment $20 per month
for $100 bill in 5 months.
The payment plan can enable making a payment by pre-defined payment method. For
example, customer defines paying mobile monthly line rental fee by direct debt and
paying digital TV programs by cash.
Mandatory
The purpose of Manage Customer Payment Plan process is to establish new payment
plans, modify or remove existing payment plans.
Optional
Interactions
Collect Customer Payment

Brief Description
Collect payments made by the customer.

Explanatory
Note that the Establish Back-End Bank Account process is used to create the link to
collection customer payment via bank.
Mandatory
The purpose of Collect Customer Payment process is to collect the payments from the
customer. To the extent that processing of any payments is undertaken internally, i.e.
check processing, these processes are responsible for managing the operation and
quality of the internal processing.
Optional
These processes can include credit/debit/EFT payments using various channels, either
directly or through third parties, and cash or check payments, either directly or through
third parties.
Interactions
Reconcile Customer Payment

Brief Description
Reconcile the payments to the invoices.
Explanatory
Underpayments and overpayments are handled appropriately by Manage Customer
Debt Collection and Bill Inquiry Handling processes.
Mandatory
The purpose of Reconcile Customer Payment process is to reconcile the payments to the
invoices. This process is meant to match these payments with the services/invoices
delivered to this customer. Where payments do not match invoices, this process is
responsible for informing the Manage Customer Debt Collection processes of any
underpayments, and the Bill Inquiry Handling processes for any over-payments. These
processes are responsible for reconciling the money received into the bank accounts
against the payments expected in the invoices. Additionally these processes inform the
Financial Management on all those payments for updating the ledger.
Optional

Interactions
Manage Back-End Bank Account

Brief Description
Manage back-end bank accounts for receipt of the customer payments and for the
transfer of funds collected by third parties.
Explanatory
Mandatory
The purpose of Manage Back-End Bank Account process is to manage back-end bank
accounts for receipt of the customer payments and for the transfer of funds collected by
third parties. These processes are responsible for managing payment commercial
agreement agreed with banks and the payment interfaces for collecting the customer
payments.
Optional
Interactions
Administer Commercial Arrangement for Third Party Supplier

Brief Description
Establish the requirements for, and manage any commercial arrangements agreed with,
third party suppliers.
Explanatory
The requirements can include payment transfer cycle, payment interface requirements
and payment methods requirements. Note that the Supply Chain Capability Delivery

Mandatory
The purpose of Administer Commercial Arrangement for Third Party Supplier process is
to establish the requirements for, and manage any commercial arrangements agreed
with, third party suppliers of payment services. After commercial arrangements are
agreed, this process is responsible for monitor the execution of the commercial
arrangements.
Optional
Interactions
Note that the Supply Chain Capability Delivery process is used to deliver the commercial
agreements.
1.3.10.3 Manage Customer Debt Collection
Figure 191: 1.3.10.3 Manage Customer Debt Collection decomposition
Manage Customer Debt Collection

Brief Description
Collect past due payments from the customer.
The purpose of the Manage Customer Debt Collection process is to collect past due

payments from the customer. This process monitors the amount due from the
customer, i.e. check whether the payments are made on time, and implements
necessary activities and policies to recover amounts overdue.
• Identifying invoices which are overdue for payment;
• Initiating and managing follow-up with customers having overdue amounts;
• Arranging and monitoring payment plans to allow customers to pay overdue amounts
in installments;
and policies;
• Managing the aged customer debt portfolio;
• Establishing and managing customer debt profiles to assist in managing debt recovery
and debt risk on a customer, product or customer group basis;
• Establishing and managing commercial arrangements with third parties for the
recovery of aged debt, and/or for the write-off and selling of parts of the debt portfolio
to third parties
Note that these processes may initiate a direct enquiry to the customer and attempt to
manage the initial recovery through the Bill Inquiry Handling processes. These
processes use policies established by the Support Bill Payments & Receivable
Management process to direct any escalation of the recovery processes being
employed.
Note that where third party arrangements need to be put in place, these processes are
responsible for establishing the requirements for, and managing any commercial
arrangements agreed with, third party suppliers. The Supply Chain Capability Delivery
Explanatory
Mandatory
Optional
Interactions
Identify Overdue Invoice


Brief Description
Identify invoices which are overdue for payment.
Explanatory
i.e. check whether the payments are made on time, and implements necessary
activities and policies to recover amounts overdue.
Mandatory
The purpose of Identify Overdue Invoice process is to identify invoices which are
overdue for payment. It monitors the amount due from the customer
Optional
Interactions
Administer Overdue Invoice Follow-Up

Brief Description
Initiate and manage follow-up with customers having overdue amounts.
Explanatory
These processes can be set up routinely or manually. The follow-ups can include
overdue invoice reminding, customer credit control, service restriction, establishing
customer debt profile, selling parts of debt portfolios to third party for debt recovery.
Mandatory
The purpose of Administer Overdue Invoice Follow-Up process is to initiate and manage
follow-up with customers having overdue amounts. This process is responsible for
setting up the follow-ups based on the policies. The policies are associated to
customer’s profile such as customer credit, customer group, overdue amounts, debt
occurrence times, purchased products and etc. This process is also responsible for
modifying or removing the designated follow-ups when the policies or situations are
changed.
Optional
Interactions

Manage Overdue Invoice Payment

Brief Description
Arrange and monitor payment plans to allow customers to pay overdue amounts in
installments.
Explanatory
The payment plan is associated to customer’s profile such as the customer’s credit,
payment history, customer group or purchased products.
Mandatory
The purpose of Manage Overdue Invoice Payment process is to arrange and monitor
payment plans to allow customers to pay overdue amounts in installments. This process
arranges payment plans to allow customers to pay overdue amounts, leads to an
agreement with the customers, and monitors the execution of the payment plans. This
process should consider the payment amounts in installment whether can be
undertaken by the customer.
Optional
Interactions
Initiate Customer Debt Recovery Activities

Brief Description
Initiate debt recovery activities in accordance with appropriate commercial practice and
policies.
Explanatory
Mandatory
The purpose of Initiate Customer Debt Recovery process is to initiate customer debt
recovery activities in accordance with appropriate commercial practice and policies. This
process includes deciding appropriate recovery activities based on debt recovery

policies, launching debt recovery activities and monitoring the executions.

The debt recovery policies are associated to the customer’s profile such as payment
history, customer group, purchased products, overdue amounts. This process includes
overdue invoice reminding via phone call, SMS, email, by manually or automatically, by
humans or applications. This process is also responsible for terminating customer debt
recovery activities when the customer pays.
Optional
Interactions
Manage Aged Customer Debt Portfolio

Brief Description
Manage the aged customer debt portfolio.
Explanatory
Mandatory
The purpose of Manage Aged Customer Debt Portfolio process is to manage the aged
customer debt portfolio. When the customer debt can’t be recovered in a period of time
decided by Service Provider, this process is responsible to transform this customer debt
to aged customer debt portfolio.
This process is responsible for transforming the overdue invoice to the aged customer
debt portfolio when it didn’t be recovered after a time of period or based on other
triggers according to the Service Provider’s policies. The aged customer debt portfolio
should include all the information of the customer debt profiles. The process is also
responsible for managing and maintaining transforming cycle.
When the overdue payment is recovered after transforming, this process is responsible
to remove the aged customer debt portfolio and notice Establish & Manage Customer
Debt Profiles process to update the customer debt profile.
Optional
Interactions

Establish & Manage Customer Debt Profiles

Brief Description
Establish and manage customer debt profiles to assist in managing debt recovery and
debt risk on a customer, product or customer group basis.
Explanatory
Mandatory
The purpose of Establish & Manage Customer Debt Profiles process is to establish and
manage customer debt profiles to assist in managing debt recovery and debt risk on a
customer, product or customer group basis. The customer debt profile is a part of
customer’s profile, which can include customer credit, customer group, overdue date,
overdue amounts, overdue occurring times, debt recovery means and occurring times,
customer debt recovery response and etc. This process is responsible for keeping
updates of the customer debt profiles according to results from Initiate Customer Debt
Recovery Activities process.
Optional
Interactions
Other process can base the customer debt profile to upgrade or downgrade the
customer credit or apply other controls.
1.3.11 Bill Inquiry Handling
Figure 192: 1.3.11 Bill Inquiry Handling decomposition
Bill Inquiry Handling


Brief Description
Ensure the timely and effective fulfillment of all customer bill inquiries and complaints.
The purpose of Bill Inquiry Handling process is to ensure the timely and effective
fulfillment of all customer bill inquiries and complaints. This process is responsible for
managing customer interaction as it relates to a customer’s billing relationship to a
Service Provider. This includes the creation of inquiries against the customer’s billing
account(s), and management of changes to customer billing account structure and
details, the managing of all customer bill inquiry lifecycle, reporting changes and
updates and closing of customer bill inquiry when all activities were accomplished. 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, complaints and changes
to details would be handled via electronic media without the intervention of a
representative.
Explanatory
Mandatory
Optional
Interactions
Create Customer Bill Inquiry Report

Brief Description
Create a new customer bill inquiry report.
The objective of the Create Customer Bill Inquiry Report process is to create a new
customer bill inquiry report, modify existing customer bill inquiry reports, and request
cancellation of existing customer bill inquiry reports.
A new customer bill inquiry report may be created as a result of specific customer
initiated bill inquiry or complaint notifications.
If the customer bill inquiry report is created, the Create Customer Bill Inquiry Report
processes are responsible for converting the received information into a form suitable
for the Bill Inquiry Handling processes, and for requesting additional information if
required.

Explanatory
Mandatory
Optional
Interactions
Assess Customer Bill Inquiry Report

Brief Description
Assess the bill inquiry report to determine the nature of the inquiry, and to determine
whether the inquiry has arisen due to circumstances originating in other process areas.
The purpose of the Assess Customer Bill Inquiry Report processes is to assess the bill
inquiry report to determine the nature of the inquiry, and to determine whether the
inquiry has arisen due to circumstances originating in other process areas.
- Verifying whether the information supplied by the customer is correct
- Performing assessment and investigation based on the customer provided information

to determine whether the circumstances leading to the bill inquiry is linked to the
underlying services, or other processes.
The Assess Customer Bill Inquiry Report processes will make the results of the
investigation available to other processes. The Assess Customer Bill Inquiry Report
processes will update the customer bill inquiry report, as required during the
assessment, and when the root cause has been identified.
The Assess Customer Bill Inquiry Report processes will notify the Track & Manage Bill
Inquiry Resolution processes when the investigation and assessment is complete.
Explanatory
Mandatory

Optional
Interactions
Authorize Customer Bill Invoice Adjustment

Brief Description
Adjust the customer’s bill invoice based on detailed assessment and/or policy.
The purpose of the Authorize Customer Bill Invoice Adjustment processes is to adjust
the customer's bill invoice based on detailed assessment and/or policy.
- Determination of whether policy allows for automated adjustment of the customer bill
invoice, and approving any resultant adjustments;
- Undertaking more detailed analysis and investigation to determine whether a bill

adjustment is acceptable, including gaining appropriate management authority to make
the adjustment
- Recording the results of the adjustment if approved into the records relating to the
customer’s bill invoice.
These processes rely on the availability of appropriate adjustment policies, which are
created within the Support Bill Inquiry Handling processes, for the timely resolution of
major billing disputes.
The resolution processes may require investigation of the billing processes themselves
to determine whether the disputed bills are the result of quality errors within the
Service Provider processes.
Explanatory
Mandatory
Optional

Interactions
Track & Manage Customer Bill Inquiry Resolution

Brief Description
Efficiently assign, coordinate and track specific customer bill inquiry analysis, bill
adjustments and ensuring that appropriate credits and/or other agreed adjustments are
made available to the adjustments processes activities, and escalate any open customer
bill inquiries in jeopardy.
The objective of the Track & Manage Customer Bill Inquiry Resolution processes is to
efficiently assign, coordinate and track specific customer bill inquiry analysis, bill
- Scheduling, assigning and coordinating analysis and specific customer bill

inquiry/complaint adjustment activities;
- Modifying the customer bill inquiry/complaint status;
- Canceling a customer bill inquiry when the specific request was related to a false billing
event
- Monitoring the jeopardy status of open customer bill inquiries, and escalating
customer bill inquiries as necessary.
managed by other parties. In these cases the Track & Manage Customer Bill Inquiry
Resolution process is responsible for initiating requests, through - the other parties
Settlements & Payments Management for resolution by the other parties of the specific
bill inquiries/complaints.
The Track & Manage Bill Inquiry Resolution processes will also inform the Close
Customer Bill Inquiry processes by modifying the customer bill inquiry status to cleared
when the specific customer bill inquiry/complaint issues have been resolved.

Explanatory
Mandatory
Optional
Interactions
Report Customer Bill Inquiry

Brief Description
Report on the customer’s bill inquiry.
The objective of the Report Customer Bill Inquiry processes is to monitor the status of
customer bill inquiries, provide notifications of any changes and provide management
reports.
These processes are responsible for continuously monitoring the status of customer bill
inquiries and managing notifications to other processes and to other parties, including
customers, registered to receive notifications of any status changes. Notification lists
are managed and maintained by the Support Bill Inquiry Handling processes.
These processes record, analyze and assess the customer bill inquiry status changes to
provide management reports and any specialized summaries of the efficiency and
effectiveness of the overall Bill Inquiry Handling processes. These specialized
summaries could be specific reports required by specific audiences and/or customers.
These processes also report any identified constraints that can affect customer billing
(billing application and/or database, for example) failures, etc.
Explanatory
Mandatory
Optional

Interactions
Close Customer Bill Inquiry Report

Brief Description
Close a customer bill inquiry report when the bill inquiry/complaint has been resolved.
The objective of the Close Customer Bill Inquiry Report processes is to close a customer
bill inquiry report when the bill inquiry/complaint has been resolved.
These processes monitor the status of all open customer bill inquiry reports, and
recognize that a customer bill inquiry report is ready to be closed when the status is
changed to cleared.
Explanatory
Mandatory
Optional
Interactions
1.3.11.1 Create Customer Bill Inquiry Report

Figure 193: 1.3.11.1 Create Customer Bill Inquiry Report decomposition
Create Customer Bill Inquiry Report

Brief Description
Create a new customer bill inquiry report.
The objective of the Create Customer Bill Inquiry Report process is to create a new
customer bill inquiry report, modify existing customer bill inquiry reports, and request
cancellation of existing customer bill inquiry reports.
A new customer bill inquiry report may be created as a result of specific customer
initiated bill inquiry or complaint notifications.
If the customer bill inquiry report is created, the Create Customer Bill Inquiry Report
processes are responsible for converting the received information into a form suitable
for the Bill Inquiry Handling processes, and for requesting additional information if
required.
Explanatory
Mandatory
Optional
Interactions

Generate Customer Bill Inquiry

Brief Description
Generate a new customer bill inquiry.
Explanatory
Mandatory
The purpose of Generate Customer Bill Inquiry is to generate a new customer bill
inquiry.
Optional
A new customer bill inquiry may be generated as a result of specific customer initiated
bill inquiry or complaint notifications.
Interactions
Convert Customer Bill Inquiry

Brief Description
Convert the received information into a form suitable for the Bill Inquiry Handling
processes
Explanatory
Mandatory
The purpose of Convert Customer Bill Inquiry process is to convert the received
information into a form suitable for the Bill Inquiry Handling processes. This process is
responsible for extracting data from received information, and applying the suitable
template.
Optional

Interactions
Request Additional Bill Inquiry Information

Brief Description
Request additional information for the Bill Inquiry Handling processes
Explanatory
Mandatory
The purpose of Request Additional Bill Inquiry Information process is to request
additional in-formation for the Bill Inquiry Handling processes. The additional
information requiring can be happening at any time during Bill Inquiry Handling process.
This process is responsible for avoiding the duplication of the additional bill inquiry
information request and ensuring the requested information hasn’t already existed in
customer bill inquiry.
Optional
Interactions
1.3.11.2 Assess Customer Bill Inquiry Report
Figure 194: 1.3.11.2 Assess Customer Bill Inquiry Report decomposition

Assess Customer Bill Inquiry Report

Brief Description
Assess the bill inquiry report to determine the nature of the inquiry, and to determine
whether the inquiry has arisen due to circumstances originating in other process areas.
The purpose of the Assess Customer Bill Inquiry Report processes is to assess the bill
inquiry report to determine the nature of the inquiry, and to determine whether the
inquiry has arisen due to circumstances originating in other process areas.
- Verifying whether the information supplied by the customer is correct
- Performing assessment and investigation based on the customer provided information

to determine whether the circumstances leading to the bill inquiry is linked to the
underlying services, or other processes.
The Assess Customer Bill Inquiry Report processes will make the results of the
investigation available to other processes. The Assess Customer Bill Inquiry Report
processes will update the customer bill inquiry report, as required during the
The Assess Customer Bill Inquiry Report processes will notify the Track & Manage Bill
Inquiry Resolution processes when the investigation and assessment is complete.
Explanatory
Mandatory
Optional
Interactions
Verify Customer Bill Inquiry

Brief Description
Verify whether the information supplied by the customer is correct.

Explanatory
For examples: verify customer name, validate customer account number, identify the
association of customer and billing account.
Mandatory
The purpose of Verify Customer Bill Inquiry process is to verify whether the information
sup-plied by the customer is correct.
Optional
Interactions
Assess and Investigate Customer Bill Inquiry

Brief Description
Assess and investigate customer bill inquiry based on the customer provided
information.
Explanatory
Mandatory
The purpose of Assess and Investigate Customer Bill Inquiry is to assess and investigate
customer bill inquiry based on the customer provided information to determine
whether the circumstances leading to the bill inquiry is linked to the underlying services,
or other processes. Update the customer bill inquiry report, as required during the
assessment.
Optional
Interactions
Make the results of the investigation available to other processes.
Identify Customer Bill Inquiry Root Cause


Brief Description
Identify the root cause on customer bill inquiry.
Explanatory
Mandatory
The purpose of Identify Customer Bill Inquiry Root Cause is to identify the root cause on
customer bill inquiry and make the results available to other processes. Once the root
cause is identified, this process will notify Modify Customer Bill Inquiry process to
update the customer bill inquiry report.
Optional
Interactions
Complete Customer Bill Inquiry Assessment

Brief Description
Complete the assessment when the investigation and assessment is complete.
Explanatory
Mandatory
The purpose of Complete Customer Bill Inquiry Assessment process is to finish the
assessment when the investigation and assessment is complete. This process is
responsible for notifying the Track & Manage Bill Inquiry Resolution processes about the
completion.
Optional
Interactions

1.3.11.3 Authorize Customer Bill Invoice Adjustment
Figure 195: 1.3.11.3 Authorize Customer Bill Invoice Adjustment decomposition
Authorize Customer Bill Invoice Adjustment

Brief Description
Adjust the customer’s bill invoice based on detailed assessment and/or policy.
The purpose of the Authorize Customer Bill Invoice Adjustment processes is to adjust
the customer's bill invoice based on detailed assessment and/or policy.
- Determination of whether policy allows for automated adjustment of the customer bill
invoice, and approving any resultant adjustments;

the adjustment
- Recording the results of the adjustment if approved into the records relating to the

Explanatory
Mandatory
Optional
Interactions
Record Customer Bill Invoice Adjustment

Brief Description
Record the results of the adjustment if approved into the records relating to the
Explanatory
Mandatory
The purpose of Record Customer Bill Invoice Adjustment process is to record the results
of the adjustment if approved into the records relating to the customer’s bill invoice.
This process is responsible for recording the entire adjustment events including
adjustment operator, timestamp and detailed reason, for management purpose.
Optional
Interactions
Analyze Detailed Bill Inquiry

Brief Description
Analyze and investigate to determine whether a bill adjustment is acceptable.

Explanatory
Mandatory
The purpose of Analyze Detailed Bill Inquiry process is to undertake more detailed
analysis and investigation to determine whether a bill adjustment is acceptable,
including gaining appropriate management authority to make the adjustment. These
processes rely on the availability of appropriate adjustment policies, which are created
within the Support Bill Inquiry Handling processes, for the timely resolution of major
billing disputes.
Optional
Interactions
Determine Automated Bill Adjustment

Brief Description
Determination of whether policy allows for automated adjustment of a party bill
invoice, and approving any resultant adjustments.
Explanatory
Mandatory
The purpose of Determine Automated Bill Adjustment process is to determine whether
policy allows for automated adjustment of the customer bill invoice and approving any
resulting adjustments. When the authorization is approved, this process is responsible

for notifying the relevant process to apply the adjustment

Optional
Interactions
1.3.11.4 Track & Manage Customer Bill Inquiry Resolution
Figure 196: 1.3.11.4 Track & Manage Customer Bill Inquiry Resolution decomposition
Track & Manage Customer Bill Inquiry Resolution

Brief Description
Efficiently assign, coordinate and track specific customer bill inquiry analysis, bill
The objective of the Track & Manage Customer Bill Inquiry Resolution processes is to
efficiently assign, coordinate and track specific customer bill inquiry analysis, bill

- Scheduling, assigning and coordinating analysis and specific customer bill

inquiry/complaint adjustment activities;
- Modifying the customer bill inquiry/complaint status;
- Canceling a customer bill inquiry when the specific request was related to a false billing
event
- Monitoring the jeopardy status of open customer bill inquiries, and escalating
customer bill inquiries as necessary.
managed by other parties. In these cases the Track & Manage Customer Bill Inquiry
Resolution process is responsible for initiating requests, through - the other parties
Settlements & Payments Management for resolution by the other parties of the specific
bill inquiries/complaints.
The Track & Manage Bill Inquiry Resolution processes will also inform the Close
Customer Bill Inquiry processes by modifying the customer bill inquiry status to cleared
when the specific customer bill inquiry/complaint issues have been resolved.
Explanatory
Mandatory
Optional
Interactions
Schedule Customer Bill Inquiry Analysis and Adjustment Activities

Brief Description
Schedule analysis and specific customer bill inquiry/complaint adjustment activities.

Explanatory
Mandatory
The purpose of Schedule Customer Bill Inquiry Analysis and Adjustment Activities
process is to schedule analysis and specific customer bill inquiry/complaint adjustment
activities. This process is responsible for planning the analysis and adjustment activities
in specific order and allotted time.
Optional
Interactions
Assign Customer Bill Inquiry Analysis and Adjustment Activities

Brief Description
Assign analysis and specific customer bill inquiry/complaint adjustment activities.
Explanatory
Mandatory
The purpose of Assign Customer Bill Inquiry Analysis and Adjustment Activities process
is to assign analysis and specific customer bill inquiry/complaint adjustment activities.
This process is responsible for decomposing an activity to subsequent tasks and
appointing other processes to accomplish them.
Optional
Interactions
Coordinate Customer Bill Inquiry Analysis and Adjustment Activities

Brief Description
Coordinate analysis and specific customer bill inquiry/complaint adjustment activities.

Explanatory
Mandatory
The purpose of Coordinate Customer Bill Inquiry Analysis and Adjustment Activities
process is to coordinate analysis and specific customer bill inquiry/complaint
adjustment activities. The process is responsible for ensuring that appropriate credits
and/or other agreed adjustments are made available to the adjustments processes
activities, coordinating all the actions necessary in order to guarantee that all tasks are
finished at the appropriate time and in the appropriate sequence.
Optional
Interactions
Monitor Customer Bill Inquiry Jeopardy Status

Brief Description
Monitor the jeopardy status of open customer bill inquiries
Explanatory
Mandatory
The purpose of Monitor Customer Bill Inquiry Jeopardy Status process is to monitor the
jeopardy status of open customer bill inquiries. This process is responsible for keeping
close watch over the resolving progress. When customer bill inquiry isn’t handled in
time, this process will escalate customer billing inquiry for notification.
Optional
Interactions
Initiate S/P Customer Bill Inquiry Resolution Request

Brief Description
Initiate requests, through - S/P Settlements & Payments Management for resolution by
the supplier/partner of the specific bill inquiries/complaints.
Explanatory
Mandatory
The purpose of Initiate S/P Customer Bill Inquiry Resolution Request process is to
Initiate re-quests, through - S/P Settlements & Payments Management for resolution by
the supplier/partner of the specific bill inquiries/complaints. Some specific product
and/or service components may be owned and managed by suppliers/partners.
Optional
Interactions
In these cases, this process is responsible for initiating requests, through - S/P
Settlements & Payments Management for resolution by the supplier/partner of the
specific bill inquiries/complaints.
Modify Customer Bill Inquiry

Brief Description
Modify existing customer bill inquiries
Explanatory
Mandatory
The purpose of Modify Customer Bill Inquiry process is to modify existing customer bill
inquiries when the bill inquiry or complaint is changed by the customer, a CSR or other
processes. This process is also responsible for changing the status of customer bill
inquiries/complains.
Optional

Interactions
Cancel Customer Bill Inquiry

Brief Description
Request cancellation of existing customer bill inquiry reports
Explanatory
Mandatory
The purpose of Cancel Customer Bill Inquiry process is to cancel existing customer bill
inquiries.
Optional
The cancellation may be caused by the cancellation requests of bill inquiry from the
specific customers, a CSR or processes.
Interactions
1.3.11.5 Report Customer Bill Inquiry

Figure 197: 1.3.11.5 Report Customer Bill Inquiry decomposition
Report Customer Bill Inquiry

Brief Description
Report on the customer’s bill inquiry.
The objective of the Report Customer Bill Inquiry processes is to monitor the status of
customer bill inquiries, provide notifications of any changes and provide management
reports.
These processes are responsible for continuously monitoring the status of customer bill
customers, registered to receive notifications of any status changes. Notification lists
are managed and maintained by the Support Bill Inquiry Handling processes.
These processes record, analyze and assess the customer bill inquiry status changes to
effectiveness of the overall Bill Inquiry Handling processes. These specialized
summaries could be specific reports required by specific audiences and/or customers.
These processes also report any identified constraints that can affect customer billing
(billing application and/or database, for example) failures, etc.
Explanatory
Mandatory
Optional
Interactions
Monitor Customer Bill Inquiries

Brief Description
Monitor the status of customer bill inquiries continuously.

Explanatory
The monitoring starts when a customer bill inquiry is created until it is cancelled or
closed.
Mandatory
The purpose of Monitor Customer Bill Inquiries process is to continuously monitor the
status of all customer bill inquires. The process is responsible for logging all the status
changes on customer bill inquiries including creation, modification, cancellation and etc.
Optional
Interactions
Provide Customer Bill Inquiry Change Notification

Brief Description
Manage notifications to other processes and to other parties.
Explanatory
Mandatory
This purpose of Provide Customer Bill Inquiry Change Notification process is to manage
notifications to other processes and to other parties, including customers, registered to
receive notifications of any status changes.
Optional
Interactions
Notification lists are managed and maintained by the Support Bill Inquiry Handling
processes.
Provide Management Reports


Brief Description
Provide management reports and any specialized summaries of the efficiency and
effectiveness of the overall Bill Inquiry Handling processes.
Explanatory
and/or customers.
Mandatory
The purpose of Provide Management Reports is to provide management reports and
any specialized summaries of the efficiency and effectiveness of the overall Bill Inquiry
Handling processes. This process records, analyzes and assesses the customer bill
inquiry status changes to provide management reports and any specialized summaries
of the efficiency and effectiveness of the overall Bill Inquiry Handling processes. This
process also reports any identified constraints that can affect customer billing quality
standards to other processes.
Optional
These constraints may include specific resource (billing application and/or database, for
example) failures, etc.
Interactions
1.3.12 Manage Billing Events
Figure 198: 1.3.12 Manage Billing Events decomposition
Manage Billing Events


Brief Description
Encompasses the functions required to guide, distribute, mediate, summarize,
accumulate, and analyze billing event records.
The billing events management processes encompass the functions required to guide,
distribute, mediate, summarize, accumulate, and analyze billing event records. These
processes may occur in real-time, near real-time, or may be executed on a periodic
basis.
Billing event records include records produced by network elements (service events),
records that indicate the need for periodic billing of a reoccurring product rate, and
records that indicate the need for billing of a non-reoccurring rate.
The guiding processes ensures that the event records used in the billing processes are
appropriately related to the correct customer billing account and products.
The billing event records are edited and if necessary reformatted (mediated) to meet
the needs of subsequent processes. The billing event records may also be enriched with
additional data during this process.
Explanatory
Mandatory
Optional
Interactions
Enrich Billing Events

Brief Description
Enrich billing event records with additional data.
The Enrich Billing Events processes will augment the billing event records by adding data
to the records from sources such as customer, product, or other reference data.
A billing event may be assigned a price without consideration of specific product or

customer information. The assigned price may be used to enrich the billing event
record.

Explanatory
Mandatory
Optional
Interactions
Guide Billing Events

Brief Description
Ensures that the event records used in the billing processes are related to the correct
customer billing account and subscribed products.
The Guide Billing Events processes ensure that the event records used in the billing
process relate to the correct customer billing account and products. A specific event
record may be related to multiple customer billing accounts and subscribed products.
Distribution of billing event records to other processes may also occur.
Explanatory
Mandatory
Optional
Interactions
Mediate Billing Events

Brief Description
Edits and reformats data for recipient applications.

The Mediate Billing Events process edits and reformats the data record to meet the
needs of a recipient application.
Explanatory
Mandatory
Optional
Interactions
Report Billing Event Records

Brief Description
Generate reports on billing event records based on requests from other processes.
The purpose of the Report Billing Event Record processes is to generate reports on
billing event 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.
Investigation of problems related to these event records is also part of this process.
These processes also support other processes such as customer review of billing events
(pre-billing and post-billing).
Explanatory
Mandatory
Optional
Interactions

1.3.12.1 Enrich Billing Events
Figure 199: 1.3.12.1 Enrich Billing Events decomposition
Enrich Billing Events

Brief Description
Enrich billing event records with additional data.
The Enrich Billing Events processes will augment the billing event records by adding data
to the records from sources such as customer, product, or other reference data.
A billing event may be assigned a price without consideration of specific product or

customer information. The assigned price may be used to enrich the billing event
record.
Explanatory
Mandatory

Optional
Interactions
Add Billing Event Data

Brief Description
Add data to the records from sources such as customer, product, or other reference
data to augment the billing event records.
Explanatory
An example of such data is service to product mapping information and subscriber
identity to customer mapping information. Data can be fetched from internal
configuration or be looked up in data sources.
Mandatory
The purpose of Add Billing Event Data process is to add data to the records from sources
such as customer, product, or other reference data to augment the billing event
records. This process is responsible for enriching billing events with additional data
which is not provided by or known by services providing the billing events, but needed
by other billing processes. Hence this process is also responsible for obtaining additional
data from corresponding data sources based on each billing events record information.
Optional
Interactions
Assign Billing Event Price

Brief Description
Assign a price to a billing event without consideration of specific product or customer
information. The assigned price may be used to enrich the billing event record.

Explanatory
The assigned price may be used to enrich the billing event record. As an example,
originating on-net call CDRs are priced at $1 per started minute during peak hours,
without considering customer data or agreements for the involved user which could
affect the final price paid.
Mandatory
The purpose of Assign Billing Event Price process is to assign a price to a billing event
without consideration of specific product or customer information. This process
performs static rating of service events without considering customer or product
information.
Optional
This process may assign a price to a billing event automatically according to pre-
configured rules, or manually.
Interactions
1.3.12.2 Guide Billing Events
Figure 200: 1.3.12.2 Guide Billing Events decomposition

Guide Billing Events

Brief Description
Ensures that the event records used in the billing processes are related to the correct
customer billing account and subscribed products.
The Guide Billing Events processes ensure that the event records used in the billing
process relate to the correct customer billing account and products. A specific event
record may be related to multiple customer billing accounts and subscribed products.
Distribution of billing event records to other processes may also occur.
Explanatory
Mandatory
Optional
Interactions
Ensure Billing Event Usage

Brief Description
Ensure that the event records used in the billing process relate to the correct customer
billing account and products.
Explanatory
A specific event record may be related to multiple customer billing accounts and
subscribed products.
Mandatory
The purpose of Ensure Event Record Usage process is to ensure that the event records
used in the billing process relate to the correct customer billing account and products.
Optional

Interactions
Distribute Billing Event

Brief Description
Distribute billing event records to other processes.
Explanatory
As a typical example, billing events are transferred to Charging process for
event/product charging via this process. In general, the billing events are distributed in
the specific format, e.g. plain text format, binary format, XML format.
Mandatory
The purpose of Distribute Billing Event process is to distribute billing events to other
processes which need access to billing events. This process is also responsible for
recording distribution logs to avoid duplicated billing event distribution.
Optional
Interactions
1.3.12.3 Mediate Billing Events

Figure 201: 1.3.12.3 Mediate Billing Events decomposition
Mediate Billing Events

Brief Description
Edits and reformats data for recipient applications.
The Mediate Billing Events process edits and reformats the data record to meet the
needs of a recipient application.
Explanatory
Mandatory
Optional
Interactions

Edit Billing Event

Brief Description
Edit the data record for recipient applications.
Explanatory
Mandatory
This process is responsible for editing billing events to adapt to the contents expected
by receiving processes and applications. This includes examining individual fields in
billing events, modifying the contents of individual fields in billing events and removing
unwanted data and fields, identifying billing event type.
Additionally, this process is also responsible for billing events consolidation, billing event
splitting, billing events correlation and duplicated billing events deletion if necessary.
Optional
Interactions
Reformat Billing Event

Brief Description
Reformat the data record for recipient applications.
Explanatory
Mandatory
The purpose of Reformat Billing Event process is to reformat billing events to adapt to
the format expected by receiving processes and applications. This includes examining
individual fields in billing events and translating billing events from one format to
another
Additionally, this process is also responsible for maintenance the input and output
format template.

Optional
Interactions
1.3.12.4 Report Billing Event Records
Figure 202: 1.3.12.4 Report Billing Event Records decomposition
Report Billing Event Records

Brief Description
The purpose of the Report Billing Event Record processes is to generate reports on
billing event records based on requests from other processes.
by fraudulent activity or related to customer complaints.
Investigation of problems related to these event records is also part of this process.
These processes also support other processes such as customer review of billing events
Explanatory

Mandatory
Optional
Interactions
Generate Billing Event Report

Brief Description
Explanatory
Mandatory
The purpose of the Generate Billing Event Report process is to generate reports on
billing event records. This process produces reports that may identify abnormalities,
which may be caused by fraudulent activity or related to customer complaints.
Optional
Interactions
Investigate Billing Event Related Problem

Brief Description
Investigate problems related to billing event records.
Explanatory
Mandatory
The purpose of the Investigate Billing Event Related Problem process is to investigate

problems related to billing event records. Where reporting indicates problems with
billing event records such as data format errors, configuration problems, system or
network problems this process initiates and manages an investigation and follow-up of
the indicated problems.
Optional
Interactions
Support Billing Event Related Process

Brief Description
Support other processes such as customer review of billing events (pre-billing and post-
billing).
Explanatory
An example of such a process is customer review of billing events (pre-billing and post-
billing).
Mandatory
The purpose of the Support Billing Event Related Process is to support other processes
which use or consume billing events.
Optional
Interactions
This process manages report requests from other processes.
1.3.13 Charging

Figure 203: 1.3.13 Charging decomposition
Charging
Brief Description
Managing the assignment of a value (monetary or other) to an event or product, or
combination (bundle or aggregate) of the above.
The purpose of Charging is to assign a value (monetary or other) to an event or product,
or combination
(bundle or aggregate) of the above. The charge may be either a credit or a debit and can
be handled either online or offline.
Online charging is performed in real-time, requiring an authorization component which

may affect how the service is rendered and enables an operator to provide prepaid
services to its customers. Whereas offline charging is performed after the service is
rendered and is not required to be done in real-time and generally relates to
subscription based products.
The charge may appear on a customer invoice via Apply Pricing, Discounting,
Adjustments & Rebates.
Explanatory
Mandatory
Optional
Interactions

Perform Rating
Brief Description
Calculating the value of the service/product, before, during or after the rendering of the
service.
Process responsible for calculating the value of the service/product, before, during or
after the rendering of the service, based on parameters of the request (type, quantity,
etc.), parameters of the customer/subscriber (tariffs, price plans, accumulated usage,
contracts, etc.) and other parameters (time-of-day, taxes, etc.). The same request
maybe rated differently for different subscribers based on their purchased offers or
service agreements.
Explanatory
Mandatory
Optional
Interactions
Apply Rate Level Discounts

Brief Description
Applies discounts to product prices.
This process applies discounts to product prices at an individual product level. A
discount may be expressed as a monetary amount or percentage, and modifies a price
for a product. When a discount is expressed as a percentage, the discounting process
determines the discount calculated in relation to the price for the product.
The discount may be displayed as a separate entry on the bill or may be combined with
the rate for the product to only show as one entry.
Discounts may be a one-time event or may have some duration (days, months, life of
product, etc.). Discounts may apply to a specific customer or be generally available
based on selection of products (for example - bundles). Discounting structures may
involve tiers, tapers, or thresholds.

Explanatory
Mandatory
Optional
Interactions
Aggregate Items For Charging

Brief Description
Manages the accumulation of items that may be used in the selection of a value or in
calculation of a rate/discount.
This process is responsible for accumulating contributing items, which can be quantities,
values (monetary or other) or both. Aggregation can occur over time or can be initiated
to gather a “snapshot” of the items at a point in time.
The aggregated items may be used in Perform Rating or Apply Rate Level Discounts to
determine the applicable price or discount and may further be used as a quantity in the
calculation of a rate or discount.
Explanatory
Mandatory
Optional
Interactions
Manage Customer Charging Hierarchy

Brief Description
Managing the charging relationships among subscribers.

Customer hierarchies are commonly used for corporate customers, family plans or other
type of affinity groups. This process manages the charging relationships among
subscribers, e.g. sharing, inheriting or restricting balances, price plans and discounts.
Thereby assuring that a charge is added to or subtracted from the correct (sub-)account
balance.
Explanatory
Mandatory
Optional
Interactions
Provide Advice of Charge/Rate

Brief Description
Provide advice of charge/rate.
The activity of Provide Advice of Charge/Rate is responsible for providing advice on
rates, in real-time or offline, an estimate or value of the charge or rate for a specific
usage or service request. The advice is usually based upon performing a full rating
process for the request. The accuracy of the Advice underlies the complexity of the
product offering - so that a 100% accurate AOC might not always be available in real-
time. In these cases alternatives are usually sought (for example offline presentation /
product type offering change. Advice of charge can be provided pre-, during or post
event. Advice of charge can be used/utilized by several different end-2-end processes
Explanatory
Mandatory
Optional
Interactions

1.3.14 Manage Balances
Figure 204: 1.3.14 Manage Balances decomposition
Manage Balances
Brief Description
Management of customer and/or subscriber account balances.
This process is responsible for holding, calculating, applying policies and managing
functionality/interfaces for the account balances of a customer and/or a subscriber.
Here the values resulting from rating and the application of discounts are applied to a
customer's balance. The balance affected by the value may be monetary or other
balances such as minutes, points, or tokens. Authorizing service requests based on
available balance is optional.
Explanatory
Mandatory
Optional
Interactions
Manage Balance Containers

Brief Description
Hold and maintain the different balances that a customer and/or a subscriber may have.
This process manages the balance containers assigned to a customer and/or subscriber
and is used to keep track of usage events, providing input for decision making processes
(such as service or product authorization) by means of the balance policies.
The containers include monetary and non-monetary balances (or shared) and are used
as prepaid balances (enabling real-time service or product authorization), postpaid
balances (in conjunction with an Account-Receivables [AR] application). Examples of
non-monetary balances and allowances are: free minutes, WAP-only quota, etc.
Explanatory
Mandatory
Optional
Interactions
Manage Balance Policies

Brief Description
Executing policies per balance or balance type.
Balance policies are rules that describe how balance affecting events are to be handled.
This is done by comparing the value of each event against criteria such as the following:
- a minimum allowable balance limit (e.g. balance must remain above zero),
- balance expiration dates,
- balance thresholds actions and notifications and
- roll-over & cyclic policies.
Explanatory
Mandatory

Optional
Interactions
Balance Operations Management

Brief Description
Allow different operations to be performed on the managed balance.
Balance operations processes the charged events, using balance policies and then
guides the results towards the relevant balance containers. Operations include :
- Reserving amounts from any balance for any session, and crediting unused
reservations back into the balance, when a session is released.
- Updating balances by applying charges to the balance and credit/debit adjustments.
- Balance queries.
- Transferring amounts from one balance to another.
Explanatory
Mandatory
Optional
Interactions
Authorize Transaction Based on Balance

Brief Description
Manages authorization of service/ product requests based on available balances
(monetary or non-monetary) and policies.
This process may include balance reservation and must be performed online.
Subsequent balance updates are not required to be done in real-time. In this context a
service is provided by the network, e.g. voice call. Product is digital content delivered via
the network, e.g. content such as music, games, etc.

Explanatory
Mandatory
Optional
Interactions
1.4.1 Service Strategy & Planning
Figure 205: 1.4.1 Service Strategy & Planning decomposition
Service Strategy & Planning

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.
Explanatory
Mandatory
Optional
Interactions
Gather & Analyze Service Information

Brief 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
The Gather & Analyze Service Information processes 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 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.
Explanatory
Mandatory
Optional
Interactions
Manage Service Research

Brief Description
Manage internally driven research investigations and activities which are used to
provide detailed assessment or investigation of new and emerging service capabilities
The Manage Service Research processes manage internally 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
Engaged Party domain 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.

Explanatory
Mandatory
Optional
Interactions
Establish Service Strategy & Goals

Brief Description
Establish the service strategies based on market trends, future product needs, technical
capabilities, and addressing shortcomings in existing service performance and support
The Establish Service Strategy & Goals processes establish the service strategies based
on market trends, future product 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.
Explanatory
Mandatory
Optional
Interactions
Define Service Support Strategies


Brief Description
Define the principles, policies and performance standards for the operational
organization providing service support
The Define Service Support Strategies processes define the 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 & Operations process to determine bottlenecks and problems
associated with existing service support activities.
Explanatory
Mandatory
Optional
Interactions
Produce Service Business Plans

Brief Description
Develop and deliver annual and multi-year service plans in support of products and
offers
The Produce Service Business Plans processes develop and 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.
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.
Explanatory
Mandatory
Optional
Interactions
Develop Service Partnership Requirements

Brief Description
Identify the requirements for service aspects sourced from other parties, and the
service aspects to be delivered internally to the enterprise.
The Develop Service Partnership Requirements processes identify the requirements for
service aspects sourced from other parties, 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 parties
who should be used to provide the service aspects.
Note that the processes used to actually source any external parties occur with the
Party Development & Management processes.
Explanatory
Mandatory
Optional
Interactions

Gain Enterprise Commitment to Service Strategies

Brief Description
Gain enterprise commitment to the service strategy and service plans.
The Gain Commitment to Service Plans processes gain enterprise commitment to the
service strategy and service plans. These processes include all aspects of identification
Explanatory
Mandatory
Optional
Interactions
1.4.1.1 Gather & Analyze Service Information
Figure 206: 1.4.1.1 Gather & Analyze Service Information decomposition
Gather & Analyze Service Information

Brief Description

identify new service directions and industry best practice, and potential enhancements
to existing services
The Gather & Analyze Service Information processes 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 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.
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.
Explanatory
Mandatory
Optional
Interactions
Gather Service Information

Brief Description
service information
Gather Service information processes focus on establishment and Management of
relationships with external providers of service information, and management of
internal resources used for providing service information.
Explanatory

Mandatory
Optional
Interactions
Analyze new service directions/enhance existing service

Brief Description
Analyze to identify new service directions, potential enhancements to existing services
Analyze new service directions/enhance existing service processes focus on research
and analyze customer, technology, competitor and marketing information identify new
service directions and industry best practice, and potential enhancements to existing
services
Explanatory
Mandatory
Optional
Interactions
Analyze to develop new service requirements

Brief Description
Develop new service requirements
Analyze to develop new service requirements processes undertake the responsibility of
necessary analysis to identify potential opportunities, compare current capabilities with
the identified opportunities, and as result of these analysis develop new service
requirements. This process also include an analysis of the customer value proposition.

Explanatory
Mandatory
Optional
Interactions
Analyze service growth

Brief Description
Capture and analysis of service growth
Analyze service growth processes capture and analyze service growth which is driven by
expansion of housing estates, building developments and building approvals forecasts,
Explanatory
Mandatory
Optional
Interactions
1.4.1.2 Manage Service Research

Figure 207: 1.4.1.2 Manage Service Research decomposition
Manage Service Research

Brief Description
provide detailed assessment or investigation of new and emerging service capabilities
The Manage Service Research processes manage internally driven research
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
the service research activity.
Engaged Party domain processes.
Explanatory
Mandatory

Optional
Interactions
Manage service research investigations

Brief Description
Manage internally driven service research investigations and activities
Manage service research investigations processes manage internally driven research
be totally internally delivered , or may be outsourced to external parties.
Explanatory
Mandatory
Optional
Interactions
Manage administration of service research

Brief Description
Manage administration of service research activity
Manage administration of service research processes are responsible for managing the
administration of service research activities, management of any research prioritization
process, administer any actual research contracts with external parties, and develop and
manage any intellectual property and patent administration required for the service
research activity. Actual commercial arrangements with external parties are managed
with in Engaged Party domain Processes. Actual legal arrangements and Intellectual
property is managed with Legal Management Processes in Enterprise Management
Process areas.

Explanatory
Mandatory
Optional
Interactions
Define service research assessment methodologies

Brief Description
Define Service research assessment methodologies
Explanatory
Mandatory
Optional
Interactions
1.4.1.3 Establish Service Strategy & Goals

Figure 208: 1.4.1.3 Establish Service Strategy & Goals decomposition

Brief Description
Establish the service strategies based on market trends, future product needs, technical
capabilities, and addressing shortcomings in existing service performance and support
The Establish Service Strategy & Goals processes establish the service strategies based
on market trends, future product 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.
Explanatory
Mandatory
Optional
Interactions

Establish service strategy

Brief Description
Establish service strategies based on market trends, highlight shortcomings of service
performance and support. Define Objectives from established service strategies.
Establish service strategy processes are responsible for establishing the service
strategies based on markets trends, future product needs, technical capabilities, and
addressing shortcomings in existing service performance and support. These processes
also highlight issue associated with resourcing and skill sets. The result of this
assessment sets the objectives of the service strategy.
Explanatory
Mandatory
Optional
Interactions
Develop Service Strategy

Brief Description
Accept changing service requirements and develop service strategies.
Develop Service Strategy processes accept the changing service requirements and
develop appropriate service strategies based on the changing needs of enterprise, and
increasing expectations of the markets. The service strategy is documented.
Explanatory
Mandatory
Optional

Interactions
Establish Service goals

Brief Description
Establish realistic service goals for enterprise and products
Establish Service goals processes focus on establishing realistic service goals for the
enterprise and for the products they support.
Explanatory
Mandatory
Optional
Interactions
Determine Service Strategy Perspective

Brief Description
Provide perspective via vision and mission statements about direction, values, beliefs
and purpose of established strategy
Determine Service Strategy Perspective processes generate Mission and Vision
statements. Vision statements lead to service goals and Mission statements indicate
the value and purpose that the organization uses to realize its vision.
Explanatory
Mandatory
Optional

Interactions
Formulate Strategic Position

Brief Description
Form a position to differentiate the organization from other organizations in the same
line of business.
Formulate Strategic Position Processes defines how the organization and the services it
provides will be differentiated from other organizations providing similar services in the
same industry.
Explanatory
Mandatory
Optional
Interactions
Produce Service Strategic Plan

Brief Description
Craft a strategic plan to identify how the organization's vision and position are achieved
Produce Strategic Plan Process describes how the organization will achieve its service
objectives, position and vision
Explanatory
Mandatory
Optional

Interactions
Determine Actionable Patterns

Brief Description
Adopt patterns for auctioning the plan that will achieve service goals and objectives
efficiently . Adopt patterns for handling change to allow the strategy to adapt and
evolve with the organization and its environment.
Determine Actionable Patterns processes find efficient and effective patterns of
auctioning the plan to achieve goals. These processes also find best patterns for dealing
with change in Service Strategy. This allows the Service Strategy to adapt and evolve
along with the organization and its environment.
Explanatory
Mandatory
Optional
Interactions
1.4.1.4 Define Service Support Strategies

Figure 209: 1.4.1.4 Define Service Support Strategies decomposition
Define Service Support Strategies

Brief Description
organization providing service support
The Define Service Support Strategies processes define the 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.
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 & Operations process to determine bottlenecks and problems
associated with existing service support activities.
Explanatory
Mandatory
Optional

Interactions
Define service support Principles

Brief Description
Define service support principles for the operational organization providing service
support.
Define Service Support Principles processes define principles for service levels and
service quality on existing services or new services
Explanatory
Mandatory
Optional
Interactions
Define service support Policies

Brief Description
Define service support policies for the operational organization providing service
support.
Define Service Support Policies processes define policies for service levels and service
quality on existing services or new services
Explanatory
Mandatory
Optional

Interactions
Define Service Support performance standards

Brief Description
Define service support performance standards for the operational organization
providing service support.
expectations, internal process and technology capabilities and competitive offerings.
These processes also provide the feedback point from analyses undertaken in the
Service Management & Operations process to determine bottlenecks and problems
associated with existing service support activities. 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.
Explanatory
Mandatory
Optional
Interactions
1.4.1.5 Produce Service Business Plans

Figure 210: 1.4.1.5 Produce Service Business Plans decomposition
Produce Service Business Plans

Brief Description
Develop and deliver annual and multi-year service plans in support of products and
offers
The Produce Service Business Plans processes develop and 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.
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.
Explanatory
Mandatory
Optional
Interactions
Develop & Deliver annual/multi year service business plans

Brief Description
Develop and deliver annual and multi-year service plans, negotiations, approvals ,
service development and management
Develop & Deliver annual/multi year service business plans focus on developing and
delivering 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.
Explanatory
Mandatory
Optional
Interactions
Forecast service demand & capture new opportunities

Brief Description
Forecast service demand and capture new opportunities for future needs of
new/existing customers
Forecast service demand & capture new opportunities processes ensures that the
enterprise can implement the services necessary for the future needs of their customers
and potential customers.
Explanatory
Mandatory
Optional
Interactions
Asses impact of service business plan

Brief Description
Assess the impacts of new and modified service requirements on systems and establish
functions and benefits

Asses impact of service business plan 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
Explanatory
Mandatory
Optional
Interactions
Identify timetables for new service capability introduction

Brief Description
Identify timetables for new service capability introduction
Explanatory
Mandatory
Optional
Interactions
Identify logistics for new service capability introduction

Brief Description
Identify logistics for new service capability introduction

Explanatory
Mandatory
Optional
Interactions
1.4.1.6 Develop Service Partnership Requirements
Figure 211: 1.4.1.6 Develop Service Partnership Requirements decomposition
Develop Service Partnership Requirements

Brief Description
service aspects to be delivered internally to the enterprise.
The Develop Service Partnership Requirements processes identify the requirements for
service aspects sourced from other parties, 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 parties
who should be used to provide the service aspects.
Note that the processes used to actually source any external parties occur with the
Party Development & Management processes.
Explanatory
Mandatory
Optional
Interactions
Identify the requirements for service aspects

Brief Description
services aspects to be delivered internally to enterprise
Explanatory
Mandatory
Optional
Interactions
Recommend Service Partnership

Brief Description
Scan external availability and recommend external parties

Recommend service partnership processes focus on scanning external availability of
sourcing Service aspects and make recommendations about specific parties who should
be used to provide the service aspects
Explanatory
Mandatory
Optional
Interactions
Determine extent of service aspect sourcing

Brief Description
Determine the extent to which service aspects needs to be sourced externally or
delivered from internal capabilities
Explanatory
Mandatory
Optional
Interactions
1.4.1.7 Gain Enterprise Commitment to Service Strategies

Figure 212: 1.4.1.7 Gain Enterprise Commitment to Service Strategies decomposition
Gain Enterprise Commitment to Service Strategies

Brief Description
Gain enterprise commitment to the service strategy and service plans.
The Gain Commitment to Service Plans processes gain enterprise commitment to the
service strategy and service plans. These processes include all aspects of identification
Explanatory
Mandatory
Optional
Interactions
Identify Stakeholders to service strategy and service plans

Brief Description
Identify stakeholders of service strategy and service plans

Explanatory
Mandatory
Optional
Interactions
Gain service strategy and service plans Stakeholders approval

Brief Description
Negotiate & gain stakeholder approval for service strategy and service Plans
Explanatory
Mandatory
Optional
Interactions
Gain Enterprise Commitment to service strategy and service plans

Brief Description
Gain Enterprise commitment to the service strategy and service plans
Explanatory

Mandatory
Optional
Interactions
1.4.2 Service Capability Delivery
Figure 213: 1.4.2 Service Capability Delivery decomposition
Service Capability Delivery

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 an external party.
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.
Explanatory

Mandatory
Optional
Interactions
Map & Analyze Service Requirements

Brief Description
Define the detailed service infrastructure requirements to support the product
capabilities required by the enterprise.
The Map & Analyze Service Requirements processes define 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 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 Engaged party domains
Explanatory
Mandatory
Optional
Interactions
Capture Service Capability Shortfalls


Brief Description
Identify specific or imminent service capacity, service performance and/or service
The Capture Service Capability Shortfalls processes identify 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.
Explanatory
Mandatory
Optional
Interactions
Gain Service Capability Investment Approval

Brief Description
Capture all activities required to develop and gain necessary approval for investment
proposals to develop and deliver the required service capabilities
The Gain Service Capability Investment Approval processes 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 Parties. 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 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.

ensure that the investment proposals capture the needs of, and are supported by, all
stakeholders
Explanatory
Mandatory
Optional
Interactions
Design Service Capabilities

Brief Description
Manage the design of the service infrastructure to meet the requirements in any
approved investment proposals.
The Design Service Capabilities processes manage the 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 other parties to support the service requirements.
Note that the actual management of the sourcing process is handled within the Engaged
Party domains
Explanatory
Mandatory
Optional
Interactions

Enable Service Support & Operations

Brief Description
Manage 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 Enable Service Support & Operations processes manage 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.
Explanatory
Mandatory
Optional
Interactions
Manage Service Capability Delivery

Brief Description
Manage the provision, implementation and roll-out of the new or enhanced service
capability, and associated operational support processes.
The Manage Service Capability Delivery processes manage 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 Engaged Party domains necessary to 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.
Explanatory
Mandatory
Optional
Interactions
Manage Handover to Service Operations

Brief Description
Manage the processes involved in handover of deployed service infrastructure to
operational control
The Manage Handover to Service Operations processes 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
Explanatory
Mandatory
Optional
Interactions

1.4.2.1 Map & Analyze Service Requirements
Figure 214: 1.4.2.1 Map & Analyze Service Requirements decomposition

Brief Description
Define the detailed service infrastructure requirements to support the product
capabilities required by the enterprise.
The Map & Analyze Service Requirements processes define 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
and Engaged party domains
Explanatory

Mandatory
Optional
Interactions
Capture Service Demand & Performance Requirements

Brief Description
These 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
These processes define the detailed infrastructure requirements to support the
marketing strategies and forecasts. These 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.
Explanatory
Mandatory
Optional
Interactions
Agree Service Infrastructure Requirements

Brief Description
These processes obtain agreement to the detailed infrastructure requirements to

support the product capabilities required by the enterprise. The processes include any
cross-enterprise coordination and management functions to ensure that the demand
distributions capture the needs of all stakeholders.
Explanatory
Mandatory
Optional
Interactions
Report Service Infrastructure Requirements

Brief Description
and Engaged party domains.
Explanatory
Mandatory
Optional
Interactions
1.4.2.2 Capture Service Capability Shortfalls

Figure 215: 1.4.2.2 Capture Service Capability Shortfalls decomposition

Brief Description
Identify specific or imminent service capacity, service performance and/or service
The Capture Service Capability Shortfalls processes identify specific or imminent service
capacity, service performance and/or service operational support shortfalls. These
processes to establish detailed views of anticipated service capacity and performance
Explanatory
Mandatory
Optional
Interactions
Capture Service Capacity Shortfalls


Brief Description
These processes identify specific or imminent service capacity shortfalls. These
processes to establish detailed views of anticipated service capacity issues.
Explanatory
Mandatory
Optional
Interactions
Capture Service Performance Shortfalls

Brief Description
These processes identify specific or imminent service performance shortfalls. These
processes to establish detailed views of anticipated service performance issues.
Explanatory
Mandatory
Optional
Interactions
Capture Service Operational Support Shortfalls


Brief Description
These processes identify specific or imminent service operational support shortfalls.
These processes take information available from the Service Management & Operations
processes to establish detailed views of anticipated service operational support issues.
Explanatory
Mandatory
Optional
Interactions
1.4.2.3 Gain Service Capability Investment Approval
Figure 216: 1.4.2.3 Gain Service Capability Investment Approval decomposition

Gain Service Capability Investment Approval

Brief Description
proposals to develop and deliver the required service capabilities
The Gain Service Capability Investment Approval processes 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 Parties. 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 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.
stakeholders
Explanatory
Mandatory
Optional
Interactions
Develop Service Capability Investment Proposals

Brief Description
These processes capture all activities required to develop business proposals to develop
and deliver the required service capabilities, including identification of potential other
parties. 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 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.
Explanatory
Mandatory
Optional
Interactions
Approve Service Capability Investment

Brief Description
These processes capture all activities required to gain necessary approval for business
proposals to develop and deliver the required service capabilities, including
identification of potential other parties.
stakeholders
Explanatory
Mandatory

Optional
Interactions
1.4.2.4 Design Service Capabilities
Figure 217: 1.4.2.4 Design Service Capabilities decomposition

Brief Description
Manage the design of the service infrastructure to meet the requirements in any
The Design Service Capabilities processes manage the design of the service
infrastructure to meet the requirements in any approved investment proposals
approved through the Gain Service Capability Investment Approval processes. These
investment proposals, assess the most appropriate service infrastructure, develop the
necessary service infrastructure components, and select the most appropriate service
infrastructure other parties to support the service requirements.
Note that the actual management of the sourcing process is handled within the Engaged
Party domains

Explanatory
Mandatory
Optional
Interactions
Define Service Capability Requirements

Brief Description
These processes ensure the collation and coordination of requirements from all
approved investment proposals approved through the Gain Service Capability
Investment Approval processes.
Explanatory
Mandatory
Optional
Interactions
Specify Service Capability Infrastructure

Brief Description
These processes assess the most appropriate service infrastructure, and develop the
necessary service infrastructure components, to meet the identified service capability
requirements.

Explanatory
Mandatory
Optional
Interactions
Select Service Capability At Parties

Brief Description
These processes select the most appropriate service infrastructure at other parties to
support the identified service capability requirements.
Explanatory
Mandatory
Optional
Interactions
1.4.2.5 Enable Service Support & Operations

Figure 218: 1.4.2.5 Enable Service Support & Operations decomposition

Brief Description
Manage 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 Enable Service Support & Operations processes manage 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
Capture Service Capability Shortfalls processes.
Explanatory
Mandatory
Optional
Interactions

Design Service Operational Support Process Improvements

Brief Description
These processes manage 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.
Explanatory
Mandatory
Optional
Interactions
Identify Service Support Groups, Skills & Training

Brief Description
The processes ensure the identification of operational support groups, required skill
sets, and availability of appropriate training programs.
Explanatory
Mandatory
Optional
Interactions
Identify Service Support Requirements

Brief Description
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.
Explanatory
Mandatory
Optional
Interactions
1.4.2.6 Manage Service Capability Delivery
Figure 219: 1.4.2.6 Manage Service Capability Delivery decomposition
Manage Service Capability Delivery


Brief Description
Manage the provision, implementation and roll-out of the new or enhanced service
capability, and associated operational support processes.
The Manage Service Capability Delivery processes manage 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 Engaged Party domains necessary to 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.
Explanatory
Mandatory
Optional
Interactions
Co-ordinate Service Capability Delivery

Brief Description
These processes ensure 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.

Explanatory
Mandatory
Optional
Interactions
Ensure Service Capability Quality

Brief Description
These processes are responsible to ensure that the quality of the implemented service
capability meets the design specifications.
Explanatory
Mandatory
Optional
Interactions
Establish Service Capability Sourcing

Brief Description
These processes leverage the Engaged Party domains processes as necessary to
establish any new sourcing arrangements for the delivery of service components.
Explanatory

Mandatory
Optional
Interactions
Develop Service Capability Timetables

Brief Description
These processes develop the detailed delivery, implementation and roll-out timetables.
Explanatory
Mandatory
Optional
Interactions
Track and Report Service Capability Delivery

Brief Description
These processes track the expenditure and staff resource usage to deliver the service
components, and provide any reporting necessary to keep stakeholders informed of
progress.
Explanatory
Mandatory

Optional
Interactions
Ensure Service Capability Costs

Brief Description
These processes are responsible for ensuring that the financial aspects of the approved
business proposals are met.
Explanatory
Mandatory
Optional
Interactions
1.4.2.7 Manage Handover to Service Operations

Figure 220: 1.4.2.7 Manage Handover to Service Operations decomposition
Manage Handover to Service Operations

Brief Description
Manage the processes involved in handover of deployed service infrastructure to
operational control
The Manage Handover to Service Operations processes 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
Explanatory
Mandatory
Optional
Interactions
Co-ordinate Service Operational Handover

Brief Description
These processes co-ordinate the processes involved in handover of deployed service
Explanatory
Mandatory
Optional
Interactions
Validate Service Infrastructure Design

Brief Description
These processes ensure that all operational and process performance design
requirements have been met by the installed service infrastructure.
Explanatory
Mandatory
Optional
Interactions
Ensure Service Handover Support


Brief Description
Explanatory
Mandatory
Optional
Interactions
1.4.3 Service Development & Retirement
Figure 221: 1.4.3 Service Development & Retirement decomposition
Service Development & Retirement

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. It ensures the ability of the enterprise to deliver service types
according to requirements.
Explanatory
Mandatory
Optional
Interactions
Gather & Analyze New Service Ideas

Brief Description
Combine specific product requirements with demographic, customer, technology and
marketing information to identify specific new service classes/components or
enhancements to existing service classes/components.
The Gather & Analyze New Service Ideas processes combine 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, 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.
Explanatory
Mandatory
Optional

Interactions
Assess Performance of Existing Services

Brief Description
Analyze the performance of existing services to identify inadequacies and required
improvements
The Assess Performance of Existing Services processes 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.
Explanatory
Mandatory
Optional
Interactions
Develop New Service Business Proposal

Brief Description
Develop and document business proposals for the identified new or enhanced Service
ideas
The Develop New Service Business Proposal processes 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 external parties who can assist in the development of the service
classes are also identified (note that commercial arrangements may already be in place
with these potential parties). 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.
Explanatory
Mandatory
Optional
Interactions
Develop Detailed Service Specifications

Brief Description
Develop and document the detailed service-related technical and operational
specifications, and customer manuals.
The Develop Detailed Service Specifications processes 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
Explanatory
Mandatory
Optional

Interactions
Manage Service Development

Brief Description
Ensure the co-coordinated development in line with the approved business case of all
required new or enhanced service classes/components for that business case across the
enterprise
The Manage Service Development processes ensure the co-coordinated development in
line with the approved business 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 party 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.
Explanatory
Mandatory
Optional
Interactions

Manage Service Deployment

Brief Description
Ensure the co-coordinated deployment in line with the approved business case of all
required service classes/components for that business case across the enterprise.
The Manage Service Deployment processes ensure the co-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 party 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.
Explanatory
Mandatory
Optional
Interactions
Manage Service Exit

Brief Description
Identify existing service which are unviable and manage the processes to exit the Service
Class from the market.
The Manage Service Exit processes identify existing service 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
Explanatory
Mandatory
Optional
Interactions
1.4.3.1 Gather & Analyze New Service Ideas
Figure 222: 1.4.3.1 Gather & Analyze New Service Ideas decomposition
Gather & Analyze New Service Ideas


Brief Description
Combine specific product requirements with demographic, customer, technology and
marketing information to identify specific new service classes/components or
enhancements to existing service classes/components.
The Gather & Analyze New Service Ideas processes combine 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, 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.
Explanatory
Mandatory
Optional
Interactions
Analyze Service Classes

Brief Description
These processes undertake the necessary analysis to identify potential service classes,
compare current service classes with the identified required service classes.
Explanatory
Mandatory
Optional
Interactions

Develop Service Classes

Brief Description
These processes develop new service class ideas. The new service class ideas include an
analysis of the customer value proposition.
Explanatory
Mandatory
Optional
Interactions
1.4.3.3 Develop New Service Business Proposal

Figure 223: 1.4.3.3 Develop New Service Business Proposal decomposition
Develop New Service Business Proposal

Brief Description
Develop and document business proposals for the identified new or enhanced Service
ideas
The Develop New Service Business Proposal processes 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
be produced. Potential external parties who can assist in the development of the service
classes are also identified (note that commercial arrangements may already be in place
with these potential parties). 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.
Explanatory
Mandatory
Optional
Interactions
Develop Service Business Proposal

Brief Description
These processes 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 parties who can assist
in the development of the service classes are also identified (note that commercial
arrangements may already be in place with these potential party).
Explanatory
Mandatory
Optional
Interactions

Gain Service Business Proposal Approval

Brief Description
These processes manage approval of the business proposal, and as a result of the
approval, necessary staff and other resources are made available.
Explanatory
Mandatory
Optional
Interactions
1.4.3.4 Develop Detailed Service Specifications
Figure 224: 1.4.3.4 Develop Detailed Service Specifications decomposition

Brief Description
Develop and document the detailed service-related technical and operational
specifications, and customer manuals.

The Develop Detailed Service Specifications processes 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
Explanatory
Mandatory
Optional
Interactions
Develop Detailed Service Technical Specifications

Brief Description
These processes develop and document the required service features for the systems
and network infrastructure as agreed through the Develop New Service Business
Proposal processes. The processes ensure that all detailed specifications are produced
and appropriately documented. Additionally the processes ensure that the
Explanatory
Mandatory
Optional

Interactions
Develop Detailed Service Support Specifications

Brief Description
These processes develop and document the specific underpinning resource
requirements and selections required for the systems and network infrastructure as
agreed through the Develop New Service Business Proposal processes. The processes
Explanatory
Mandatory
Optional
Interactions
Develop Detailed Service Operational Specifications

Brief Description
These processes develop and document the specific operational, and quality
requirements and support activities, and any service specific data required for the
systems and network infrastructure required for the systems and network infrastructure
as agreed through the Develop New Service Business Proposal processes. The processes

Explanatory
Mandatory
Optional
Interactions
Develop Detailed Service Customer Manuals

Brief Description
These processes develop and document the customer manuals as agreed through the
Develop New Service Business Proposal processes. 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.
Explanatory
Mandatory
Optional
Interactions
1.4.3.5 Manage Service Development

Figure 225: 1.4.3.5 Manage Service Development decomposition
Manage Service Development

Brief Description
Ensure the co-coordinated development in line with the approved business case of all
required new or enhanced service classes/components for that business case across the
enterprise
The Manage Service Development processes ensure the co-coordinated development in
line with the approved business 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.
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 party 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.
Explanatory
Mandatory

Optional
Interactions
Identify Required Processes & Procedures for Services

Brief Description
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.
Explanatory
Mandatory
Optional
Interactions
Develop Required Processes & Procedures for Services

Brief Description
procedures, etc. required to support the new service class/component are developed.
Explanatory
These processes ensure the co-coordinated development in line with the approved
business case of all required new or enhanced service classes/components for that
business case across the enterprise. 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.
Mandatory
Optional
Interactions
Develop Service & Operational Agreements for Services

Brief Description
These processes ensure that the required service level agreements and operational level
agreements are developed and agreed for each resource class deployed, and that any
party operational support has been identified.
Explanatory
Mandatory
Optional
Interactions
Gain Service & Operational Agreements Approval for Services

Brief Description

agreements are agreed for each service class deployed, and that any party operational
support has been agreed.
Explanatory
Mandatory
Optional
Interactions
Produce Supporting Documentation & Training Packages for Services

Brief Description
produced to support the operation of the new service class.
Explanatory
Mandatory
Optional
Interactions
1.4.3.6 Manage Service Deployment

Figure 226: 1.4.3.6 Manage Service Deployment decomposition
Manage Service Deployment

Brief Description
Ensure the co-coordinated deployment in line with the approved business case of all
required service classes/components for that business case across the enterprise.
The Manage Service Deployment processes ensure the co-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,
service class/component have been implemented. These processes ensure that
performed to assure that the new or enhanced services comply with the specifications.
These processes have both program/project and management aspects.
Explanatory
Mandatory
Optional
Interactions
Manage Service Process & Procedure Implementation

Brief Description
procedures, etc. required to support the new service class/component have been
implemented.
Explanatory
Mandatory
Optional
Interactions
Manage Service Operational Staff Training

Brief Description
These processes ensure that appropriate operational staff are identified and have
received the necessary training.
Explanatory
Mandatory
Optional
Interactions
Develop Service Party Operational Support

Brief Description
implemented.
Explanatory
Mandatory
Optional
Interactions
Manage Service Acceptance Testing

Brief Description
These processes ensure that acceptance testing is successfully performed to assure that
the new or enhanced services comply with the specifications.
Explanatory
Mandatory
Optional
Interactions
1.4.4 SM&O Support & Readiness

Figure 227: 1.4.4 SM&O Support & Readiness decomposition
SM&O Support & Readiness

Brief Description
Manage service infrastructure, ensuring that the appropriate service capacity is
available and ready to support the SM&O Fulfillment, Assurance and Billing processes
SM&O Support & Readiness processes manage service infrastructure, ensuring that the
appropriate service capacity is available and ready to support the SM&O Fulfillment,
Assurance and Billing processes in instantiating and managing service instances, and for
monitoring and reporting on the capabilities and costs of the individual SM&O FAB
processes.
• Supporting the operational introduction of new and/or modified service
infrastructure;
• Managing and ensuring the ongoing quality of the Service Inventory;
• Applying service capacity rules from Infrastructure Lifecycle Management processes;
• Analyzing availability and quality over time on service infrastructure and service
instances, including trend analysis and forecasting;
• Ensuring the operational capability of the SM&O processes
• Maintaining rating and tariff information for service infrastructure and service
instances.
. Conducting Vulnerability Management;
. Conducting Threat Assessments;
. Conducting Risk Assessments;
. Conducting Risk Mitigation;
. Conducting Secure Configuration Activities
Explanatory
Mandatory

Optional
Interactions
Manage Service Inventory

Brief Description
Establish, manage and administer the enterprise's service inventory, as embodied in the
Service Inventory Database, and monitor and report on the usage and access to the
service inventory, and the quality of the data maintained in it.
The responsibilities of the Manage Service Inventory processes are twofold - establish,
manage and administer the enterprise's service inventory, as embodied in the Service
Inventory Database, and monitor and report on the usage and access to the service
inventory, and the quality of the data maintained in it.
The service inventory maintains records of all service infrastructure and service instance
configuration, version, and status details. It also records test and performance results
and any other service related- information, required to support SM&O and other
processes.
The service inventory is also responsible for maintaining the association between
customer purchased product offering instances and service instances, created as a result
of the Service Configuration & Activation processes.
• Identifying the inventory-relevant information requirements to be captured for service
infrastructure and service instances ;
• Identifying, establishing and maintaining service inventory repository facilities;
• Establishing and managing the service inventory management and information
capture processes;
create, modify, update, delete and/or download service data to and from the service
inventory;
• Ensuring the service inventory repository accurately captures and records all identified
service infrastructure and service instance details, through use of automated or manual
audits;
• Tracking and monitoring of the usage of, and access to, the service inventory
• Identifying any technical driven shortcomings of the service inventory repository, and
issues.

Explanatory
Mandatory
Optional
Interactions
Enable Service Configuration & Activation

Brief Description
Planning and deployment of service infrastructure, and for ensuring availability of
sufficient service infrastructure to support the Service Configuration & Activation
processes.
The Enable Service Configuration & Activation processes are responsible for planning
and deployment of service infrastructure, and for ensuring availability of sufficient
service infrastructure to support the Service Configuration & Activation processes.
• forecasting at an operational level service infrastructure volume requirements and
run-out timeframes;
• the capacity planning associated with the deployment of new and/or modified service
infrastructure;
and operation of new and/or modified service infrastructure;
• creation, deployment, modification and/or upgrading of service infrastructure
deployment support tools (including Service Inventory) and processes for new and/or
modified service infrastructure;
• development and promulgation of service infrastructure capacity deployment rules
and controls;
• authoring, reviewing and approving operational procedures developed by Service
Development & Management processes prior to service infrastructure deployment;
• the testing and acceptance of new and/or modified service infrastructure as part of
the handover procedure from the Service Development & Management processes to
Operations;
• detecting service infrastructure operational limitations and/or deployment
incompatibilities and providing requirements to address these aspects to Service
Development & Management processes;

and/or modified service infrastructure;

• monitoring capacity utilization of deployed service infrastructure to provide early
detection of potential service infrastructure shortfalls;
• reconfiguration and re-arrangement of under-utilized deployed service infrastructure;
• managing recovery and/or removal of obsolete or unviable service infrastructure;
• reporting on deployed service infrastructure capacity;
• Tracking and monitoring of the service infrastructure deployment processes and costs
(including where service infrastructure is deployed and managed by third parties), and
reporting on the capability of the service infrastructure deployment processes;
• establishing and managing service provisioning notification facilities and lists to
support the Service Configuration & Activation notification and reporting processes
• updating the Service Inventory of any changes to the available service infrastructure
capacity.
Explanatory
Mandatory
Optional
Interactions
Support Service Problem Management

Brief Description
Assist Service Problem Management processes by proactively undertaking statistically
driven preventative and scheduled service infrastructure maintenance activities and
monitoring, managing and reporting on the capability of the Service Problem
The responsibilities of the Support Service Problem Management processes are twofold
- assist Service Problem Management processes by proactively undertaking statistically
These processes are responsible for ensuring that the service infrastructure is working
effectively and efficiently.

service instance problem reports and performance reports to identify potential service
infrastructure or service instances requiring proactive maintenance and/or replacement;
• Requesting scheduling of additional service instance data collection to assist in the
analysis activity;
• Requesting scheduling of service instance performance testing to assist in analysis
activity;
• Developing and managing service infrastructure and service instance proactive
• Requesting service provisioning activity to prevent anticipated service problems
associated with capacity limitations identified in the analysis activities;
• Reporting outcomes of trend analysis to Service Development & Management
processes to influence new and/or modified service infrastructure development;
• Tracking and monitoring of the Service Problem Management processes and
associated costs (including where service infrastructure is deployed and managed by
third parties), and reporting on the capability of the Service Problem Management
processes;
• Establishing and managing service problem notification facilities and lists to support
the Service Problem Management notification and reporting processes;
Explanatory
Mandatory
Optional
Interactions
Enable Service Quality Management

Brief Description
Support Service Quality Management processes by proactively monitoring and assessing
service infrastructure performance, and monitoring, managing and reporting on the
capability of the Service Quality Management processes.
The responsibilities of the Enable Service Quality Management processes are twofold -
support Service Quality Management processes by proactively monitoring and assessing


• Undertaking proactive monitoring regimes of service infrastructure as required to
ensure ongoing performance within agreed parameters over time;
• Developing and maintaining a repository of acceptable performance threshold
standards for service instances to support the Service Quality Management processes;
• Undertaking trend analysis, and producing reports, of the performance of service
infrastructure to identify any longer term deterioration;
• Monitoring and analyzing the service instance analyses produced by the Service
Quality Management processes to identify problems that may be applicable to the
service infrastructure as a whole;
• Sourcing details relating to service instance performance and analysis from the service
inventory to assist in the development of trend analyses;
• Logging the results of the analysis into the service inventory repository;
• Establishing and managing service quality data collection schedules, including
managing the collection of the necessary information from the Resource Data Collection
& Distribution processes, to support proactive monitoring and analysis activity, and
requests from Service Quality Management processes for additional data to support
service instance performance analysis;
• Establishing and managing facilities to support management of planned service
infrastructure and service instance outages;
• Establishing, maintaining and managing the testing of Service Quality control plans to
cater for anticipated service quality disruptions;
• Proactively triggering 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.;
• Tracking and monitoring of the Service Quality Management processes and associated
costs (including where service infrastructure is deployed and managed by third parties),
and reporting on the capability of the Service Quality Management processes;
• Establishing and managing service quality notification facilities and lists to support the
Service Quality Management notification and reporting processes
Explanatory
Mandatory
Optional
Interactions

Support Service & Specific Instance Rating

Brief Description
Ensure that rating and tariff information is maintained for each service class, for use by
Service & Specific Instance Rating
The purpose of the Support Service & Specific Instance Rating processes ensure 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
Explanatory
Mandatory
Optional
Interactions
1.4.4.1 Manage Service Inventory
Figure 228: 1.4.4.1 Manage Service Inventory decomposition
Manage Service Inventory


Brief Description
Establish, manage and administer the enterprise's service inventory, as embodied in the
Service Inventory Database, and monitor and report on the usage and access to the
service inventory, and the quality of the data maintained in it.
The responsibilities of the Manage Service Inventory processes are twofold - establish,
manage and administer the enterprise's service inventory, as embodied in the Service
Inventory Database, and monitor and report on the usage and access to the service
inventory, and the quality of the data maintained in it.
The service inventory maintains records of all service infrastructure and service instance
configuration, version, and status details. It also records test and performance results
and any other service related- information, required to support SM&O and other
processes.
The service inventory is also responsible for maintaining the association between
customer purchased product offering instances and service instances, created as a result
of the Service Configuration & Activation processes.
infrastructure and service instances ;
capture processes;
inventory;
audits;
issues.
Explanatory
Mandatory
Optional
Interactions

Manage Service Inventory Database and Processes

Brief Description
Establishing, managing and administering the enterprise's service inventory,
infrastructure and service instances;
capture processes;
inventory
Explanatory
Mandatory
Optional
Interactions
Perform Service Inventory Audit Tests

Brief Description
Performing audit if inventory repository accurately captures and records all identified
service infrastructure and service instance details
audits;
Explanatory
Mandatory

Optional
Interactions
Track and Monitor Service Inventory Capabilities

Brief Description
Monitoring and reporting on the usage and access to the service inventory, and the
quality of the data maintained in it.
repository and associated costs, and reporting on the findings;
Explanatory
Mandatory
Optional
Interactions
Identify Service Inventory Issues and Provide Reports and Warnings

Brief Description
Managing and Identifying any service Inventory Repository issues and providing
warnings.
providing input to Service Development & Management processes to rectify these
issues.
Explanatory
Mandatory

Optional
Interactions
1.4.4.2 Enable Service Configuration & Activation
Figure 229: 1.4.4.2 Enable Service Configuration & Activation decomposition
Enable Service Configuration & Activation

Brief Description
Planning and deployment of service infrastructure, and for ensuring availability of
sufficient service infrastructure to support the Service Configuration & Activation
processes.
The Enable Service Configuration & Activation processes are responsible for planning
and deployment of service infrastructure, and for ensuring availability of sufficient
service infrastructure to support the Service Configuration & Activation processes.
• forecasting at an operational level service infrastructure volume requirements and
run-out timeframes;
• the capacity planning associated with the deployment of new and/or modified service
infrastructure;

• creation, deployment, modification and/or upgrading of service infrastructure

deployment support tools (including Service Inventory) and processes for new and/or
modified service infrastructure;
• development and promulgation of service infrastructure capacity deployment rules
and controls;
• authoring, reviewing and approving operational procedures developed by Service
• the testing and acceptance of new and/or modified service infrastructure as part of
the handover procedure from the Service Development & Management processes to
Operations;
• detecting service infrastructure operational limitations and/or deployment
and/or modified service infrastructure;
• monitoring capacity utilization of deployed service infrastructure to provide early
• reconfiguration and re-arrangement of under-utilized deployed service infrastructure;
• managing recovery and/or removal of obsolete or unviable service infrastructure;
• reporting on deployed service infrastructure capacity;
• Tracking and monitoring of the service infrastructure deployment processes and costs
(including where service infrastructure is deployed and managed by third parties), and
reporting on the capability of the service infrastructure deployment processes;
• establishing and managing service provisioning notification facilities and lists to
support the Service Configuration & Activation notification and reporting processes
• updating the Service Inventory of any changes to the available service infrastructure
capacity.
Explanatory
Mandatory
Optional
Interactions
Plan & Forecast Service Infrastructure Requirements and Manage Capacity

Planning

Brief Description
Planning, managing, deploying, monitoring and reporting of new and/or modified
service infrastructure
service infrastructure to ensure availability of sufficient service infrastructure to support
the Service Provisioning processes. This includes:
• Forecasting at an operational level service infrastructure volume requirements and
run-out timeframes;
• Managing capacity planning associated with the deployment of new and/or modified
service infrastructure
Explanatory
Mandatory
Optional
Interactions
Establish, Manage, and Develop Service Infrastructure Organization, Tools and

Processes
Brief Description
Establishing, Creating, Managing, and developing organization, Tools and processes for
operations of new/or modified service infrastructure.
• Establishing and monitoring of organizational arrangements to support deployment
• Creating, deploying, modifying and/or upgrading of service infrastructure deployment
support tools (including service Inventory) and processes for new and/or modified
service infrastructure;
Explanatory
Mandatory

Optional
Interactions
Develop and Implement Service Infrastructure Capacity and Operational Rules

and Procedures
Brief Description
Developing and implementing the capacity deployment rules and administrating the
infrastructure operational procedures.
• Developing and promulgating service infrastructure capacity deployment rules and
controls;
• Authoring, reviewing and approving operational procedures developed by Service
Explanatory
Mandatory
Optional
Interactions
Perform Service Infrastructure Acceptance Test and Address & Monitor the
Change
Brief Description
Performing acceptance test during the hand over process of new and/or modified
service infrastructure. Also monitoring the new and/or modified infrastructure and
addressing the operational limitations.
• Testing and acceptance of new and/or modified service infrastructure as part of the
handover procedure from the Service Development & Management processes to
Operations;

• Detecting service infrastructure operational limitations and/or deployment

Explanatory
Mandatory
Optional
Interactions
Monitor, Report and Release Mgmt. of Service Infrastructure and Capacity

Utilization
Brief Description
Monitoring and reporting the capacity utilization of existing infrastructure.
• Monitoring capacity utilization of deployed service infrastructure to provide early
• Monitoring of, and reporting on, service infrastructure and resource instance currency
and version management;
Explanatory
Mandatory
Optional
Interactions
Optimize Existing Service Infrastructure Utilization

Brief Description
Optimizing the infrastructure capacity utilization.

• Reconfiguring and re-arranging under-utilized deployed service infrastructure
Explanatory
Mandatory
Optional
Interactions
Update Service Inventory Record

Brief Description
Updating the inventory record.
• Updating the Service Inventory of any changes to the available service infrastructure
capacity.
Explanatory
Mandatory
Optional
Interactions
1.4.4.3 Support Service Problem Management

Figure 230: 1.4.4.3 Support Service Problem Management decomposition
Support Service Problem Management

Brief Description
Assist Service Problem Management processes by proactively undertaking statistically
The responsibilities of the Support Service Problem Management processes are twofold
- assist Service Problem Management processes by proactively undertaking statistically
These processes are responsible for ensuring that the service infrastructure is working
service instance problem reports and performance reports to identify potential service
analysis activity;
activity;
• Requesting service provisioning activity to prevent anticipated service problems
associated costs (including where service infrastructure is deployed and managed by
third parties), and reporting on the capability of the Service Problem Management

processes;
• Establishing and managing service problem notification facilities and lists to support
the Service Problem Management notification and reporting processes;
Explanatory
Mandatory
Optional
Interactions
Manage Service Problem & Performance Data Collection

Brief Description
Reviewing the trend analysis and undertaking the analysis of trouble and performance
report to identify the necessary preventative activities.
service instance trouble reports and performance reports to identify potential service
Explanatory
Mandatory
Optional
Interactions
Manage Service Infrastructure, Provisioning and Preventive Maintenance

Schedules
Brief Description
Proactively undertaking statistically driven preventative and scheduled service

infrastructure maintenance activities, and repair activities, and monitoring, managing

and reporting on the capability of the Service Problem Management processes.
analysis activity;
activity;
• Requesting service provisioning activity to prevent anticipated resource troubles
Explanatory
Mandatory
Optional
Interactions
Report Service Problem Trends

Brief Description
Proactively generating reports based on the trend analysis.
Explanatory
Mandatory
Optional
Interactions

Track, Monitor and Manage Service Problem Processes

Brief Description
Track, monitor and assess the service performance management processes and
associated costs and report.
associated costs, and reporting on the capability of the Service Problem Management
processes;
Explanatory
Mandatory
Optional
Interactions
Provide Support for Service Problem Processes

Brief Description
Establishing, managing and maintaining the supporting facilities and quality
management support for Service Problem management processes.
• Establishing and managing Service Problem notification facilities and lists to support
the Service Problem Management notification and reporting processes
• Supporting the Support Service Problem Management process
Explanatory
Mandatory
Optional
Interactions

1.4.4.4 Enable Service Quality Management
Figure 231: 1.4.4.4 Enable Service Quality Management decomposition

Brief Description
Support Service Quality Management processes by proactively monitoring and assessing
The responsibilities of the Enable Service Quality Management processes are twofold -
support Service Quality Management processes by proactively monitoring and assessing
• Undertaking proactive monitoring regimes of service infrastructure as required to
standards for service instances to support the Service Quality Management processes;
• Undertaking trend analysis, and producing reports, of the performance of service
• Sourcing details relating to service instance performance and analysis from the service
inventory to assist in the development of trend analyses;

• Establishing and managing facilities to support management of planned service
infrastructure and service instance outages;
• Establishing, maintaining and managing the testing of Service Quality control plans to
cater for anticipated service quality disruptions;
• Establishing and managing service quality notification facilities and lists to support the
Service Quality Management notification and reporting processes
Explanatory
Mandatory
Optional
Interactions
Establish and Maintain Service Performance Threshold Standards

Brief Description
Establishing and maintaining the rules and standards for performance threshold
standards for resource instances to support the Service Quality Management processes;
Explanatory
Mandatory

Optional
Interactions
Monitor and Analyze Service Performance Reports, and Identify Issues

Brief Description
Review the service performance management operational report prepared by resource
performance management processes.
Explanatory
Mandatory
Optional
Interactions
Correlate the Service Performance Problem Reports & Manage Inventory

Repository
Brief Description
Correlating the Performance issues identified based on the performance report review
and logging the results in inventory repository.
• Sourcing details relating to service instance performance and analysis from the
resource inventory to assist in the development of trend analyses;
Explanatory

Mandatory
Optional
Interactions
Manage Service Performance Data Collection

Brief Description
Developing and managing the service performance data collection schedules and
supporting the monitoring activities to gather the resource performance data.
• Management processes for additional data to support service instance performance

analysis;
Explanatory
Mandatory
Optional
Interactions
Assess and Report Service Quality Management Processes

Brief Description
Track, monitor and assess the service performance management processes and

Explanatory
Mandatory
Optional
Interactions
1.4.5 Service Configuration & Activation
Figure 232: 1.4.5 Service Configuration & Activation decomposition
Service Configuration & Activation

Brief Description
Allocation, implementation, configuration, activation and testing of specific services to
meet customer requirements.
Service Configuration & Activation processes encompass allocation, implementation,

configuration, activation and testing of specific services to meet customer requirements,

or in response to requests from other processes to alleviate specific service capacity
shortfalls, availability concerns or failure conditions. Where included in the service
provider offering, these processes extend to cover customer premises equipment.
Responsibilities of the Service Configuration & Activation processes include, but are not
limited to:
• Verifying whether specific service designs sought by customers are feasible as part of
pre-order feasibility checks;
• Allocating the appropriate specific service parameters to support service orders or
requests from other processes;
• Reserving specific service parameters (if required by the business rules) for a given
period of time until the initiating customer order is confirmed, or until the reservation
period expires (if applicable);
• Implementing, configuring and activating specific services, as appropriate;
• Testing the specific services to ensure the service is working correctly;
• Recovery of specific services;
• Updating of the Service Inventory Database to reflect that the specific service has
been allocated, modified or recovered;
• Assigning and tracking service provisioning activities;
• Managing service provisioning jeopardy conditions
• Reporting progress on service orders to other processes.
Explanatory
Mandatory
Optional
Interactions
Design Solution
Brief Description
Develop an end-end specific service design which complies with a particular customer's
requirement
The purpose of the Design Solution processes is to develop an end-end specific service
design which complies with a particular customer's requirement.
These processes are invoked when a customer order requires special or unusual end-

end service arrangements, which are not able to be satisfied using standard service
arrangements. These processes may be invoked as part of a service feasibility
assessment, or as a result of a confirmed customer order.
•Developing an overall service solution design for a particular customer, including
customer premises equipment, operational methods, resource assignments and pre-
order feasibility;
•Developing an implementation plan considering training and operational support
measures and needs, such as the proper parameter information for the Service Quality
Management process;
•Consideration of current and future service and underlying resources infrastructure, as
well as expected solution results, budget, duration and risks;
•Consideration of the time schedule according with customer requirements;
•Ensure service and provisioning efficiency;
•Undertaking a business assessment, ensuring an appropriate time-to-revenue as a
result of the service and underlying resource investment
•Developing a detailed design identifying the relevant service orders to be issued to the
Implement,
Configure & Activate Service process and the Allocate Specific Service Parameters to
Services processes.
A specific service design may require inclusion of some or all of the above aspects
depending on whether the service design is being undertaken as part of a feasibility
assessment, or is being developed as a result of a committed customer order.
These processes invoke requests to Resource Domain provisioning processes to
determine the availability of suitable specific resources, or parties though the Service
Domain process in the event that the service design requires either the inclusion of
outsourced or partner provided specific services.
Explanatory
Mandatory
Optional
Interactions
Allocate Specific Service Parameters to Services

Brief Description
Issue service identifiers for new services.

The purpose of the Allocate Specific Service Parameters to Services processes is to issue
service identifiers for new services.
Where the Allocate Specific Service Parameters to Services processes are requested by a
pre-feasibility service order, or by the Design Services processes, these processes
determine whether the requested service parameters are available. Depending on
business rules, and on any specific levels of commitment contained in the initiating
service order or service design request, these processes may reserve specific service
parameters linked to the initiating service order or service design request for a period
of time, and releasing them when the time period has expired. These processes are
responsible for creating a response to the initiating processes with respect to the
feasibility assessment.
service order issued in response to a confirmed customer order, these processes are
responsible for allocating the specific service parameters required to satisfy the
initiating service order. Any previously reserved specific service parameters are marked
as allocated.
Explanatory
Mandatory
Optional
Interactions
Track & Manage Service Provisioning

Brief Description
Ensure service provisioning activities are assigned, managed and tracked efficiently.
The objective of the Track & Manage Service Provisioning processes is to ensure service
provisioning activities are assigned, managed and tracked efficiently.
• Scheduling, assigning and coordinating service provisioning related activities;

• Generating the respective resource order creation request(s) to Issue Resource Orders
based on specific service orders;
• Escalating status of service orders in accordance with local policy; • Undertaking

necessary tracking of the execution process;

• Adding additional information to an existing service order;
• Modifying information in an existing service order;•
• Modifying the service order status;
• Canceling a service order when the initiating customer order is cancelled;
• Monitoring the jeopardy status of service orders, and escalating service orders as
necessary
• Indicating completion of a service order by modifying the service order status.
Note that some specific service components may be delivered by other parties. In these
cases the Track & Manage Service Provisioning process is responsible for initiating
requests, through Party Order handling for the delivery by the party of the specific
service components.
Explanatory
Mandatory
Optional
Interactions
Implement, Configure & Activate Service

Brief Description
Implement, configure and activate the specific services allocated against an issued
service order.
The purpose of the Implement, Configure & Activate Service processes is to implement,
configure and activate the specific services allocated against an issued service order.
•Assessing and planning the approach to be undertaken for implementation,
configuration and activation;
•Re-using standard implementation, configuration and activation processes applicable
to specific services;
•Implementing, configuring and reconfiguring specific services, including customer
premises equipment if part of the service provider offering.
•Providing notifications as required if the implementation, configuration and activation
activity requires a planned outage or is likely to initiate false specific service alarm event

notifications
•Updating the information contained in the service inventory as to the configuration of
specific services and their status.
At the successful conclusion of these activities, the status of the specific services will be
changed from allocated to activated, which means they are in-use.
Explanatory
Mandatory
Optional
Interactions
Test Service End-to-End

Brief Description
Test specific services to ensure all components are operating within normal parameters,
and that the service is working to agreed performance levels
The responsibility of the Test Service End-to-End processes is to test specific services to
ensure all components are operating within normal parameters, and that the service is
working to agreed performance levels before its activation for the customer.
This purpose is performed through testing the service end-to-end as far as possible.
These processes test specific services against external party defined test plans, or
against test plans developed by the service provider.
Where appropriate test plans are not available these processes are responsible for
developing appropriate test plans. These processes are also responsible for capturing
and storing the test results for historical and downstream testing comparison purposes.
If these tests succeed, the specific services will be marked as in-service which means the
specific services are available for use by customers.
Explanatory
Mandatory
Optional

Interactions
Issue Service Orders

Brief Description
Issue correct and complete service orders
The purpose of the Issue Service Orders processes is to issue correct and complete
service orders.
The service orders may be required to satisfy pertinent customer order information
received, may arise as a result of requests for service provisioning to satisfy service
problem recovery activities, may arise to alleviate service performance issues, or may
arise as a result of information received from parties in relations to specific services.
These processes assess the information contained in the customer order, through a
service order request, relating to the purchased product offering, initiating service
process or external party initiated request, to determine the associated service orders
that need to be issued.
The issued service order may require a service feasibility assessment or a service design
to be produced, may require new provisioning activities for specific services, may
require a change to a previously issued service order, or may require deletion and/or
recovery of previously delivered specific services. Where, the initiating request or the
purchased product offering has a standard set of associated service orders this process
is responsible for issuing the service orders, and for creating a record of the relevant
initiating request or customer order information and the associated service orders.
Where the initiating request or the purchased product offering has special or unusual
requirements, and a specific feasibility assessment and/or service design has been
previously created, this process is responsible for issuing the service orders, and for
creating a record of the relevant initiating request or customer order information and
the associated service orders.
Where the purchased product offering has special or unusual requirements, and a
specific feasibility assessment and/or specific service design has not been previously
created, this process marks the issued service order as requiring special handling, and
passes management for further processing to the Track & Manage Service Provisioning
process.
The orchestration, if required, and tracking of the service order progress is the
responsibility of the Track & Manage Service Provisioning processes.
Explanatory

Mandatory
Optional
Interactions
Report Service Provisioning

Brief Description
Monitor the status of service orders, provide notifications of any changes and provide
management reports.
The objective of the Report Service Provisioning processes is to monitor the status of
service orders, provide notifications of any changes and provide management reports.
These processes are responsible for continuously monitoring the status of service orders
and managing notifications to processes and other parties registered to receive
the Enable Service Configuration & Activation processes.
These processes record, analyze and assess the service order status changes to provide
of the overall Service Configuration & Activation process. These specialized summaries
Explanatory
Mandatory
Optional
Interactions
Close Service Order

Brief Description
Close a service order when the service provisioning activities have been completed

The objective of the Close Service Order processes is to close a service order when the
service provisioning activities have been completed.
These processes monitor the status of all open service orders, and recognize that a
service order is ready to be closed when the status is changed to completed.
Explanatory
Mandatory
Optional
Interactions
Recover Service
Brief Description
Recover specific services that are no longer required by customers.
The responsibility of the Recover Service processes is to recover specific services that
are no longer required by customers.
These processes follow recovery plans specified by the external party, or against
recovery plans developed by the service provider.
Where appropriate recovery plans are not available these processes are responsible for
developing appropriate recovery plans.
Where recovery of services is likely to impact other in-use specific services, this process
is responsible for providing appropriate notification of the recovery proposal and
ensuring authorization is received to proceed with the recovery plan. When the
recovery activity is about to commence, these processes are responsible for notifying
when recovery work is commencing and when it is completed.
When recovered, the specific services and/or associated service specific parameters will
be marked as unallocated.
Explanatory
Mandatory
Optional

Interactions
1.4.5.1 Design Solution
Figure 233: 1.4.5.1 Design Solution decomposition
Design Solution
Brief Description
Develop an end-end specific service design which complies with a particular customer's
requirement
The purpose of the Design Solution processes is to develop an end-end specific service
design which complies with a particular customer's requirement.
These processes are invoked when a customer order requires special or unusual end-
end service arrangements, which are not able to be satisfied using standard service
arrangements. These processes may be invoked as part of a service feasibility
assessment, or as a result of a confirmed customer order.
•Developing an overall service solution design for a particular customer, including

customer premises equipment, operational methods, resource assignments and pre-

order feasibility;
•Developing an implementation plan considering training and operational support
measures and needs, such as the proper parameter information for the Service Quality
Management process;
•Consideration of current and future service and underlying resources infrastructure, as
•Consideration of the time schedule according with customer requirements;
•Ensure service and provisioning efficiency;
•Undertaking a business assessment, ensuring an appropriate time-to-revenue as a
result of the service and underlying resource investment
•Developing a detailed design identifying the relevant service orders to be issued to the
Implement,
Services processes.
A specific service design may require inclusion of some or all of the above aspects
depending on whether the service design is being undertaken as part of a feasibility
assessment, or is being developed as a result of a committed customer order.
These processes invoke requests to Resource Domain provisioning processes to
determine the availability of suitable specific resources, or parties though the Service
Domain process in the event that the service design requires either the inclusion of
outsourced or partner provided specific services.
Explanatory
Mandatory
Optional
Interactions
Develop Overall Service Design

Brief Description
Develop an overall service solution design for a particular customer, including customer
premises equipment, operational methods, resource assignments and pre-order
feasibility;

Explanatory
Mandatory
Develop an overall service solution design for a particular customer, including customer
premises equipment, operational methods, resource assignments and pre-order
feasibility;
Optional
Interactions
Develop Service Implementation Plan

Brief Description
Develop an implementation plan considering training and operational support measures
and needs, such as the proper parameter information for the Service Quality
Management process;
• Consideration of current and future service and underlying resources infrastructure, as
• Consideration of the time schedule according with customer requirements;
• Ensure service and provisioning efficiency;
• Undertaking a business assessment, ensuring an appropriate time-to-revenue as a
result of the service and underlying resource investment;
Explanatory
Consideration of current and future service and underlying resources infrastructure, as
· Consideration of the time schedule according with customer requirements;
· Ensure service and provisioning efficiency;
· Undertaking a business assessment, ensuring an appropriate time-to-revenue as a
result of the service and underlying resource investment;
Mandatory
Develop an implementation plan considering training and operational support measures
and needs, such as the proper parameter information for the Service Quality
Management process;
Optional

Interactions
Develop Detailed Service Design

Brief Description
Develop a detailed design identifying the relevant service orders to be issued to the
Implement,
Services processes.
Explanatory
Mandatory
Develop a detailed design identifying the relevant service orders to be issued to the
Implement,
Services processes.
Optional
Interactions
1.4.5.2 Allocate Specific Service Parameters to Services

Figure 234: 1.4.5.2 Allocate Specific Service Parameters to Services decomposition
Allocate Specific Service Parameters to Services

Brief Description
Issue service identifiers for new services.
The purpose of the Allocate Specific Service Parameters to Services processes is to issue
service identifiers for new services.
determine whether the requested service parameters are available. Depending on
business rules, and on any specific levels of commitment contained in the initiating
service order or service design request, these processes may reserve specific service
parameters linked to the initiating service order or service design request for a period
of time, and releasing them when the time period has expired. These processes are
responsible for creating a response to the initiating processes with respect to the
service order issued in response to a confirmed customer order, these processes are
as allocated.
Explanatory

Mandatory
Optional
Interactions
Determine Service Parameter Availability

Brief Description
determine whether the requested service parameters are available.
Explanatory
pre-feasibility service order, or by the Design Services processes,
Mandatory
these processes determine whether the requested service parameters are available.
Optional
Interactions
Reserve Service Parameters

Brief Description
Depending on business rules, and on any specific levels of commitment contained in the
initiating service order or service design request, these processes may reserve specific
service parameters linked to the initiating service order or service design request for a
period of time

Explanatory
initiating service order or service design request,
Mandatory
these processes may reserve specific service parameters linked to the initiating service
order or service design request for a period of time
Optional
Interactions
Release Service Parameter

Brief Description
Release the reservation when the time period has expired.
Explanatory
Mandatory
Optional
Interactions
Allocate Service Parameters

Brief Description
service order issued in response to a confirmed customer order, this process is
as allocated.

Explanatory
service order issued in response to a confirmed customer order,
Mandatory
this process is responsible for allocating the specific service parameters required to
satisfy the initiating service order. Any previously reserved specific service parameters
are marked as allocated.
Optional
Interactions
1.4.5.3 Track & Manage Service Provisioning
Figure 235: 1.4.5.3 Track & Manage Service Provisioning decomposition
Track & Manage Service Provisioning


Brief Description
Ensure service provisioning activities are assigned, managed and tracked efficiently.
The objective of the Track & Manage Service Provisioning processes is to ensure service
provisioning activities are assigned, managed and tracked efficiently.
• Scheduling, assigning and coordinating service provisioning related activities;

• Generating the respective resource order creation request(s) to Issue Resource Orders
• Monitoring the jeopardy status of service orders, and escalating service orders as
necessary
service components.
Explanatory
Mandatory
Optional
Interactions
Assign Service Provisioning Activity

Brief Description
Schedule, assign and coordinate service provisioning related activities.

Explanatory
Mandatory
Schedule, assign and coordinate service provisioning related activities.
Optional
Interactions
Track Service Provisioning Activity

Brief Description
Undertake necessary tracking of the execution process. Monitor the jeopardy status of
service orders, and escalating service orders as necessary.
Explanatory
Mandatory
Undertake necessary tracking of the execution process. Monitor the jeopardy status of
service orders, and escalating service orders as necessary.
Optional
Interactions
Manage Service Provisioning Activity

Brief Description
Responsibilities of this processes include, but are not limited to:
- Generating the respective resource order creation request(s) to Issue Resource Orders


service components.
Explanatory
Mandatory
Responsibilities of this processes include, but are not limited to:
- Generating the respective resource order creation request(s) to Issue Resource Orders
· Escalating status of service orders in accordance with local policy; · Undertaking
· Adding additional information to an existing service order;
· Modifying information in an existing service order;·
· Modifying the service order status;
· Canceling a service order when the initiating customer order is cancelled;
· Indicating completion of a service order by modifying the service order status.
Optional
Interactions
Note that some specific service components may be delivered by suppliers/partners. In
these cases the Track & Manage Service Provisioning process is responsible for initiating
requests, through S/P Requisition Management for the delivery by the supplier/partner
of the specific service components
1.4.5.4 Implement, Configure & Activate Service

Figure 236: 1.4.5.4 Implement, Configure & Activate Service decomposition
Implement, Configure & Activate Service

Brief Description
Implement, configure and activate the specific services allocated against an issued
service order.
The purpose of the Implement, Configure & Activate Service processes is to implement,
configure and activate the specific services allocated against an issued service order.
•Assessing and planning the approach to be undertaken for implementation,
configuration and activation;
•Re-using standard implementation, configuration and activation processes applicable
to specific services;
•Implementing, configuring and reconfiguring specific services, including customer
premises equipment if part of the service provider offering.
•Providing notifications as required if the implementation, configuration and activation
activity requires a planned outage or is likely to initiate false specific service alarm event
notifications
•Updating the information contained in the service inventory as to the configuration of

At the successful conclusion of these activities, the status of the specific services will be
Explanatory
Mandatory
Optional
Interactions
Configure Service
Brief Description
Assess and plan the approach to be undertaken for configuration.
Re-use standard configuration and processes applicable to specific services.
Configure and reconfigure specific services, including customer premises equipment if
part of the service provider offering.
Provide notifications as required if the configuration activity requires a planned outage
or is likely to initiate false specific service alarm event notifications.
Update the information contained in the service inventory as to the configuration of
Explanatory
Mandatory
Assess and plan the approach to be undertaken for configuration.
Re-use standard configuration and processes applicable to specific services.
Configure and reconfigure specific services, including customer premises equipment if
part of the service provider offering.
Update the information contained in the service inventory as to the configuration of
Optional

Interactions
Implement Service
Brief Description
Assess and plan the approach to be undertaken for implementation.
Re-use standard implementation processes applicable to specific services.
Implement specific services, including customer premises equipment if part of the
service provider offering.
Provide notifications as required if the implementation activity requires a planned
outage or is likely to initiate false specific service alarm event notifications.
Explanatory
Mandatory
Assess and plan the approach to be undertaken for implementation.
Re-use standard implementation processes applicable to specific services.
Implement specific services, including customer premises equipment if part of the
service provider offering.
Optional
Interactions
Activate Service
Brief Description
Assess and plan the approach to be undertaken for activation.
Re-used standard activation processes applicable to specific services.
Provide notifications as required if the activation activity requires a planned outage or is
likely to initiate false specific service alarm event notifications.

At the successful conclusion of this activity, the status of the specific services will be
Explanatory
At the successful conclusion of this activity, the status of the specific services will be
Mandatory
Assess and plan the approach to be undertaken for activation.
Re-used standard activation processes applicable to specific services.
Optional
Interactions
1.4.5.5 Test Service End-to-End

Figure 237: 1.4.5.5 Test Service End-to-End decomposition
Test Service End-to-End

Brief Description
and that the service is working to agreed performance levels
The responsibility of the Test Service End-to-End processes is to test specific services to
ensure all components are operating within normal parameters, and that the service is
working to agreed performance levels before its activation for the customer.
Where appropriate test plans are not available these processes are responsible for
developing appropriate test plans. These processes are also responsible for capturing
and storing the test results for historical and downstream testing comparison purposes.
If these tests succeed, the specific services will be marked as in-service which means the
Explanatory

Mandatory
Optional
Interactions
Test Service
Brief Description
and that the service is working to agreed performance levels before its activation for the
customer.
Explanatory
These processes test specific services against supplier/partner defined test plans, or
Mandatory
and that the service is working to agreed performance levels before its activation for the
customer.
Optional
Interactions
Develop Service Test Plans

Brief Description
Where appropriate test plans are not available this process is responsible for developing
appropriate test plans.

Explanatory
Where appropriate test plans are not available
Mandatory
this process is responsible for developing appropriate test plans.
Optional
Interactions
Capture Service Test Results

Brief Description
Capture and store the test results for historical and downstream testing comparison
purposes.
If the tests succeed, the specific services will be marked as in-service which means the
Explanatory
Mandatory
purposes.
Optional
Interactions
1.4.5.6 Issue Service Orders

Figure 238: 1.4.5.6 Issue Service Orders decomposition
Issue Service Orders

Brief Description
Issue correct and complete service orders
The purpose of the Issue Service Orders processes is to issue correct and complete
service orders.
These processes assess the information contained in the customer order, through a
process or external party initiated request, to determine the associated service orders
that need to be issued.

process.
Explanatory
Mandatory
Optional
Interactions
Assess Service Request

Brief Description
This process assesses the information contained in the customer order, through a
process or party initiated request, to determine the associated service orders that need
to be issued.
Explanatory
Mandatory
This process assesses the information contained in the customer order, through a

process or supplier/partner initiated request, to determine the associated service orders

that need to be issue
Optional
Interactions
Create Service Orders

Brief Description
Explanatory
arise as a result of information received from suppliers/partners in relations to specific
services.
recovery of previously delivered specific services.

Mandatory
Where, the initiating request or the purchased product offering has a standard set of
associated service orders this process is responsible for issuing the service orders, and
for creating a record of the relevant initiating request or customer order information
and the associated service orders.
Optional
Interactions
Mark Service Order for Special Handling

Brief Description
process.
Explanatory
Mandatory
created, this process marks the issued service order as requiring special handling,
Optional
Interactions
and passes management for further processing to the Track & Manage Service
Provisioning process.

1.4.5.7 Report Service Provisioning
Figure 239: 1.4.5.7 Report Service Provisioning decomposition
Report Service Provisioning

Brief Description
Monitor the status of service orders, provide notifications of any changes and provide
management reports.
The objective of the Report Service Provisioning processes is to monitor the status of
service orders, provide notifications of any changes and provide management reports.
These processes are responsible for continuously monitoring the status of service orders
the Enable Service Configuration & Activation processes.
These processes record, analyze and assess the service order status changes to provide

of the overall Service Configuration & Activation process. These specialized summaries
Explanatory
Mandatory
Optional
Interactions
Monitor Service Order Status

Brief Description
responsible for continuously monitoring the status of service orders; record, analyze
and assess the service order status changes
Explanatory
Mandatory
responsible for continuously monitoring the status of service orders; record, analyze
and assess the service order status changes
Optional
Interactions
Distribute Service Order Notification

Brief Description
Provide notifications of any changes the status of service orders. Notifications are used
to notify the owner of the current status of the order and also distributed to the other
parties who require it. Notification lists are managed and maintained by the Enable
Service Configuration & Activation processes.

Explanatory
Notifications are used to notify the owner of the current status of the order and also
distributed to the other parties who require it.
Mandatory
provide notifications of any changes the status of service orders.
Optional
Interactions
Notification lists are managed and maintained by the Enable Service Configuration &
Activation processes.
Distribute Service Provisioning Reports

Brief Description
effectiveness of the overall Service Configuration & Activation process. These
Explanatory
Mandatory
effectiveness of the overall Service Configuration & Activation process.
Optional
Interactions
1.4.5.9 Recover Service

Figure 240: 1.4.5.9 Recover Service decomposition
Recover Service
Brief Description
Recover specific services that are no longer required by customers.
The responsibility of the Recover Service processes is to recover specific services that
are no longer required by customers.
These processes follow recovery plans specified by the external party, or against
recovery plans developed by the service provider.
Where appropriate recovery plans are not available these processes are responsible for
is responsible for providing appropriate notification of the recovery proposal and
ensuring authorization is received to proceed with the recovery plan. When the
recovery activity is about to commence, these processes are responsible for notifying
when recovery work is commencing and when it is completed.
Explanatory
Mandatory
Optional

Interactions
Develop Service Recovery Plan

Brief Description
Where appropriate recovery plans are not available this process is responsible for
Explanatory
Where appropriate recovery plans are not available
Mandatory
this process is responsible for developing appropriate recovery plans.
Optional
Interactions
Provide Service Recovery Proposal Notification

Brief Description
is responsible for providing appropriate notification of the recovery proposal.
Explanatory
Where recovery of services is likely to impact other in-use specific services,
Mandatory
this process is responsible for providing appropriate notification of the recovery
proposal.
Optional

Interactions
Request Service Recovery Authorization

Brief Description
Ensure authorization is received to proceed with the recovery plan.
Explanatory
Mandatory
Optional
Interactions
Commence Service Recovery

Brief Description
When the recovery activity is about to commence, this processes is responsible for
notifying when recovery work is commencing.
Explanatory
When the recovery activity is about to commence,
Mandatory
this processes is responsible for notifying when recovery work is commencing.
Optional
Interactions

Complete Service Recovery

Brief Description
This process is responsible for notifying when it is completed.
Explanatory
Mandatory
Optional
Interactions
1.4.6 Service Problem Management
Figure 241: 1.4.6 Service Problem Management decomposition
Service Problem Management

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.
Service Problem Management processes are responsible for the management of
problems associated with specific services. The objective of these processes is to
respond immediately to reported 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.
Responsibilities of the Service Problem Management processes include, but are not
limited to:
• Detecting, analyzing, managing and reporting on service alarm event notifications;
• Initiating and managing service trouble reports;
• Performing service problem localization analysis;
• Correcting and resolving service problems;
• Reporting progress on service trouble reports to other processes;
• Assigning & tracking service problem testing and recovery activities
• Managing service problem jeopardy conditions
Service Problem Management processes perform analysis, decide on the appropriate
specific services.
However these activities need to interact with the Problem Handling processes, as the
latter have a view on customer impact. Service Problem Management processes are
responsible for informing Problem Handling processes of any potential customer
problems. Where the original report arose as a result of customer problems, the Service
Problem Management processes may be coordinated by Problem Handling processes.
Explanatory
Mandatory
Optional
Interactions
Create Service Trouble Report


Brief Description
Create a new service trouble report.
The objective of the Create Service Trouble Report process is to create a new service
trouble report.
A new service trouble report may be created as a result of service alarm event
notification analysis, and subsequent creation of new service alarm event records,
undertaken by the Survey & Analyze Service Problem processes, or at the request of
analysis undertaken by other processes in the Customer ( in particular a Customer
Problem Report can generate one or more Service Trouble Reports), Service or Resource
Domains which detect that some form of failure has occurred for which service
restoration activity is required to restore normal operation.
If the service trouble report is created as a result of a notification or request from
processes other than the Survey & Analyze Service Problem processes, the Create
Service Trouble Report processes are responsible for converting the received
information into a form suitable for the Service Problem Management processes, and
for requested additional information if required.
These processes will make estimates of the time to restore service which will be
included in the new service trouble report so that other processes can gain access to
this information.
Explanatory
Mandatory
Optional
Interactions
Diagnose Service Problem

Brief Description
Identify the root cause of the specific service problem, including those service problems
related to security events.
The objective of the Diagnose Service Problem processes is to identify the root cause of
the specific service problem. These processes are invoked by the Track & Manage
Service Problem processes.

• Verifying whether the service configuration matches the appropriate product features;
• Performing diagnostics against the specific services;
• Running tests against the specific services;
• Starting and stopping audits against specific services
• Scheduling routine testing of the specific services.
The Diagnose Service Problem processes will make the results of the root cause analysis
available to other processes. The Diagnose Service Problem processes will update the
open service trouble report, as required during the assessment, and when the root
cause has been identified.
When the process is complete the Diagnose Service Problem processes will notify the
Track & Manage Service Problem processes.
Explanatory
Mandatory
Optional
Interactions
Correct & Resolve Service Problem

Brief Description
The objective of the Correct & Resolve Service Problem processes is to restore the
service to a normal operational state as efficiently as possible.
Based on the nature of the service failure leading to the associated service alarm event
notification, automatic restoration procedures might be triggered. Manual restoration
activity is assigned to the Correct & Resolve Service Problem processes from the Track &
Manage Service Problem processes.
Depending on the nature of the specific service failure, these processes may possibly re-
assign services or re-configure service parameters.
For large service failures requiring extensive re-assignment and/or re-configuration
activity to restore normal operation, these processes will attempt to implement work-
arounds to recover the specific service operation. In these circumstances, recovery of
normal operation may require invocation of the Support Service Problem Management
processes.

through temporary work-arounds or an unsuccessful attempt at service restoration to

Track & Manage Service Problem through updates to the associated service trouble
report.
Explanatory
Mandatory
Optional
Interactions
Track & Manage Service Problem

Brief Description
Ensure that testing, repair and restoration activities are assigned, coordinated and
tracked efficiently, and that escalation is invoked as required for any open service
trouble reports in jeopardy
The purpose of the Track & Manage Service Problem processes is to ensure that testing,
repair and restoration activities are assigned, coordinated and tracked efficiently, and
that escalation is invoked as required for any open service trouble reports in jeopardy.
• Initiating first-in testing using automated remote testing capabilities;

• Adding additional information to an open service trouble report based on the first-in
testing;
• Scheduling, assigning and coordinating repair and restoration activities;
• Generating the respective resource trouble report creation request(s) to Create
Resource Trouble Report based on specific service trouble reports;
• Initiate any final testing to confirm clearance of the service problem;
• Modifying information in an existing service trouble report based on assignments;
• Modifying the service trouble report status;
• Canceling a service trouble report when the specific problem was related to a false
service alarm event
• Monitoring the jeopardy status of open service trouble reports, and escalating service
trouble reports as necessary.

Note that some specific resource components may be owned and managed by other
parties. In these cases the Track & Manage Service Problem process is responsible for
initiating requests, through Party Problem Handling processes for restoration and
recovery by the party related to the specific resource components.
The Track & Manage Service Problem processes are responsible for engaging external
parties in correction and recovery activities when:
• higher level expertise and/or higher level support is required to resolve the service
problem, (which may be automatic in the case of highest priority service problems);
• the specific service has been purchased from an external party (as in an interconnect
service).
• the specific service is delivered by an external party.
Where the engagement with an external party is for purchased or delivered services, as
the case may be, the tracking and management of the party problem resolution activity
is actually performed by the Party Problem Handling processes, with the Track &
Manage Service Problem processes relegated to an overall coordination role. The Track
& Manage Service Problem processes will also inform the Close Service Problem
processes by modifying the service trouble report status to cleared when the service
problem has been resolved.
Explanatory
Mandatory
Optional
Interactions
Report Service Problem

Brief Description
Monitor the status of service trouble reports, provide notifications of any changes and
provide management reports. This includes service trouble caused by security events.
The objective of the Report Service Problem processes is to monitor the status of service
trouble reports, provide notifications of any changes and provide management reports.

These processes are responsible for continuously monitoring the status of service
trouble reports and managing notifications to processes and other parties registered to
receive notifications of any status changes, for example, Service Quality Management
and Customer QoS/SLA Management processes. Notification lists are managed and
maintained by the Support Service Problem Management processes.
These processes record, analyze and assess the service trouble report status changes to
effectiveness of the overall Service Problem Management process. These specialized
summaries could be specific reports required by specific audiences.
These processes will make the necessary reports about the problem that occurred, the
root cause and the activities carried out for restoration.
Explanatory
Mandatory
Optional
Interactions
Close Service Trouble Report

Brief Description
Close a service trouble report when the service problem has been resolved
The objective of the Close Service Trouble Report processes is to close a service trouble
report when the service problem has been resolved.
These processes monitor the status of all open service trouble reports, and recognize
that a service trouble report is ready to be closed when the status is changed to cleared.
Explanatory
Mandatory
Optional
Interactions

Survey & Analyze Service Problem

Brief Description
Monitor service alarm event notifications and manage service alarm event records in
real-time. Service alarm events include security event alarms.
The objective of the Survey & Analyze Service Problem processes is to monitor service
alarm event notifications and manage service alarm event records in real-time.
Responsibilities of the Survey & Analyze Service Problem processes include, but are not
limited to:
• Detecting and collecting service alarm event notifications;

• Initiating and managing service alarm event records;
• Performing service alarm event notification localization analysis;
• Correlating and filtering service alarm event records;
• Reporting service alarm event record status changes to other processes;
• Managing service alarm event record jeopardy conditions.
Service alarm event notification analysis encompasses the identification of the service
alarm event in terms of reporting entity and nature of the service alarm event. It will
then analyze the service alarm events based on a number of criteria and then suppress
redundant, transient or implied service alarm events by means of filtering and
correlation. It includes the notification of new service alarm event records, or status
changes of previously reported service alarm event records, as well as abatement
messages when service alarm event records have been cleared.
The analysis will correlate service alarm event notifications to planned outage
notifications to remove false service alarm event notifications arising as a result of the
planned outage activity.
These processes may determine that a service alarm event notification may represent a
customer impacting condition. In these circumstances this process is responsible for
indicating a potential customer problem to the Problem Handling processes. As a part
of this indication this process is responsible for identifying the impacted deployed
product instances associated with the service instances presenting alarm event
notifications and passing this information to the Problem Handling processes.
Service alarm event record correlation and filtering encompasses the correlation of
redundant, transient or implied service alarm event notifications with a specific “root
cause” service alarm event notification and associated service alarm event record.

The Survey & Analyze Service Problem processes might trigger a well-defined action
based on specific service alarm event notification information as well as the non-arrival
of service alarm event notification information after a specific time interval has elapsed.
These processes are also responsible for monitoring and triggering the appropriate
action when a service alarm event record is not cleared within a pre-defined period of
time.
Explanatory
Mandatory
Optional
Interactions
1.4.6.1 Create Service Trouble Report
Figure 242: 1.4.6.1 Create Service Trouble Report decomposition
Create Service Trouble Report


Brief Description
Create a new service trouble report.
The objective of the Create Service Trouble Report process is to create a new service
trouble report.
A new service trouble report may be created as a result of service alarm event
notification analysis, and subsequent creation of new service alarm event records,
undertaken by the Survey & Analyze Service Problem processes, or at the request of
analysis undertaken by other processes in the Customer ( in particular a Customer
Problem Report can generate one or more Service Trouble Reports), Service or Resource
Domains which detect that some form of failure has occurred for which service
restoration activity is required to restore normal operation.
processes other than the Survey & Analyze Service Problem processes, the Create
Service Trouble Report processes are responsible for converting the received
information into a form suitable for the Service Problem Management processes, and
for requested additional information if required.
These processes will make estimates of the time to restore service which will be
included in the new service trouble report so that other processes can gain access to
this information.
Explanatory
Mandatory
Optional
Interactions
Generate Service Problem

Brief Description
This process creates a new Service Trouble report.
Explanatory

Mandatory
This process creates a new Service Trouble report.
Optional
Interactions
Convert Report To Service Problem Format

Brief Description
processes other than the Survey & Analyze Service Problem processes, this process is
responsible for converting the received information into a form suitable for the Service
Problem Management processes, and for requested additional information if required.
Explanatory
Mandatory
Optional
Interactions
Estimate Time For Restoring Service

Brief Description
This process estimates the time to restore service which is included in the new Service
Trouble report so that other processes can gain access to this information.
Explanatory

Mandatory
Optional
Interactions
1.4.6.2 Diagnose Service Problem
Figure 243: 1.4.6.2 Diagnose Service Problem decomposition
Diagnose Service Problem

Brief Description
Identify the root cause of the specific service problem, including those service problems
related to security events.
The objective of the Diagnose Service Problem processes is to identify the root cause of
the specific service problem. These processes are invoked by the Track & Manage
• Verifying whether the service configuration matches the appropriate product features;
• Performing diagnostics against the specific services;
• Running tests against the specific services;

• Starting and stopping audits against specific services

• Scheduling routine testing of the specific services.
The Diagnose Service Problem processes will make the results of the root cause analysis
available to other processes. The Diagnose Service Problem processes will update the
open service trouble report, as required during the assessment, and when the root
When the process is complete the Diagnose Service Problem processes will notify the
Track & Manage Service Problem processes.
Explanatory
Mandatory
Optional
Interactions
Verify Service Configuration

Brief Description
This process verifies whether the service configuration matches the appropriate product
features.
Explanatory
Mandatory
This process verifies whether the service configuration matches the appropriate product
features.
Optional
Interactions
Perform Specific Service Problem Diagnostics

Brief Description
This process performs diagnostics against the specific services.
Explanatory
Mandatory
This process performs diagnostics against the specific services.
Optional
Interactions
Perform Specific Service Problem Tests

Brief Description
Explanatory
Mandatory
Optional
Interactions
Schedule Routine Service Problem Tests

Brief Description
This process schedules routine testing of the specific services.

Explanatory
Mandatory
This process schedules routine testing of the specific services.
Optional
Interactions
Stop And Start Audit On Services

Brief Description
This process starts and stops audits against specific services.
Explanatory
Mandatory
This process starts and stops audits against specific services.
Optional
Interactions
Notify T&M Root Cause Service Problem

Brief Description
This process makes the results of the root cause analysis available to other processes. It
updates the open Service Trouble report, as required during the assessment, and when
the root cause has been identified. This process notifies the Track & Manage Service
Problem processes.

Explanatory
This process makes the results of the root cause analysis available to other processes.
Mandatory
It updates the open Service Trouble report, as required during the assessment, and
when the root cause has been identified. This process notifies the Track & Manage
Optional
Interactions
Categorize Service Problem

Brief Description
This process is responsible for categorizing the service problem according to the type of
the problem, impact, and standardized criteria at SM&O level. Moreover, this activity
Manage Service Problem" process.
This process is responsible for categorizing the service problem according to the type of
the problem, impact, and standardized criteria at SM&O level. Moreover, this activity
Manage Service Problem" process.
Explanatory
Mandatory
Optional
Interactions

1.4.6.3 Correct & Resolve Service Problem
Figure 244: 1.4.6.3 Correct & Resolve Service Problem decomposition
Correct & Resolve Service Problem

Brief Description
The objective of the Correct & Resolve Service Problem processes is to restore the
service to a normal operational state as efficiently as possible.
notification, automatic restoration procedures might be triggered. Manual restoration
activity is assigned to the Correct & Resolve Service Problem processes from the Track &
Manage Service Problem processes.
activity to restore normal operation, these processes will attempt to implement work-
arounds to recover the specific service operation. In these circumstances, recovery of
normal operation may require invocation of the Support Service Problem Management
processes.
through temporary work-arounds or an unsuccessful attempt at service restoration to
Track & Manage Service Problem through updates to the associated service trouble
report.

Explanatory
Mandatory
Optional
Interactions
Reassign / Reconfigure Failed Service

Brief Description
assign services or re-configure service and/or security parameters. It also reports
successful restoration of normal operation or an unsuccessful attempt at restoration to
Track & Manage Service Problem through updates to the associated Service Trouble
report.
Explanatory
Mandatory
Optional
Interactions
It also reports successful restoration of normal operation or an unsuccessful attempt at
restoration to Track & Manage Service Problem through updates to the associated
Service Trouble report.
Manage Service Restoration

Brief Description

notification, this restoration process might be triggered. It reports successful

restoration of normal operation or an unsuccessful attempt at restoration to Track &
Manage Service Problem through updates to the associated Service Trouble report.
Explanatory
Mandatory
notification, this restoration process might be triggered.
Optional
Interactions
It reports successful restoration of normal operation or an unsuccessful attempt at
restoration to Track & Manage Service Problem through updates to the associated
Service Trouble report.
Implement Service Problem Work Arounds

Brief Description
activity to restore normal operation, this process will attempt to implement
workarounds to recover the specific service operation. It also reports restoration
through temporary workarounds or an unsuccessful attempt at restoration to Track &
Explanatory
Used for large service failures requiring extensive re-assignment and/or re-configuration
activity to restore normal operation,
Mandatory

Optional
Interactions
Reports restoration to Track & Manage Service Problem through updates to the
associated Service Trouble report.
Invoke Support Service Problem Management Processes

Brief Description
This process recovers normal operation by invocation of the Support Service Problem
Management processes. It also reports successful restoration of normal operation or an
unsuccessful attempt at restoration to Track & Manage Service Problem through
updates to the associated Service Trouble report.
Explanatory
Mandatory
This process recovers normal operation by invocation of the Support Service Problem
Optional
Interactions
Reports successful restoration to Track & Manage Service Problem through updates to
the associated Service Trouble report.
Review Major Service Problem

Brief Description
To review the resolution of service problems that have been categorized as major
To review the resolution of service problems that have been categorized as major

Explanatory
Mandatory
Optional
Interactions
Monitor Service Alarms Events

Brief Description
This process is responsible for collecting and monitoring events and alarms provided by
services though systems and monitoring tools.
services though systems and monitoring tools.
Explanatory
Mandatory
Optional
Interactions
Categorize Service Alarm Event

Brief Description
This process is responsible for categorizing the service alarm events in order to support
the management, filtering and correlation of events at SM&O level.
This process is responsible for categorizing the service alarm events in order to support
the management, filtering and correlation of events at SM&O level.

Explanatory
Mandatory
Optional
Interactions
1.4.6.4 Track & Manage Service Problem
Figure 245: 1.4.6.4 Track & Manage Service Problem decomposition
Track & Manage Service Problem

Brief Description
Ensure that testing, repair and restoration activities are assigned, coordinated and
tracked efficiently, and that escalation is invoked as required for any open service
trouble reports in jeopardy
The purpose of the Track & Manage Service Problem processes is to ensure that testing,
repair and restoration activities are assigned, coordinated and tracked efficiently, and
that escalation is invoked as required for any open service trouble reports in jeopardy.
• Initiating first-in testing using automated remote testing capabilities;

• Adding additional information to an open service trouble report based on the first-in
testing;
• Scheduling, assigning and coordinating repair and restoration activities;
Resource Trouble Report based on specific service trouble reports;
• Initiate any final testing to confirm clearance of the service problem;
• Modifying information in an existing service trouble report based on assignments;
• Modifying the service trouble report status;
• Canceling a service trouble report when the specific problem was related to a false
service alarm event
• Monitoring the jeopardy status of open service trouble reports, and escalating service
trouble reports as necessary.
parties. In these cases the Track & Manage Service Problem process is responsible for
initiating requests, through Party Problem Handling processes for restoration and
recovery by the party related to the specific resource components.
The Track & Manage Service Problem processes are responsible for engaging external
parties in correction and recovery activities when:
• higher level expertise and/or higher level support is required to resolve the service
problem, (which may be automatic in the case of highest priority service problems);
• the specific service has been purchased from an external party (as in an interconnect
service).
• the specific service is delivered by an external party.
Where the engagement with an external party is for purchased or delivered services, as
the case may be, the tracking and management of the party problem resolution activity
is actually performed by the Party Problem Handling processes, with the Track &
Manage Service Problem processes relegated to an overall coordination role. The Track
& Manage Service Problem processes will also inform the Close Service Problem
processes by modifying the service trouble report status to cleared when the service
problem has been resolved.
Explanatory
Mandatory
Optional

Interactions
Coordinate Service Problem

Brief Description
and coordinates repair and restoration activities, undertakes necessary tracking of the
execution progress, modifies information in an existing Service Trouble report based on
assignments, and modifies the Service Trouble report status.
Explanatory
Mandatory
Optional
Interactions
Perform First in Service Testing

Brief Description
This process initiates first-in testing using automated remote testing capabilities, and
adds additional information to an open Service Trouble report based on the first-in
testing.

Explanatory
Mandatory
adds additional information to an open Service Trouble report based on the first-in
testing.
Optional
Interactions
Cancel Service Problem

Brief Description
This process cancels a Service Trouble report when the specific trouble was related to a
false alarm event.
Explanatory
Mandatory
This process cancels a Service Trouble report when the specific trouble was related to a
false alarm event.
Optional
Interactions
Escalate/End Service Problem

Brief Description
This process provides the escalations between support levels and actors when a service
problem cannot be solved by the current assigned group. Therefore, the escalation can

be carried out between supports levels at SM&O level, or, it can be escalated to others
actors, such as, resource provider or other external parties. It is essential the ability to
rapidly escalate service problems according to clear and agreed rules.
Explanatory
Mandatory
This process monitors the jeopardy status of open Service Trouble reports, and escalates
Service Trouble reports as necessary.
Optional
Interactions
Perform Final Service Test

Brief Description
This process initiates any final testing to confirm clearance of the Service Problem.
Explanatory
Mandatory
This process initiates any final testing to confirm clearance of the Service Problem.
Optional
Interactions
Prioritize Service Problem

Brief Description
This process is responsible for assigning the prioritization to service problem in order to

establish an order for managing it. The prioritization is assigned (usually automatically)
according to criteria, such as, categorization, services affected and SLAs.
This process is responsible for assigning the prioritization to service problem in order to
according to criteria, such as, categorization, services affected and SLAs.
Explanatory
Mandatory
Optional
Interactions
1.4.6.5 Report Service Problem
Figure 246: 1.4.6.5 Report Service Problem decomposition
Report Service Problem

Brief Description
Monitor the status of service trouble reports, provide notifications of any changes and
provide management reports. This includes service trouble caused by security events.

The objective of the Report Service Problem processes is to monitor the status of service
trouble reports, provide notifications of any changes and provide management reports.
receive notifications of any status changes, for example, Service Quality Management
and Customer QoS/SLA Management processes. Notification lists are managed and
maintained by the Support Service Problem Management processes.
These processes record, analyze and assess the service trouble report status changes to
effectiveness of the overall Service Problem Management process. These specialized
These processes will make the necessary reports about the problem that occurred, the
Explanatory
Mandatory
Optional
Interactions
Monitor Service Problem

Brief Description
This process is responsible for continuously monitoring the status of Service Trouble
reports and managing notifications to processes and other parties registered to receive
notifications of any status changes, for example, Resource Performance Management
and Service Quality Management. Notification lists are managed and maintained by the
Support Service Problem Management processes.
Explanatory
Mandatory
This process is responsible for continuously monitoring the status of Service Trouble


and Service Quality Management.
Optional
Interactions
Notification lists are managed and maintained by the Support Service Problem
Distribute Service Problem Notifications

Brief Description
This process makes the necessary reports about the Service Problem that occurred, the
Explanatory
Mandatory
Optional
Interactions
Distribute Service Problem Management Reports & Summaries

Brief Description
This process records, analyzes and assesses the Service Performance Degradation
Report status changes to provide management reports and any specialized summaries
of the efficiency and effectiveness of the overall Service Quality Management process.

Explanatory
Mandatory
Optional
Interactions
1.4.6.7 Survey & Analyze Service Problem
Figure 247: 1.4.6.7 Survey & Analyze Service Problem decomposition
Survey & Analyze Service Problem

Brief Description
Monitor service alarm event notifications and manage service alarm event records in
real-time. Service alarm events include security event alarms.
The objective of the Survey & Analyze Service Problem processes is to monitor service
alarm event notifications and manage service alarm event records in real-time.
Responsibilities of the Survey & Analyze Service Problem processes include, but are not
limited to:
• Detecting and collecting service alarm event notifications;

• Initiating and managing service alarm event records;
• Performing service alarm event notification localization analysis;

• Correlating and filtering service alarm event records;

• Reporting service alarm event record status changes to other processes;
• Managing service alarm event record jeopardy conditions.
Service alarm event notification analysis encompasses the identification of the service
alarm event in terms of reporting entity and nature of the service alarm event. It will
then analyze the service alarm events based on a number of criteria and then suppress
redundant, transient or implied service alarm events by means of filtering and
correlation. It includes the notification of new service alarm event records, or status
The analysis will correlate service alarm event notifications to planned outage
These processes may determine that a service alarm event notification may represent a
Service alarm event record correlation and filtering encompasses the correlation of
redundant, transient or implied service alarm event notifications with a specific “root
cause” service alarm event notification and associated service alarm event record.
The Survey & Analyze Service Problem processes might trigger a well-defined action
based on specific service alarm event notification information as well as the non-arrival
of service alarm event notification information after a specific time interval has elapsed.
action when a service alarm event record is not cleared within a pre-defined period of
time.
Explanatory
Mandatory
Optional
Interactions

Manage Service Alarm Event Notifications

Brief Description
This process may determine that a service alarm event notification may represent a
Explanatory
This process may determine that a service alarm event notification may represent a
indicating a potential customer problem to the Problem Handling processes.
Mandatory
This process is responsible for identifying the impacted deployed product instances
associated with the service instances presenting alarm event notifications and passing
this information to the Problem Handling processes.
Optional
Interactions
Filter Service Alarm Event Notifications

Brief Description
This process encompasses the correlation of redundant, transient or implied service
alarm event notifications with a specific “root cause” service alarm event notification
and associated service alarm event record.
Explanatory

Mandatory
Optional
Interactions
Correlate Service Alarm Event Notifications

Brief Description
and associated service alarm event record. This process correlates service alarm event
notifications to planned outage notifications to remove false service alarm event
notifications arising as a result of the planned outage activity.
Explanatory
Mandatory
This process correlates service alarm event notifications to planned outage
Optional
Interactions
Abate Service Alarm Event Records

Brief Description
This process includes the notification of new service alarm event records, or status


Explanatory
Mandatory
This process includes the notification of new service alarm event records, or status
Optional
Interactions
Trigger Defined Service Alarm Action

Brief Description
This process triggers a well-defined action based on specific service alarm event
notification information as well as the non-arrival of service alarm event notification
information after a specific time interval has elapsed. This process is also responsible for
monitoring and triggering the appropriate action when a service alarm event record is
not cleared within a pre-defined period of time.
Explanatory
Mandatory
This process triggers a well-defined action based on specific service alarm event
notification information as well as the non-arrival of service alarm event notification
information after a specific time interval has elapsed. This process is also responsible for
monitoring and triggering the appropriate action when a service alarm event record is
not cleared within a pre-defined period of time.
Optional
Interactions

1.4.7 Service Quality Management
Figure 248: 1.4.7 Service Quality Management decomposition
Service Quality Management

Brief Description
Managing, tracking, monitoring, analyzing, improving and reporting on the performance
of specific services
Managing, tracking, monitoring, analyzing, improving and reporting on the performance
of specific services.
Explanatory
Mandatory
Optional
Interactions

Monitor Service Quality

Brief Description
Monitor received service quality information and undertake first-in detection
The objective of the Monitor Service Quality processes is to monitor received service
quality information and undertake first-in detection.
• Undertake the role of first in detection and collection by monitoring and logging the
received specific service performance quality data;
• Comparing the received specific service performance quality data to performance
quality standards set for each specific service (available from the Service Inventory);
• Assessing and recording received specific service performance quality data which is
within tolerance limits for performance quality standards, and for which continuous
monitoring and measuring of performance is required;
• Recording the results of the continuous monitoring for reporting through the Report
Service Quality Performance processes;
• Detect performance quality threshold violations which represent specific service
failures due to abnormal performance;
• Pass information about specific service failures due to performance quality threshold
violations to Service Problem Management to manage any necessary restoration activity
as determined by that process;
• Pass information about potential specific customer SLA/QoS performance
degradations arising from specific service quality performance degradations (using
knowledge about service to purchased product offering linkages) to Problem Handling
to manage any necessary restoration activity as determined by that process;
• Detect performance degradation for specific services which provide early warning of
potential issues;
• Forward service performance degradation notifications to other Service Quality
Management processes, which manage activities to restore normal specific service
performance quality
• Log specific service performance quality degradation and violation details within the
repository in the Manage Service Inventory processes to ensure historical records are
available to support the needs of other processes.
The processes also perform 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.).
Explanatory
Mandatory

Optional
Interactions
Analyze Service Quality

Brief Description
Analyze and evaluate the service quality performance of specific services
The purpose of the Analyze Service Quality processes is to analyze the information
received from the Monitor Service Quality process to evaluate the service quality
performance of specific services.
Using the 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).
•Undertaking analysis as required on specific service performance information received
from the Monitor Service Quality processes;
•Initiating, modifying and cancelling continuous performance data collection schedules
for specific services required to analyze specific service performance. These schedules
are established through requests sent to the Enable Service Quality Management
processes.
•Determining the root causes of specific service performance degradations and
violations;
•Recording the results of the analysis and intermediate updates in the Service Inventory
for historical analysis and for use as required by other processes
•Undertaking specific detailed analysis (if the original requested came from Customer
QoS/SLA Management processes) to discover the root cause of customer QoS
performance degradations that may be arising due to interactions between service
instances, without any specific service instance having an unacceptable performance in
its own right.
Explanatory
Mandatory
Optional

Interactions
Improve Service Quality

Brief Description
Restore the service quality to a normal operational state as efficiently as possible.
The objective of the Improve Service Quality processes is to restore the service quality
to a normal operational state as efficiently as possible.
These processes follow service improvement plans specified by the external party, or
use service improvement plans developed by the service provider. Where appropriate
service improvement plans are not available these processes are responsible for
developing appropriate service improvement plans.
Where activity to improve service quality performance is likely to impact other in-use
specific services, this process is responsible for providing appropriate notification of the
improvement proposal and ensuring authorization is received to proceed with the
service improvement plan. When the service improvement activity is about to
commence, these processes are responsible for notifying when service improvement
activity is commencing and when it is completed.
Based on the information determined within the Analyze Service Quality processes and
the nature of the specific service degradation, these processes may possibly re-assign
services or re-configure service parameters.
Explanatory
Mandatory
Optional
Interactions
Report Service Quality Performance

Brief Description
Monitor the status of service performance degradation reports, provide notifications of
any changes and provide management reports

The objective of the Report Service Quality Performance processes is to monitor the
status of service performance degradation reports, provide notifications of any changes
performance degradation reports and managing notifications to other processes in the
Service-Ops and other process layers, and to other parties registered to receive
the Enable Service Quality Management processes.
These processes record, analyze and assess the service performance degradation report
efficiency and effectiveness of the overall Service Quality Management process. These
These processes also report any identified constraints that can affect service quality
standards to other processes. These constraints may include specific resource failures,
capacity shortages due to unexpected demand peaks, etc.
Explanatory
Mandatory
Optional
Interactions
Create Service Performance Degradation Report

Brief Description
Create a new service performance degradation report.
The objective of the Create Service Performance Degradation Report process is to create
a new service performance degradation report, modify existing service performance
degradation reports, and request cancellation of existing service performance
A new service performance degradation report may be created as a result of specific
service performance notifications undertaken by the Monitor Service Performance
processes, or at the request of analysis undertaken by other Customer-Ops, Service-Ops
or Resource-Ops processes which detect that some form of deterioration or failure has
occurred requires an assessment of the specific service performance.

If the service performance degradation report is created as a result of a notification or

request from processes other than Monitor Service Performance processes, the Create
Service Performance Degradation Report processes are responsible for converting the
received information into a form suitable for the Service Performance Management
processes, and for requesting additional information if required.
Explanatory
Mandatory
Optional
Interactions
Track & Manage Service Quality Performance Resolution

Brief Description
Efficiently assign, coordinate and track specific service performance analysis, restoration
and improvement activities, and escalate any open service performance degradation
The objective of the Track & Manage Service Quality Performance Resolution processes
is to efficiently assign, coordinate and track specific service performance analysis,
restoration and improvement activities, and escalate any open service performance
degradation reports in jeopardy.
• Adding additional information to an open service performance degradation report

based on the first-in and on-going analysis;
• Scheduling, assigning and coordinating analysis and specific service performance
restoration activities and/or repair activities delegated to other processes;
Resource Trouble Report based on specific service performance degradation reports
where analysis the root cause is related to resources;
• Modifying information in an existing service performance degradation report based on
assignments;
• Modifying the service performance degradation report status;
• Canceling a service performance degradation report when the specific request was

related to a false service failure event

• Monitoring the jeopardy status of open service performance degradation reports, and
escalating service performance degradation reports as necessary.
parties In these cases the Track & Manage Service Quality Performance process is
responsible for initiating requests, through Party Performance Management for
resolution by the party responsible for the specific resource components.
The Track & Manage Service Quality Performance Resolution processes will also inform
the Close Service Performance Degradation Report processes by modifying the service
performance degradation report status to cleared when the specific service
performance quality issues have been resolved.
Explanatory
Mandatory
Optional
Interactions
Close Service Performance Degradation Report

Brief Description
Close a service performance degradation report when the service performance has been
resolved
The objective of the Close Service Performance Degradation Report processes is to close
a service performance degradation report when the service performance has been
resolved.
These processes monitor the status of all open service performance degradation
reports, and recognize that a service performance degradation report is ready to be
closed when the status is changed to cleared.
Explanatory

Mandatory
Optional
Interactions
1.4.7.1 Monitor Service Quality
Figure 249: 1.4.7.1 Monitor Service Quality decomposition
Monitor Service Quality

Brief Description
Monitor received service quality information and undertake first-in detection
The objective of the Monitor Service Quality processes is to monitor received service
quality information and undertake first-in detection.
• Undertake the role of first in detection and collection by monitoring and logging the
received specific service performance quality data;
• Comparing the received specific service performance quality data to performance
quality standards set for each specific service (available from the Service Inventory);
• Assessing and recording received specific service performance quality data which is
within tolerance limits for performance quality standards, and for which continuous

monitoring and measuring of performance is required;

• Recording the results of the continuous monitoring for reporting through the Report
Service Quality Performance processes;
• Detect performance quality threshold violations which represent specific service
failures due to abnormal performance;
• Pass information about specific service failures due to performance quality threshold
violations to Service Problem Management to manage any necessary restoration activity
as determined by that process;
• Pass information about potential specific customer SLA/QoS performance
to manage any necessary restoration activity as determined by that process;
• Detect performance degradation for specific services which provide early warning of
potential issues;
• Forward service performance degradation notifications to other Service Quality
Management processes, which manage activities to restore normal specific service
performance quality
• Log specific service performance quality degradation and violation details within the
repository in the Manage Service Inventory processes to ensure historical records are
The processes also perform 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.).
Explanatory
Mandatory
Optional
Interactions
Manage Service Performance Quality Data

Brief Description
This process monitors and logs the received specific service performance quality data,
compares the received specific service performance quality data to performance quality
standards set for each specific service (available from the Service Inventory), detect
performance quality threshold violations which represent specific service failures due to

abnormal performance, and detects performance degradation for specific services

which provide early warning of potential issues.
Explanatory
Mandatory
This process monitors and logs the received specific service performance quality data,
compares the received specific service performance quality data to performance quality
standards set for each specific service (available from the Service Inventory), detect
performance quality threshold violations which represent specific service failures due to
abnormal performance, and detects performance degradation for specific services
Optional
Interactions
Record Service Performance Quality Data

Brief Description
This process assesses and records received specific service performance quality data
which is within tolerance limits for performance quality standards, and for which
continuous monitoring and measuring of performance is required. It records the results
of the continuous monitoring for reporting through the Report Service Quality
Performance processes, and logs specific service performance quality degradation and
violation details within the repository in the Manage Service Inventory processes to
ensure historical records are available to support the needs of other processes.
Explanatory
This process assesses and records received specific service performance quality data
which is within tolerance limits for performance quality standards, and for which
continuous monitoring and measuring of performance is required.
Mandatory
It records the results of the continuous monitoring for reporting through the Report
Service Quality Performance processes, and logs specific service performance quality
degradation and violation details within the repository in the Manage Service Inventory

processes to ensure historical records are available to support the needs of other
processes.
Optional
Interactions
Correlate Service Performance Event Notifications

Brief Description
This process passes information about specific service failures due to performance
quality threshold violations to Service Problem Management to manage any necessary
restoration activity as determined by that process. It passes information about
potential specific customer SLA/QoS performance degradations arising from specific
service quality performance degradations (using knowledge about service to purchased
product offering linkages) to Problem Handling to manage any necessary restoration
activity as determined by that process. It forwards service performance degradation
notifications to other Service Quality Management processes, which manage activities
to restore normal specific service performance quality.
Perform automated service testing using simulated calls simulating standard user
behavior, collect data related to service usage
Explanatory
This process passes information about specific service failures due to performance
quality threshold violations to Service Problem Management to manage any necessary
restoration activity as determined by that process.
Mandatory
passes information about potential specific customer SLA/QoS performance
to manage any necessary restoration activity as determined by that process. It forwards
service performance degradation notifications to other Service Quality Management
processes, which manage activities to restore normal specific service performance
quality.
Perform automated service testing using simulated calls simulating standard user
behavior, collect data related to service usage

Optional
Interactions
This process forwards service performance degradation notifications to other Service
Quality Management processes
1.4.7.2 Analyze Service Quality
Figure 250: 1.4.7.2 Analyze Service Quality decomposition
Analyze Service Quality

Brief Description
Analyze and evaluate the service quality performance of specific services
The purpose of the Analyze Service Quality processes is to analyze the information
received from the Monitor Service Quality process to evaluate the service quality
performance of specific services.

Using the 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).
•Undertaking analysis as required on specific service performance information received
from the Monitor Service Quality processes;
for specific services required to analyze specific service performance. These schedules
are established through requests sent to the Enable Service Quality Management
processes.
•Determining the root causes of specific service performance degradations and
violations;
•Recording the results of the analysis and intermediate updates in the Service Inventory
for historical analysis and for use as required by other processes
•Undertaking specific detailed analysis (if the original requested came from Customer
its own right.
Explanatory
Mandatory
Optional
Interactions
Perform Specific Service Performance Diagnostics

Brief Description
This process performs analysis as required on specific service performance information
received from the Monitor Service Quality processes. It determines the root causes of
specific service performance degradations and violations, records the results of the
analysis and intermediate updates in the Service Inventory for historical analysis and for
use as required by other processes, and undertakes specific detailed analysis (if the
original requested came from Customer QoS/SLA Management processes) to discover
the root cause of customer QoS performance degradations that may be arising due to

interactions between service instances, without any specific service instance having an
unacceptable performance in its own right.
Explanatory
This process performs analysis as required on specific service performance information
received from the Monitor Service Quality processes.
Mandatory
It determines the root causes of specific service performance degradations and
violations, records the results of the analysis and intermediate updates in the Service
Inventory for historical analysis and for use as required by other processes, and
undertakes specific detailed analysis (if the original requested came from Customer
its own right.
Optional
Interactions
Manage Service Performance Data Collection Schedules

Brief Description
This process initiates, modifies and cancels continuous performance data collection
schedules for specific services required to analyze specific service performance. These
schedules are established through requests sent to the Enable Service Quality
Explanatory
Mandatory
schedules for specific services required to analyze specific service performance.
Optional

Interactions
These schedules are established through requests sent to the Enable Service Quality
1.4.7.3 Improve Service Quality
Figure 251: 1.4.7.3 Improve Service Quality decomposition
Improve Service Quality

Brief Description
Restore the service quality to a normal operational state as efficiently as possible.
The objective of the Improve Service Quality processes is to restore the service quality
to a normal operational state as efficiently as possible.
These processes follow service improvement plans specified by the external party, or
use service improvement plans developed by the service provider. Where appropriate
service improvement plans are not available these processes are responsible for
developing appropriate service improvement plans.
commence, these processes are responsible for notifying when service improvement
activity is commencing and when it is completed.

the nature of the specific service degradation, these processes may possibly re-assign
services or re-configure service parameters.
Explanatory
Mandatory
Optional
Interactions
Reassign / Reconfigure Service or Service Parameters

Brief Description
the nature of the specific service degradation, this process may re-assign services or re-
configure service parameters.
Explanatory
Mandatory
the nature of the specific service degradation, this process may re-assign services or re-
configure service parameters.
Optional
Interactions
Manage Service Improvement Notification and Authorization

Brief Description


commence, this process is responsible for notifying when service improvement activity
is commencing and when it is completed.
Explanatory
Applies where activity to improve service quality performance is likely to impact other
in-use specific services.
Mandatory
This process is responsible for providing appropriate notification of the improvement
proposal and ensuring authorization is received to proceed with the service
improvement plan. When the service improvement activity is about to commence, this
process is responsible for notifying when service improvement activity is commencing
and when it is completed.
Optional
Interactions
Develop Service Improvement Plans

Brief Description
Where appropriate service improvement plans are not available this process is
responsible for developing appropriate service improvement plans.
Explanatory
Mandatory
Where appropriate service improvement plans are not available this process is
responsible for developing appropriate service improvement plans.
Optional
Interactions

1.4.7.4 Report Service Quality Performance
Figure 252: 1.4.7.4 Report Service Quality Performance decomposition
Report Service Quality Performance

Brief Description
Monitor the status of service performance degradation reports, provide notifications of
any changes and provide management reports
The objective of the Report Service Quality Performance processes is to monitor the
status of service performance degradation reports, provide notifications of any changes
Service-Ops and other process layers, and to other parties registered to receive
the Enable Service Quality Management processes.
These processes record, analyze and assess the service performance degradation report
efficiency and effectiveness of the overall Service Quality Management process. These
These processes also report any identified constraints that can affect service quality
standards to other processes. These constraints may include specific resource failures,
capacity shortages due to unexpected demand peaks, etc.

Explanatory
Mandatory
Optional
Interactions
Monitor Service Performance Degradation Report

Brief Description
This process is responsible for continuously monitoring the status of Service
Performance Degradation Reports and managing notifications to processes and other
managed and maintained by the Enable Service Quality Management processes.
Explanatory
Mandatory
This process is responsible for continuously monitoring the status of Service
Performance Degradation Reports and managing notifications to processes and other
parties registered to receive notifications of any status changes.
Optional
Interactions
Notification lists are managed and maintained by the Enable Service Quality
Report Constraints to Other Processes

Brief Description
This process reports any identified constraints that can affect service quality standards

to other processes. These constraints may include specific resource failures, capacity
shortages due to unexpected demand peaks, etc.
Explanatory
Mandatory
This process reports any identified constraints that can affect service quality standards
to other processes. These constraints may include specific resource failures, capacity
shortages due to unexpected demand peaks, etc.
Optional
Interactions
Distribute Service Quality Management Reports & Summaries

Brief Description
Explanatory
Mandatory
Optional
Interactions

1.4.7.5 Create Service Performance Degradation Report
Figure 253: 1.4.7.5 Create Service Performance Degradation Report decomposition
Create Service Performance Degradation Report

Brief Description
Create a new service performance degradation report.
The objective of the Create Service Performance Degradation Report process is to create
a new service performance degradation report, modify existing service performance
degradation reports, and request cancellation of existing service performance
A new service performance degradation report may be created as a result of specific
service performance notifications undertaken by the Monitor Service Performance
processes, or at the request of analysis undertaken by other Customer-Ops, Service-Ops
or Resource-Ops processes which detect that some form of deterioration or failure has
request from processes other than Monitor Service Performance processes, the Create

Service Performance Degradation Report processes are responsible for converting the
received information into a form suitable for the Service Performance Management
processes, and for requesting additional information if required.
Explanatory
Mandatory
Optional
Interactions
Generate Service Performance Degradation Problem

Brief Description
This process creates a new Service Performance Degradation Report as a result of
specific service performance notifications undertaken by the Monitor Service
Performance processes, or at the request of analysis undertaken by other Customer-
Ops, Service-Ops or Resource-Ops processes which detect that some form of
deterioration or failure has occurred requires an assessment of the specific service
performance.
Explanatory
Mandatory
This process creates a new Service Performance Degradation Report as a result of
specific service performance notifications undertaken by the Monitor Service
Performance processes, or at the request of analysis undertaken by other CRM, SM&O
or RM&O processes which detect that some form of deterioration or failure has
Optional
Interactions

Convert Report To Service Performance Degradation Report Format

Brief Description
request from processes other than Monitor Service Performance processes, this process
responsible for converting the received information into a form suitable for the Service
Performance Management processes, and for requesting additional information if
required.
Explanatory
Applies where the service performance degradation report is created as a result of a
notification or request from processes other than Monitor Service Performance
processes,
Mandatory
This process is responsible for converting the received information into a form suitable
for the Service Performance Management processes, and for requesting additional
information if required.
Optional
Interactions
1.4.7.6 Track & Manage Service Quality Performance Resolution

Figure 254: 1.4.7.6 Track & Manage Service Quality Performance Resolution decomposition
Track & Manage Service Quality Performance Resolution

Brief Description
Efficiently assign, coordinate and track specific service performance analysis, restoration
and improvement activities, and escalate any open service performance degradation
The objective of the Track & Manage Service Quality Performance Resolution processes
is to efficiently assign, coordinate and track specific service performance analysis,
restoration and improvement activities, and escalate any open service performance
degradation reports in jeopardy.
• Adding additional information to an open service performance degradation report

• Scheduling, assigning and coordinating analysis and specific service performance
Resource Trouble Report based on specific service performance degradation reports
where analysis the root cause is related to resources;
• Modifying information in an existing service performance degradation report based on
assignments;
• Modifying the service performance degradation report status;
• Canceling a service performance degradation report when the specific request was
related to a false service failure event
• Monitoring the jeopardy status of open service performance degradation reports, and
escalating service performance degradation reports as necessary.
parties In these cases the Track & Manage Service Quality Performance process is
responsible for initiating requests, through Party Performance Management for
resolution by the party responsible for the specific resource components.
The Track & Manage Service Quality Performance Resolution processes will also inform
the Close Service Performance Degradation Report processes by modifying the service
performance degradation report status to cleared when the specific service
performance quality issues have been resolved.
Explanatory

Mandatory
Optional
Interactions
Coordinate Service Quality

Brief Description
This process schedules, assigns and coordinates analysis and specific service
performance restoration activities and/or repair activities delegated to other processes,
undertakes necessary tracking of the execution progress, modifies information in an
existing Service Performance Degradation Report based on assignments, and modifies
the Service Performance Degradation Report status.
Explanatory
Mandatory
existing Service Performance Degradation Report based on assignments, and modifies
the Service Performance Degradation Report status.
Optional
Interactions
Request Service Performance Degradation Report Creation and Update

Brief Description
This process generates the respective resource trouble report creation request(s) to
Create Resource Trouble Report based on specific service performance degradation
reports where analysis the root cause is related to resources. It modifies information in

an existing service performance degradation report based on assignments, and modifies

the service performance degradation report status.
Explanatory
Mandatory
This process generates the respective resource trouble report creation request(s) to
Create Resource Trouble Report based on specific service performance degradation
reports where analysis the root cause is related to resources. It modifies information in
an existing service performance degradation report based on assignments, and modifies
the service performance degradation report status.
Optional
Interactions
Update First in Service Testing Results

Brief Description
This process adds additional information to an open Service Performance Degradation
Report based on the first-in testing.
Explanatory
Mandatory
This process adds additional information to an open Service Performance Degradation
Optional
Interactions
Cancel Service Performance Degradation Report

Brief Description
This process cancels a Service Performance Degradation Report when the specific
trouble was related to a false service failure event.
Explanatory
Mandatory
This process cancels a Service Performance Degradation Report when the specific
trouble was related to a false service failure event.
Optional
Interactions
Escalate/End Service Performance Degradation Report

Brief Description
This process monitors the jeopardy status of open Service Performance Degradation
Reports, and escalates Service Performance Degradation Reports as necessary.
Explanatory
Mandatory
This process monitors the jeopardy status of open Service Performance Degradation
Reports, and escalates Service Performance Degradation Reports as necessary.
Optional
Interactions
Clear Service Performance Degradation Report Status

Brief Description
This process informs the Close Service Performance Degradation Report process by
modifying the Service Performance Degradation Report status to cleared when the
specific service performance quality issues have been resolved.
Explanatory
Mandatory
This process informs the Close Service Performance Degradation Report process by
modifying the Service Performance Degradation Report status to cleared when the
specific service performance quality issues have been resolved.
Optional
Interactions
This process informs the Close Service Performance Degradation Report process
Engage External Service Suppliers

Brief Description
If some specific resource components are owned and managed by suppliers/partners,
this process is responsible for initiating requests, through S/P Performance
Management, for resolution by the supplier/partner of the specific resource
components. This process will co-ordinate all the actions necessary in order to
sequence.
Explanatory
Applies where some specific resource components are owned and managed by
suppliers/partners.
Mandatory
This process is responsible for initiating requests, through S/P Performance
Management, for resolution by the supplier/partner of the specific resource
components. This process will co-ordinate all the actions necessary in order to

sequence.
Optional
Interactions
1.4.8 Service Guiding & Mediation
Figure 255: 1.4.8 Service Guiding & Mediation decomposition
Service Guiding & Mediation

Brief Description
Manage usage events by correlating and formatting them into a useful format as well as
guiding them to an appropriate service.
Service Guiding & Mediation processes manage usage events by correlating and
formatting them into a useful format. These processes include guiding resource events
to an appropriate service, mediation of these usage records, as well as de-duplication of
usage records already processed. These processes provide information on customer-
related and Service-related events to other process areas across assurance and billing.
This includes reports on non-chargeable events and overcharged events and analysis of
event records to identify fraud and prevent further occurrences.
In many cases, this process is performed by a resource such as a network element.

Explanatory
Mandatory
Optional
Interactions
Mediate Service Usage Records

Brief Description
Validate, normalize, convert and correlate usage records collected from the resource
layer
The purpose of the Mediate Service Usage Records process is to validate, normalize,
convert and correlate usage records collected. It also removes any duplicate usage
records that have already been processed.
Explanatory
Mandatory
Optional
Interactions
Report Service Usage Records

Brief Description
Generate reports on usage records based on requests from other processes
The purpose of the Report Service Usage Record processes is to generate reports on
service 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.
Explanatory
Mandatory
Optional
Interactions
Guide Resource Usage Records

Brief Description
Relates the usage record to the appropriate service.
The Guide Resource Usage Records process converts/relates the record to the
appropriate service.
In many cases, this process is performed by a resource such as a network element.
Explanatory
Mandatory
Optional
Interactions
1.4.8.1 Mediate Service Usage Records

Figure 256: 1.4.8.1 Mediate Service Usage Records decomposition
Mediate Service Usage Records

Brief Description
Validate, normalize, convert and correlate usage records collected from the resource
layer
The purpose of the Mediate Service Usage Records process is to validate, normalize,
convert and correlate usage records collected. It also removes any duplicate usage
records that have already been processed.
Explanatory
Mandatory
Optional
Interactions
Validate Service Usage Record

Brief Description
Validate service usage records collected from the resource layer
Explanatory
for example, checking loss of Service Usage Records, illegal characters in Service Usage

Records, invalid field length in Service Usage Records, the service usage duration
mismatching to start time and end time.
Mandatory
The purpose of Validate Service Usage Record process is to validate service usage
records collected from the resource layer. This process is responsible for collecting the
Service Usage Records, filtering out of non-billing relevant Service Usage Records and
validating the Service Usage Records and their integrity.
Optional
Interactions
Normalize Service Usage Record

Brief Description
Normalize service usage records to specific expression format.
Explanatory
For example, 10 min voice call can be either expressed by 4 indicators including start
time, end time, duration and QoS, or expressed by 3 indicators excluding end time.
Mandatory
The purpose of Normalize Service Usage Record process is to normalize Service Usage
Records to specific expression format. Service Usage Records generated by different
systems are used distinct expressions for same record data. This process is responsible
for unifying all Service Usage Records to specific expression manner.
Optional
Interactions
Convert Service Usage Record

Brief Description
Convert service usage records to specific record format.

Explanatory
The Service Usage Records are collected from different upstream systems and stored in
different file formats.
Mandatory
The purpose of Convert Service Usage Record process is to convert Service Usage
Records to specific record format. This process is responsible for identifying the data
formats of collected Service Usage Records and changing them to specific common data
format for downstream system using. This process is also responsible for consolidating
multiple Service Usage Records and producing more than one records from single
Service Usage Record for varied billing requirements.
Optional
Interactions
Correlate Service Usage Record

Brief Description
Correlate collected service usage records.
Explanatory
Since the Service Usage Records are collected from different upstream system,
sometime more than one Service Usage Records store same service consumption.
Mandatory
The purpose of Correlate Service Usage Record process is to correlate collected service
usage records. In order to resolve this case, this process is responsible for identifying the
correlative Service Usage Records and associating them together for downstream
system use.
Optional
Interactions

Remove Duplicate Service Usage Record

Brief Description
Remove service usage records.
Explanatory
The duplication detection is usually by checking the values of the key fields of Service
Usage Records with combined criteria. Achieving service usage records is normally
happened when the records are no need for further billing process.
Mandatory
The purpose of Remove Service Usage Record process is to remove any duplicate usage
records that have already been processed or to achieve service usage records according
to Service Provider’s policy. This process includes detect duplicate records and removing
them from billing process.
Optional
Interactions
1.5.1 Resource Strategy & Planning
Figure 257: 1.5.1 Resource Strategy & Planning decomposition

Resource Strategy & Planning

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.
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.
Explanatory
Mandatory
Optional
Interactions

Gather & Analyze Resource Information

Brief Description
identify new resource requirements and industry resource capabilities and availability
The Gather & Analyze Resource Information processes 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.
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.
Explanatory
Mandatory
Optional
Interactions
Manage Resource Research

Brief Description
provide detailed technical assessment or investigation of new and emerging resource
capabilities
The Manage Resource Research processes manage 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
the resource research activity.
Supply Chain Development & Management processes.
Explanatory
Mandatory
Optional
Interactions
Establish Resource Strategy & Architecture

Brief Description
Establish the resource strategies based on market trends, future product needs,
technical capabilities, and addressing shortcomings in existing resource support
The Establish Resource Strategy & Architecture processes establish the resource
strategies based on market trends, future product 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
Explanatory
Mandatory
Optional
Interactions
Define Resource Support Strategies

Brief Description
organization providing resource support
The Define Resource Support Strategies processes define 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 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.
Explanatory
Mandatory
Optional
Interactions

Produce Resource Business Plans

Brief Description
Develop and deliver annual and multi-year resource plans in support of services,
products and offers
The Produce Resource Business Plans processes develop 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.
Explanatory
Mandatory
Optional
Interactions
Develop Resource Partnership Requirements

Brief Description
Identify the requirements for resource capabilities to be sourced from partners or
suppliers, and any resource capabilities to be delivered internally to the enterprise.
The Develop Resource Partnership Requirements processes 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
Explanatory
Mandatory
Optional
Interactions
Gain Enterprise Commitment to Resource Plans

Brief Description
Gains enterprise commitment to the resource strategy and business plans.
The Gain Commitment to Resource Plans processes gains enterprise commitment to the
resource strategy and business plans. These processes include all aspects of
identification of stakeholders and negotiation to gain stakeholder approval.
Explanatory
Mandatory
Optional
Interactions
1.5.1.1 Gather & Analyze Resource Information

Figure 258: 1.5.1.1 Gather & Analyze Resource Information decomposition
Gather & Analyze Resource Information

Brief Description
identify new resource requirements and industry resource capabilities and availability
The Gather & Analyze Resource Information processes research and analyze customer,
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.
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.
Explanatory
Mandatory
Optional

Interactions
Gather Resource Information

Brief Description
resource information
Gather Resource information processes focus on establishment and Management of
relationships with external providers of resource information, and management of
internal groups used for providing resource information.
Explanatory
Mandatory
Optional
Interactions
Analyze new resource requirements

Brief Description
Analyze to identify new resource requirements, resource capabilities and availability
Analyze new resource requirements processes focus on research and analyze customer,
requirements and industry resource capabilities and availability.
Explanatory
Mandatory
Optional

Interactions
Analyze to develop new/enhance resource requirements

Brief Description
Develop new resource requirements, enhance to existing requirements
Analyze to develop new/enhance resource requirements processes undertake the
responsibility of necessary analysis to identify potential opportunities, compare current
capabilities with the identified opportunities, and as result of these analysis develop
new resource requirements or enhancements to existing requirements. This process
also include an analysis of the customer value proposition.
Explanatory
Mandatory
Optional
Interactions
1.5.1.2 Manage Resource Research

Figure 259: 1.5.1.2 Manage Resource Research decomposition
Manage Resource Research

Brief Description
provide detailed technical assessment or investigation of new and emerging resource
capabilities
The Manage Resource Research processes manage internally driven research
investigations and activities which are used to provide detailed technical assessment or
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
the resource research activity.
Explanatory
Mandatory

Optional
Interactions
Manage resource research investigations

Brief Description
Manage internally driven resource research investigations and activities
Manage resource research investigations processes manage internally driven research
may be totally internally delivered , or may be outsourced to external parties.
Explanatory
Mandatory
Optional
Interactions
Manage administration of resource research

Brief Description
Manage administration of resource research activity
Manage administration of resource research processes are responsible for managing the
administration of resource research activities, management of any research
prioritization process, administer any actual research contracts with external parties,
and develop and manage any intellectual property and patent administration required
for the resource research activity. Actual commercial arrangements with external
parties are managed with in Supply Chain Development and Management Processes.
Actual legal arrangements and Intellectual property is managed with Legal Management
Processes in Enterprise Management Process areas.

Explanatory
Mandatory
Optional
Interactions
Define Resource research assessment methodologies

Brief Description
Define Resource research assessment methodologies
Explanatory
Mandatory
Optional
Interactions
1.5.1.3 Establish Resource Strategy & Architecture

Figure 260: 1.5.1.3 Establish Resource Strategy & Architecture decomposition
Establish Resource Strategy & Architecture

Brief Description
Establish the resource strategies based on market trends, future product needs,
technical capabilities, and addressing shortcomings in existing resource support
The Establish Resource Strategy & Architecture processes establish the resource
strategies based on market trends, future product needs, available and emerging
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
Explanatory
Mandatory
Optional
Interactions

Establish Resource strategy

Brief Description
Resource strategies based on market trends, highlight shortcomings of resource
performance and operational support
Establish resource strategy processes are responsible for establishing the resource
strategies based on markets trends, future product needs, available and emerging
and operational support. These processes also highlight issue associated with resourcing
and skill sets along with shortcomings in existing resource performance and operational
support arrangements and processes.
Explanatory
Mandatory
Optional
Interactions
Develop Resource Strategy

Brief Description
Accept changing resource requirements and develop resource strategies
Develop resource Strategy processes accept the changing resource requirements and
develop appropriate resource strategies and strategic resource architectures based on
the changing needs of enterprise, and increasing expectations of the markets.
Explanatory
Mandatory

Optional
Interactions
Establish Resource delivery goals

Brief Description
Establish realistic resource development and delivery goals for the enterprise and
services to be delivered
Establish Resource delivery goals processes focus on establishing realistic resource
development and delivery goals for the enterprise and services to be delivered to
market
Explanatory
Mandatory
Optional
Interactions
Establish resource implementation policies

Brief Description
Establish implementation policies which act as a set of guidelines to be followed in the
Resource Capability Delivery processes
Explanatory
Mandatory

Optional
Interactions
1.5.1.4 Define Resource Support Strategies
Figure 261: 1.5.1.4 Define Resource Support Strategies decomposition
Define Resource Support Strategies

Brief Description
organization providing resource support
The Define Resource Support Strategies processes define 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 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.
Explanatory
Mandatory
Optional
Interactions
Define Resource support Principles

Brief Description
Define resource support principles for the operational organization providing resource
support.
Define Resource Support Principles processes define principles for service levels and
service quality on existing resources or new resources
Explanatory
Mandatory
Optional
Interactions
Define Resource support Policies

Brief Description
Define resource support policies for the operational organization providing resource
support.

Define Resource Support Policies processes define policies for service levels and service
quality on existing resources or new resources
Explanatory
Mandatory
Optional
Interactions
Define Resource Support performance standards

Brief Description
Define resource support performance standards for the operational organization
providing resource support.
environment. The required performance standards are driven by community and
regulatory expectations, internal process and technology capabilities and competitive
offerings. These processes also provide the feedback point from analyses undertaken in
the resource Management & Operations process to determine bottlenecks and
problems associated with existing resource operational activities. 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.
Explanatory
Mandatory
Optional
Interactions

1.5.1.5 Produce Resource Business Plans
Figure 262: 1.5.1.5 Produce Resource Business Plans decomposition
Produce Resource Business Plans

Brief Description
Develop and deliver annual and multi-year resource plans in support of services,
products and offers
The Produce Resource Business Plans processes develop 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.

Explanatory
Mandatory
Optional
Interactions
Develop & Deliver annual/multi year resource business plans

Brief Description
Develop and deliver annual and multi-year resource plans, negotiations, approvals ,
resource development and management
Develop & Deliver annual/multi year resource business plans focus on developing and
delivering 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.
Explanatory
Mandatory
Optional
Interactions
Forecast high level resource demand & capture new opportunities

Brief Description
Forecast resource demand and capture new opportunities for future needs of
new/existing customers

Forecast Resource demand & capture new opportunities processes ensures that
budgets are assigned which allow the enterprise to implement the resource capabilities
and capacity necessary for the future needs of their customers and potential customers.
Explanatory
Mandatory
Optional
Interactions
Asses impact of Resource Business plans

Brief Description
Assess the impacts of new and modified resource infrastructure on systems and
establish functions and benefits
Asses impact of Resource business plan 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
Explanatory
Mandatory
Optional
Interactions
Identify timetables for new resource capability introduction


Brief Description
Identify timetables for new resource capability introduction
Explanatory
Mandatory
Optional
Interactions
Identify logistics for new resource capability introduction

Brief Description
Identify logistics for new resource capability introduction
Explanatory
Mandatory
Optional
Interactions
1.5.1.6 Develop Resource Partnership Requirements

Figure 263: 1.5.1.6 Develop Resource Partnership Requirements decomposition
Develop Resource Partnership Requirements

Brief Description
Identify the requirements for resource capabilities to be sourced from partners or
suppliers, and any resource capabilities to be delivered internally to the enterprise.
The Develop Resource Partnership Requirements processes 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
Explanatory
Mandatory
Optional
Interactions

Identify the requirements for resource capabilities

Brief Description
Identify the requirements for resource capabilities sourced from partners or suppliers,
and the resource capabilities to be delivered internally to enterprise
Explanatory
Mandatory
Optional
Interactions
Recommend Resource partnership

Brief Description
Scan external availability for resource capabilities and recommend external
partners/Suppliers
Recommend Resource partnership processes focus on scanning external availability of
sourcing resource capabilities and make recommendations about specific external
partners/suppliers who should be used to provide the resource capabilities
Explanatory
Mandatory
Optional
Interactions

Determine extent of resource capabilities sourcing

Brief Description
Determine the extent to which resource capabilities needs to be sourced externally or
delivered from internal capabilities
Explanatory
Mandatory
Optional
Interactions
1.5.1.7 Gain Enterprise Commitment to Resource Plans
Figure 264: 1.5.1.7 Gain Enterprise Commitment to Resource Plans decomposition
Gain Enterprise Commitment to Resource Plans


Brief Description
Gains enterprise commitment to the resource strategy and business plans.
The Gain Commitment to Resource Plans processes gains enterprise commitment to the
resource strategy and business plans. These processes include all aspects of
identification of stakeholders and negotiation to gain stakeholder approval.
Explanatory
Mandatory
Optional
Interactions
Identify Stakeholders to Resource strategy and resource plans

Brief Description
Identify stakeholders of resource strategy and resource plans
Explanatory
Mandatory
Optional
Interactions
Gain resource strategy and resource plans Stakeholders approval

Brief Description
Negotiate & gain stakeholder approval for resource strategy and resource Plans

Explanatory
Mandatory
Optional
Interactions
Gain Enterprise Commitment to resource strategy and resource plans

Brief Description
Gain Enterprise commitment to the resource strategy and resource plans
Explanatory
Mandatory
Optional
Interactions
1.5.2 Resource Capability Delivery

Figure 265: 1.5.2 Resource Capability Delivery decomposition
Resource Capability Delivery

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 objectives 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
• Verifying the Resource Installation
• Handover the Resource Capability to Operations through interactions with the
Manage Resource Class Configuration
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.
Explanatory
Mandatory
Optional
Interactions
Map & Analyze Resource Requirements

Brief Description
Define the detailed resource infrastructure requirements to support the service
capabilities required by the enterprise
The Map & Analyze Resource Requirements processes 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
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 based on service forecasts and appropriate resource
related metrics, i.e., transaction volumes, storage requirements, traffic volumes, port
availabilities, etc.
Explanatory

Mandatory
Optional
Interactions
Capture Resource Capability Shortfalls

Brief Description
Identify specific or imminent resource capacity, resource performance and/or resource
The Capture Resource Capability Shortfalls processes 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
Explanatory
Mandatory
Optional
Interactions
Gain Resource Capability Investment Approval

Brief Description
proposals to develop and deliver the required resource capabilities
The Gain Resource Capability Investment Approval processes capture all activities
required to develop and gain necessary approval for investment proposals to develop

and deliver the required resource capabilities, including identification of potential other
parties. 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.
stakeholders
Explanatory
Mandatory
Optional
Interactions
Design Resource Capabilities

Brief Description
Manage the design of the resource infrastructure to meet the requirements in any
The Design Resource Capabilities processes manage the design of the resource
infrastructure to meet the requirements in any approved investment proposals. These
investment proposals, assess the most appropriate resource infrastructure, develop the
necessary resource infrastructure components, and select the most appropriate
resource infrastructure other parties 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 & Management processes.
Explanatory
Mandatory
Optional
Interactions
Enable Resource Support & Operations

Brief 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 Enable Resource Support & Operations processes 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
Capture Resource Capability Shortfalls processes.
Explanatory
Mandatory
Optional
Interactions
Manage Resource Capability Delivery

Brief Description
Manage the provision, implementation, commissioning and roll-out of the new or
enhanced resource capability, and associated operational support processes.
The Manage Resource Capability Delivery processes 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 processes separate other parties may be responsible for the delivery
of the resource capability, and other parties 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.
Explanatory
Mandatory
Optional
Interactions
Manage Handover to Resource Operations

Brief Description
Manage the processes involved in handover of deployed resource infrastructure to
operational control

The Manage Handover to Resource Operations processes 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.
Explanatory
Mandatory
Optional
Interactions
1.5.2.1 Map & Analyze Resource Requirements

Figure 266: 1.5.2.1 Map & Analyze Resource Requirements decomposition

Brief Description
Define the detailed resource infrastructure requirements to support the service
capabilities required by the enterprise
The Map & Analyze Resource Requirements processes 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
requirements.


Explanatory
Mandatory
Optional
Interactions
Capture Resource Demand & Performance Requirements

Brief Description
These processes provide detailed analysis of new resource requirements linked to
relevant geographic distributions. These processes also establish the detailed
requirements.
Explanatory
Mandatory
Optional
Interactions

Agree Resource Infrastructure Requirements

Brief Description
These processes obtain agreement to the detailed resource infrastructure requirements
to support the service capabilities required by the enterprise. The processes include any
cross-enterprise coordination and management functions to ensure that the demand
distributions capture the needs of all stakeholders.
Explanatory
Mandatory
Optional
Interactions
1.5.2.2 Capture Resource Capability Shortfalls
Figure 267: 1.5.2.2 Capture Resource Capability Shortfalls decomposition

Brief Description
Identify specific or imminent resource capacity, resource performance and/or resource
The Capture Resource Capability Shortfalls processes 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
Explanatory
Mandatory
Optional
Interactions
Capture Resource Capacity Shortfalls

Brief Description
These processes identify specific or imminent resource capacity shortfalls. These
processes take information available from the Resource Management & Operations
processes to establish detailed views of anticipated resource capacity issues.
Explanatory
Mandatory
Optional
Interactions

Capture Resource Performance Shortfalls

Brief Description
These processes identify specific or imminent resource performance shortfalls. These
processes take information available from the Resource Management & Operations
processes to establish detailed views of anticipated resource performance issues.
Explanatory
Mandatory
Optional
Interactions
Capture Resource Operational Support Shortfalls

Brief Description
These processes identify specific or imminent resource operational support shortfalls.
These processes take information available from the Resource Management &
Operations processes to establish detailed views of anticipated resource operational
support issues.
Explanatory
Mandatory
Optional
Interactions

1.5.2.3 Gain Resource Capability Investment Approval
Figure 268: 1.5.2.3 Gain Resource Capability Investment Approval decomposition
Gain Resource Capability Investment Approval

Brief Description
proposals to develop and deliver the required resource capabilities
The Gain Resource Capability Investment Approval processes capture all activities
required to develop and gain necessary approval for investment proposals to develop

stakeholders
Explanatory
Mandatory
Optional
Interactions
Develop Resource Capability Investment Proposals

Brief Description
These processes capture all activities required to develop business proposals to develop
Explanatory

Mandatory
Optional
Interactions
Approve Resource Capability Investment

Brief Description
These processes capture all activities required to gain necessary approval for business
proposals to develop and deliver the required resource capabilities, including
identification of potential other parties.
stakeholders
Explanatory
Mandatory
Optional
Interactions
1.5.2.4 Design Resource Capabilities

Figure 269: 1.5.2.4 Design Resource Capabilities decomposition
Design Resource Capabilities

Brief Description
Manage the design of the resource infrastructure to meet the requirements in any
The Design Resource Capabilities processes manage the design of the resource
infrastructure to meet the requirements in any approved investment proposals. These
investment proposals, assess the most appropriate resource infrastructure, develop the
necessary resource infrastructure components, and select the most appropriate
resource infrastructure other parties 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.
Explanatory
Mandatory
Optional

Interactions
Define Resource Capability Requirements

Brief Description
These processes ensure the collation and coordination of requirements from all
Explanatory
Mandatory
Optional
Interactions
Specify Resource Capability Infrastructure

Brief Description
These processes assess the most appropriate resource infrastructure, and develop the
necessary resource infrastructure components, to meet the identified resource
capability 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.
Explanatory

Mandatory
Optional
Interactions
Select Resource Capability at Other Parties

Brief Description
These processes select the most appropriate resource infrastructure at other parties to
support the identified resource capability requirements.
Explanatory
Mandatory
Optional
Interactions
1.5.2.5 Enable Resource Support & Operations

Figure 270: 1.5.2.5 Enable Resource Support & Operations decomposition

Brief 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 Enable Resource Support & Operations processes 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
Capture Resource Capability Shortfalls processes.
Explanatory
Mandatory
Optional
Interactions

Design Resource Operational Support Process Improvements

Brief Description
These processes 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.
Explanatory
Mandatory
Optional
Interactions
Identify Resource Support Groups, Skills & Training

Brief Description
The processes ensure the identification of operational support groups, required skill
sets, and availability of appropriate training programs.
Explanatory
Mandatory
Optional
Interactions
Identify Resource Support Requirements

Brief Description
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.
Explanatory
Mandatory
Optional
Interactions
1.5.2.6 Manage Resource Capability Delivery
Figure 271: 1.5.2.6 Manage Resource Capability Delivery decomposition

Brief Description
Manage the provision, implementation, commissioning and roll-out of the new or
enhanced resource capability, and associated operational support processes.

The Manage Resource Capability Delivery processes 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 processes separate other parties may be responsible for the delivery
of the resource capability, and other parties 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.
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.
components.
Explanatory
Mandatory
Optional
Interactions
Co-ordinate Resource Capability Delivery

Brief Description
These processes ensure the provision, implementation 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, and any underlying resource infrastructure
capability delivery, to achieve the delivery of the overall resource capability. Within
these processes, separate other parties may be responsible for the delivery of the
resource capability, and other parties for the installation and construction. These

processes ensure that the roles and responsibilities of all parties are identified, managed
and coordinated.
Explanatory
Mandatory
Optional
Interactions
Ensure Resource Capability Quality

Brief Description
capability meets the design specifications.
Explanatory
Mandatory
Optional
Interactions
Manage Commissioning of New Resource Infrastructure

Brief Description
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.
Explanatory
Mandatory
Optional
Interactions
Establish Resource Capability Sourcing

Brief Description
components.
Explanatory
Mandatory
Optional
Interactions
1.5.2.7 Manage Handover to Resource Operations

Figure 272: 1.5.2.7 Manage Handover to Resource Operations decomposition
Manage Handover to Resource Operations

Brief Description
Manage the processes involved in handover of deployed resource infrastructure to
operational control
The Manage Handover to Resource Operations processes 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.
Explanatory
Mandatory
Optional
Interactions

Co-ordinate Resource Operational Handover

Brief Description
These processes co-ordinate the processes involved in handover of deployed resource
Explanatory
Mandatory
Optional
Interactions
Validate Resource Infrastructure Design

Brief Description
These processes ensure that all operational and process performance design
requirements have been met by the installed resource infrastructure.
Explanatory
Mandatory
Optional
Interactions
Ensure Resource Handover Support

Brief Description
Explanatory
Mandatory
Optional
Interactions
1.5.3 Resource Development & Retirement
Figure 273: 1.5.3 Resource Development & Retirement decomposition
Resource Development & Retirement


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 Products are available to be
sold to customers. 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 leased from other parties. To ensure the
most efficient and effective solution can be used, negotiations on network level
agreements with other parties are paramount for both building and leasing.
These processes interact strongly with Product and Supply Chain Development
processes.
Explanatory
Mandatory
Optional
Interactions
Gather & Analyze New Resource Ideas

Brief 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
The Gather & Analyze New Resource Ideas processes 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, compare current resource classes with the identified
required resource classes, and as a result of the analysis develop new resource class
ideas.

Explanatory
Mandatory
Optional
Interactions
Assess Performance of Existing Resources

Brief Description
Analyze the performance of existing resources to identify inadequacies and required
improvements
The Assess Performance of Existing Resources processes 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.
Explanatory
Mandatory
Optional
Interactions
Develop New Resource Business Proposal

Brief Description
Develop and document business proposals for the identified new or enhanced Resource
ideas
The Develop New Resource Business Proposal processes 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 other parties 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 related parties.
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.
Explanatory
Mandatory
Optional
Interactions
Develop Detailed Resource Specifications

Brief Description
Develop and document the detailed resource-related technical, performance and
operational specifications, and manuals.
The Develop Detailed Resource Specifications processes 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
Explanatory

Mandatory
Optional
Interactions
Manage Resource Development

Brief Description
required resource classes/components capabilities for that business case across the
enterprise
The Manage Resource Development processes ensure the co-coordinated development
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),
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 other parties 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.
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 related parties are required, the Supply Chain
Capability Delivery process is used to deliver the necessary commercial arrangements
Explanatory
Mandatory

Optional
Interactions
Manage Resource Deployment

Brief Description
Ensure the co-coordinated deployment in line with the approved business proposal of
all required resource classes/components for that business proposal across the
enterprise.
The Manage Resource Deployment processes ensure the co-coordinated deployment in
line with the approved business case of all required resource classes/components for
resource class/component have been implemented. These processes ensure that
These processes ensure that the agreed other parties operational support has been
performed to assure that the new or enhanced resources comply with the
specifications. These processes have both program/project and management aspects.
Explanatory
Mandatory
Optional
Interactions
Manage Resource Exit

Brief Description
Identify existing resource classes which are unviable and manage the processes to exit
the Resource from the market.

The Manage Resource Exit processes identify existing 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
Explanatory
Mandatory
Optional
Interactions
1.5.3.1 Gather & Analyze New Resource Ideas
Figure 274: 1.5.3.1 Gather & Analyze New Resource Ideas decomposition

Gather & Analyze New Resource Ideas

Brief 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
The Gather & Analyze New Resource Ideas processes 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, compare current resource classes with the identified
required resource classes, and as a result of the analysis develop new resource class
ideas.
Explanatory
Mandatory
Optional
Interactions
Analyze Resource Classes

Brief Description
These processes undertake the necessary analysis to identify potential resource classes,
and compare current resource classes with the identified required service classes.
Explanatory
Mandatory
Optional

Interactions
Develop Resource Classes

Brief Description
These processes develop new resource class ideas. The new resource class ideas include
an analysis of the customer value proposition.
Explanatory
Mandatory
Optional
Interactions
1.5.3.3 Develop New Resource Business Proposal

Figure 275: 1.5.3.3 Develop New Resource Business Proposal decomposition
Develop New Resource Business Proposal

Brief Description
Develop and document business proposals for the identified new or enhanced Resource
ideas
The Develop New Resource Business Proposal processes 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 other parties 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 related parties.
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.

Explanatory
Mandatory
Optional
Interactions
Develop Resource Business Proposal

Brief Description
These processes 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
be produced. Potential related parties 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 related parties).
Explanatory
Mandatory
Optional
Interactions
Gain Resource Business Proposal Approval


Brief Description
These processes manage approval of the business proposal, and as a result of the
approval, necessary staff and other resources are made available.
Explanatory
Mandatory
Optional
Interactions
1.5.3.4 Develop Detailed Resource Specifications
Figure 276: 1.5.3.4 Develop Detailed Resource Specifications decomposition
Develop Detailed Resource Specifications

Brief Description
Develop and document the detailed resource-related technical, performance and
operational specifications, and manuals.
The Develop Detailed Resource Specifications processes 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
Explanatory
Mandatory
Optional
Interactions
Develop Detailed Resource Technical Specifications

Brief Description
These processes develop and document the required resource features for the systems
and network infrastructure. The processes ensure that all detailed specifications are
Explanatory
Mandatory
Optional
Interactions
Develop Detailed Resource Support Specifications


Brief Description
These processes develop and document the specific technology requirements and
selections required for the systems and network infrastructure. The processes ensure
that all detailed specifications are produced and appropriately documented.
Explanatory
Mandatory
Optional
Interactions
Develop Detailed Resource Operational Specifications

Brief Description
These processes develop and document the specific operational, and quality
requirements and support activities, and any resource specific data required for the
systems and network infrastructure required for the systems and network
infrastructure. The processes ensure that all detailed specifications are produced and
Explanatory
Mandatory
Optional
Interactions

Develop Detailed Resource Manuals

Brief Description
These processes develop and document the manuals. 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.
Explanatory
Mandatory
Optional
Interactions
1.5.3.5 Manage Resource Development
Figure 277: 1.5.3.5 Manage Resource Development decomposition
Manage Resource Development

Brief Description

required resource classes/components capabilities for that business case across the
enterprise
The Manage Resource Development processes ensure the co-coordinated development
in line with the approved business case of all required resource classes/components for
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 other parties 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.
product and offer development is managed within the Resource Capability Delivery
process.
Change Management process. If new related parties are required, the Supply Chain
Explanatory
Mandatory
Optional
Interactions
Identify Required Processes & Procedures for Resources

Brief Description
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 are identified.

Explanatory
Mandatory
Optional
Interactions
Develop Required Processes & Procedures for Resources

Brief Description
procedures, etc. required to support the new resource class/component are developed.
Explanatory
These processes ensure the co-coordinated development in line with the approved
business case of all required new or enhanced resource classes/components for that
business case across the enterprise. 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.
enhancements to existing resource classes, as the need to review operational and other
service development is managed within the Resource Capability Delivery process.
Change Management process. If new suppliers/partners are required, the Supply Chain
Mandatory

Optional
Interactions
Develop Service & Operational Agreements for Resources

Brief Description
agreements are developed for each resource class deployed, and that any other parties
operational support has been identified.
Explanatory
Mandatory
Optional
Interactions
Gain Service & Operational Agreements Approval for Resources

Brief Description
agreements are agreed for each resource class deployed, and that any other parties
operational support has been agreed.
Explanatory
Mandatory

Optional
Interactions
Produce Supporting Documentation & Training Packages for Resources

Brief Description
produced to support the operation of the new resource class.
Explanatory
Mandatory
Optional
Interactions
1.5.3.6 Manage Resource Deployment
Figure 278: 1.5.3.6 Manage Resource Deployment decomposition
Manage Resource Deployment

Brief Description
Ensure the co-coordinated deployment in line with the approved business proposal of
all required resource classes/components for that business proposal across the
enterprise.
The Manage Resource Deployment processes ensure the co-coordinated deployment in
line with the approved business case of all required resource classes/components for
resource class/component have been implemented. These processes ensure that
performed to assure that the new or enhanced resources comply with the
specifications. These processes have both program/project and management aspects.
Explanatory
Mandatory
Optional
Interactions
Manage Resource Process & Procedure Implementation

Brief Description
procedures, etc. required to support the new resource class/component have been
implemented.
Explanatory

Mandatory
Optional
Interactions
Manage Resource Operational Staff Training

Brief Description
These processes ensure that appropriate operational staff are identified and have
received the necessary training.
Explanatory
Mandatory
Optional
Interactions
Develop Resource Supplier/Partner Operational Support

Brief Description
implemented.
Explanatory
Mandatory

Optional
Interactions
Manage Resource Acceptance Testing

Brief Description
These processes ensure that acceptance testing is successfully performed to assure that
the new or enhanced resources comply with the specifications.
Explanatory
Mandatory
Optional
Interactions
1.5.3.7 Manage Resource Exit
Figure 279: 1.5.3.7 Manage Resource Exit decomposition
Manage Resource Exit

Brief Description
Identify existing resource classes which are unviable and manage the processes to exit
the Resource from the market.
The Manage Resource Exit processes identify existing 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
Explanatory
Mandatory
Optional
Interactions
Identify Unviable Resources

Brief Description
These processes analyze existing resource classes to identify economically or
strategically unviable classes.
Explanatory
Mandatory
Optional

Interactions
Identify Impacted Resource Customers

Brief Description
These processes identify products, services classes & customers impacted by any exit.
Explanatory
Mandatory
Optional
Interactions
Develop Resource Transition Strategies

Brief Description
These processes develop specific exit or migration strategies and develop resource
infrastructure transition and/or replacement strategies.
Explanatory
Mandatory
Optional
Interactions

Manage Resource Exit Process

Brief Description
These processes manage the operational aspects of the exit process.
Explanatory
Mandatory
Optional
Interactions
1.5.4 RM&O Support & Readiness
Figure 280: 1.5.4 RM&O Support & Readiness decomposition
RM&O Support & Readiness


Brief Description
Manage resource infrastructure to ensure 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, and for monitoring
and reporting on the capabilities and costs of the individual FAB processes.
RM&O Support & Readiness processes are responsible for managing resource
infrastructure to ensure 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, and for monitoring and reporting on the
capabilities and costs of the individual FAB processes.
Responsibilities of these processes include but are not limited to:
• Supporting the operational introduction of new and/or modified resource
infrastructure and conducting operations readiness testing and acceptance;
• Managing planned outages;
• Managing and ensuring the ongoing quality of the Resource Inventory;
• 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;
• Establishing and managing the workforce to support the eTOM processes
• Managing spares, repairs, warehousing, transport and distribution of resources and
consumable goods.
• Conducting Vulnerability Management;
• Conducting Threat Assessments;
• Conducting Risk Assessments;
• Conducting Risk Mitigation;
• Conducting Secure Configuration Activities
Explanatory
Mandatory
Optional
Interactions
Enable Resource Provisioning


Brief Description
Planning and deployment of new and/or modified resource infrastructure to ensure
availability of sufficient resource infrastructure to support the Resource Provisioning
processes, and monitoring, managing and reporting on the capability of the Resource
Provisioning processes.
The responsibilities of the Enable Resource Provisioning processes are twofold -
planning and deployment of new and/or modified resource infrastructure to ensure
• Forecasting at an operational level resource infrastructure volume requirements and
run-out timeframes;
resource infrastructure;
and operation of new and/or modified resource infrastructure;
• Creating, deploying, modifying and/or upgrading of resource infrastructure
deployment support tools (including Resource Inventory) and processes for new and/or
modified resource infrastructure;
• Developing and promulgating resource infrastructure capacity deployment rules and
controls;
• Authoring, reviewing and approving operational procedures developed by Resource
Development & Management processes prior to resource infrastructure deployment;
• Testing and acceptance of new and/or modified resource infrastructure as part of the
handover procedure from the Resource Development & Management processes to
Operations;
• Detecting resource infrastructure operational limitations and/or deployment
incompatibilities and providing requirements to address these aspects to Resource
• Scheduling, managing, tracking and monitoring of the roll-out, in accordance with
approved plans, of the approved new and/or modified resource infrastructure; •
Monitoring capacity utilization of deployed resource infrastructure to provide early
detection of potential resource infrastructure shortfalls;
• Monitoring of, and reporting on, resource infrastructure and resource instance
currency and version management;
• Reconfiguring and re-arranging under-utilized deployed resource infrastructure
;• Managing recovery and/or removal of obsolete or unviable resource infrastructure;
• Reporting on deployed resource infrastructure capacity;
• Tracking and monitoring of the Resource Provisioning Management processes and
associated costs (including where resource infrastructure is deployed and managed by
third parties), and reporting on the capability of the Resource Provisioning Management
processes;

• Establishing and managing resource provisioning notification facilities and lists to

support the Resource Provisioning notification and reporting processes
• Updating the Resource Inventory of any changes to the available resource
infrastructure capacity.
Explanatory
Mandatory
Optional
Interactions
Enable Resource Performance Management

Brief Description
Proactively monitoring and maintaining resource infrastructure, and monitoring,
managing and reporting on the capability of the Resource Performance Management
processes.
The responsibilities of the Enable Resource Performance Management processes are
twofold - support Resource Performance Management processes by proactively
monitoring and assessing resource infrastructure performance, and monitoring,
processes.

• Undertaking proactive monitoring regimes of resource infrastructure as required to

standards for resource instances to support the Resource Performance Management
processes;
• Undertaking trend analysis, and producing reports, of the performance of resource
• Monitoring and analyzing the resource instance analyses produced by the Resource

Performance Management processes to identify problems that may be applicable to the

resource infrastructure as a whole;
• Sourcing details relating to resource instance performance and analysis from the
• Logging the results of the analysis into the resource inventory repository;
• Establishing and managing resource performance data collection schedules, including
requests from Resource Performance
Management processes for additional data to support resource instance performance

analysis;
• Establishing and managing facilities to support management of planned resource
infrastructure and resource instance outages;
• Establishing, maintaining and managing the testing of resource performance control
plans to cater for anticipated resource performance disruptions;
• Tracking and monitoring of the Resource Performance Management processes and
third parties), and reporting on the capability of the Resource Performance
Management processes;
• Establishing and managing resource performance notification facilities and lists to
support the Resource Performance Management notification and reporting processes
• Supporting the Support Service Quality Management process.
Explanatory
Mandatory
Optional
Interactions
Support Resource Trouble Management

Brief Description
Proactively undertaking statistically driven preventative and scheduled resource


and reporting on the capability of the Resource Trouble Management processes.
The responsibilities of the Support Resource Trouble Management processes are
twofold - support Resource Trouble Management processes by proactively undertaking
statistically driven preventative and scheduled resource infrastructure maintenance
activities, and repair activities, and monitoring, managing and reporting on the
capability of the Resource Trouble Management processes.
These processes are responsible for ensuring that the resource infrastructure is working
resource instance trouble reports and performance reports to identify potential
resource infrastructure or resource instances requiring proactive maintenance and/or
replacement;
• Requesting scheduling of additional resource instance data collection to assist in the
analysis activity;
• Requesting scheduling of resource instance performance testing to assist in analysis
activity;
• Developing and managing resource infrastructure and resource instance proactive
• Requesting resource provisioning activity to prevent anticipated resource troubles
• Reporting outcomes of trend analysis to Resource Development & Management
processes to influence new and/or modified resource infrastructure development;
• Establishing and managing resource instance spares holding facilities, including
arrangements with other parties for vendor managed spares (the actual commercial
agreement is negotiated using Supply Chain Development & Management processes);
• Management of issuing and re-stocking of spares;
• Establishing and managing resource instance return and repair programs and
associated processes, including both service provider and other parties repair activities;
• Tracking and monitoring of the Resource Trouble Management processes and
third parties), and reporting on the capability of the Resource Trouble Management
processes;
• Establishing and managing resource trouble notification facilities and lists to support
the Resource Trouble Management notification and reporting processes
Explanatory
Mandatory

Optional
Interactions
Enable Resource Data Collection & Distribution

Brief Description
Administering and management of the processes which enable the effective operation
of the resource data collection and data distribution network, and monitoring,
managing and reporting on the capability of the Resource Data Collection & Distribution
processes.
The responsibilities of the Enable Resource Data Collection & Distribution processes are
twofold - administering and management of the processes which enable the effective
operation of the resource data collection and data distribution infrastructure, and
monitoring, managing and reporting on the capability of the Resource Data Collection &
Distribution processes.
The Resource Data Collection & Distribution processes may be either scheduled
activities, or may be triggered as a result of ad-hoc events.
• Administering and managing the scheduling of resource data collection and resource
data distribution;
• Managing the registration and access control processes used by other processes to
gain access to the collected resource data;
download resource data to be distributed to identified resource instances;
• Establishing and managing resource data storage facilities, and associated
management processes, within the resource data collection and resource data
distribution infrastructure, to be used as temporary data holding facilities as required;
• Tracking and monitoring of the Resource Data Collection and Distribution processes
and associated costs, and reporting on the capability of the Resource Data Collection
and Distribution processes
• Identifying any technical driven shortcomings of the resource data collection and
resource data distribution infrastructures, and providing input to Resource
Development & Management processes to rectify these issues.
Note that the underlying resource infrastructure used for the actual transport of

resource data are managed as appropriate by other processes within the Resource-Ops
and Resource-SIP horizontal process groupings
Explanatory
Mandatory
Optional
Interactions
Manage Resource Inventory

Brief Description
Establish, manage and administer the enterprise's resource inventory, as embodied in
the Resource Inventory Database, and monitor and report on the usage and access to
the resource inventory, and the quality of the data maintained in it
The responsibilities of the Manage Resource Inventory processes are twofold - establish,
manage and administer the enterprise’s resource inventory, as embodied in the
Resource Inventory Database, and monitor and report on the usage and access to the
resource inventory, and the quality of the data maintained in it.
The resource inventory maintains records of all resource infrastructure and resource
instance configuration, version, and status details. It also records test and performance
results and any other resource related- information, required to support Resource-Ops
and other processes.
The resource inventory is also responsible for maintaining the association between
service instances and resource instances, created as a result of the Resource
Provisioning Management processes.
resource infrastructure and resource instances;
• Identifying, establishing and maintaining resource inventory repository facilities;
• Establishing and managing the resource inventory management and information
capture processes;
create, modify, update, delete and/or download resource data to and from the resource
inventory;
• Ensuring the resource inventory repository accurately captures and records all

identified resource infrastructure and resource instance details, through use of

automated or manual audits;
• Tracking and monitoring of the usage of, and access to, the resource inventory
• Identifying any technical driven shortcomings of the resource inventory repository,
issues.
Explanatory
Mandatory
Optional
Interactions
Manage Logistics
Brief Description
Manage and control warehousing, stock level management, physical distribution and
transport of purchased resources and consumable goods.
The responsibility of the Manage Logistics processes is twofold - manage and control
warehousing, stock management, physical distribution and transport of purchased
resources and consumable goods, and monitoring, managing and reporting on the
capability of the Manage Logistics processes.
These processes are applicable for both resources managed by the processes in the
Resource-Ops processes as well as the myriad of consumable goods used by the
enterprise in its day-to-day activities, such as paper, stationery, etc.
These processes manage all operational processes associated with the storage and
distribution of purchased resources and consumable goods from the other parties. In
addition, these processes are responsible for initiating orders for consumable goods,
spare parts and for monitoring and reporting on progress of consumable goods orders.
The actual order placed is managed through the appropriate party management
processes.
These purchased items may be temporarily stored in enterprise, vendor or third party
managed warehouses before being delivered to smaller distribution points, or being

delivered direct to site. Or alternatively they may be delivered directly to site from
specific party's facilities.
These processes are responsible for determining the distribution path for individual
resources and consumable goods.
These processes are responsible for the internal operational processes associated with
managing a warehouse including aspects such as yard management, dock management,
pick management, etc. These processes track all goods stored in the warehouse from
the time of inward delivery to outwards dispatch.
These processes manage the co-ordination and control of transport infrastructure,

including land, air and sea transport capabilities. The transport may be owned and
managed by the enterprise, the vendor or a third-party. Different parties may be
responsible for different aspects of the overall end-end transport requirements, i.e., a
vendor may deliver to a warehouse, and another party from the warehouse to site.
These processes are responsible for determining truck loads, distribution routes, etc.
To the extent that the above processes are managed by other party, the enterprise
processes are responsible for initiating requests, and for monitoring, tracking and
reporting on the operation of the other party.
Each of the above processes has sub-processes responsible for:
• Managing the registration and access control processes that enable enterprise
processes to create, modify, update, delete and/or download individual requests into
other party systems associated with any of the above processes;
• Managing the registration and access control processes that enable other party
processes to create, modify, update, delete and/or download relevant details into
enterprise systems associated with any of the above processes;
• Managing of issuing and re stocking of spares;
• Tracking and monitoring of the usage of, and access to, the specific process and
associated costs of the specific processes, and reporting on the findings
• Identifying any technical driven shortcomings of the specific automated support
capabilities, and providing input to Resource Development & Management processes to
Explanatory
Mandatory
Optional

Interactions
Manage Number Portability

Brief Description
The Manage Number Portability process is responsible for receiving, managing and
tracking number portability requests issued by customer orders or a third CSP.
tracking number portability requests issued by customer orders or a third CSP. The
number portability process allows the execution of different types of portability such as
Port In, Port Out, Port Over and Retirement from Number Portability.

• Issuing and reception of number portability requests
• Modifying number portability request status
• Validating number portability requests
• Modifying or canceling open number portability requests
• Undertaking necessary tracking of the execution process
• Adding additional information to number portability request
• Reporting the completion status of number portability request
• Receiving portability requests from a third CSP
• Scheduling number portability request
• Managing the communication flow with Number Portability Clearinghouse
• Implementing business rules
• Implementing regulatory policies
• Determining the number portability feasibility
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

1.5.4.1 Enable Resource Provisioning
Figure 281: 1.5.4.1 Enable Resource Provisioning decomposition
Enable Resource Provisioning

Brief Description
Planning and deployment of new and/or modified resource infrastructure to ensure
The responsibilities of the Enable Resource Provisioning processes are twofold -
planning and deployment of new and/or modified resource infrastructure to ensure
run-out timeframes;
resource infrastructure;
controls;

Operations;
approved plans, of the approved new and/or modified resource infrastructure; •
Monitoring capacity utilization of deployed resource infrastructure to provide early
;• Managing recovery and/or removal of obsolete or unviable resource infrastructure;
• Reporting on deployed resource infrastructure capacity;
processes;
support the Resource Provisioning notification and reporting processes
Explanatory
Mandatory
Optional
Interactions
Plan & Forecast Resource Infrastructure Requirements and Manage Capacity

Planning
Brief Description
resource infrastructure

resource infrastructure to ensure availability of sufficient resource infrastructure to
support the Resource Provisioning processes. This includes:
run-out timeframes;
resource infrastructure.
Explanatory
Mandatory
Optional
Interactions
Establish, Manage, and Develop Organization, Tools and Processes

Brief Description
Establishing, Creating, Managing, and developing organization, Tools and processes for
operations of new/or modified resource infrastructure.
Explanatory
Mandatory
Optional
Interactions

Develop and Implement Capacity and Operational Rules and Procedures

Brief Description
Developing and implementing the capacity deployment rules and administrating the
infrastructure operational procedures.
controls;
Explanatory
Mandatory
Optional
Interactions
Perform Acceptance Test and Address & Monitor the Change

Brief Description
Performing acceptance test during the hand over process of new and/or modified
resource infrastructure. Also monitoring the new and/or modified infrastructure and
addressing the operational limitations.
Operations;
Explanatory
Mandatory

Optional
Interactions
Track & Supervise the Rollout of new and/or Modified Infrastructure

Brief Description
Supervising the rollout activities of new and/or modified resource infrastructure.
approved plans, of the approved new and/or modified resource infrastructure;
Explanatory
Mandatory
Optional
Interactions
Monitor, Report and Release Mgmt. of Resource Infrastructure and Capacity

Utilization
Brief Description
Monitoring and reporting the capacity utilization of existing infrastructure.
• Monitoring capacity utilization of deployed resource infrastructure to provide early
Explanatory
Mandatory

Optional
Interactions
Optimize Existing Resource Infrastructure Utilization

Brief Description
Optimizing the infrastructure capacity utilization.
Explanatory
Mandatory
Optional
Interactions
Track, Monitor and Report Resource Provisioning

Brief Description
Tracking and monitoring the resource provisioning processes and provide the reporting
support.
processes;
support the Resource Provisioning notification and reporting processes;
Explanatory

Mandatory
Optional
Interactions
Update Inventory Record

Brief Description
Updating the inventory record.
Explanatory
Mandatory
Optional
Interactions
1.5.4.2 Enable Resource Performance Management

Figure 282: 1.5.4.2 Enable Resource Performance Management decomposition

Brief Description
Proactively monitoring and maintaining resource infrastructure, and monitoring,
processes.
The responsibilities of the Enable Resource Performance Management processes are
twofold - support Resource Performance Management processes by proactively
monitoring and assessing resource infrastructure performance, and monitoring,
processes.


processes;

Management processes for additional data to support resource instance performance

analysis;
Explanatory
Mandatory
Optional
Interactions
Monitor & Manage Regulatory Issues

Brief Description
Proactively monitoring and dealing regulatory issues to ensure the ongoing performance
of resource infrastructure.

Explanatory
Mandatory
Optional
Interactions
Establish and Maintain Performance Threshold Standards

Brief Description
Establishing and maintaining the rules and standards for performance threshold
processes;
Explanatory
Mandatory
Optional
Interactions
Undertake Performance Trend Analysis

Brief Description
Analyzing the performance trends to identify the performance degradation.

Explanatory
Mandatory
Optional
Interactions
Monitor and Analyze Resource Performance Reports, and Identify Issues

Brief Description
Review the resource performance management operational report prepared by
resource performance management processes.
Explanatory
Mandatory
Optional
Interactions
Correlate the Performance Problem Reports & Manage Inventory Repository

Brief Description
Correlating the Performance issues identified based on the performance report review
and logging the results in inventory repository.

Explanatory
Mandatory
Optional
Interactions
Manage Resource Performance Data Collection

Brief Description
Developing and managing the resource performance data collection schedules and
supporting the monitoring activities to gather the resource performance data.
• Management processes for additional data to support resource instance performance

analysis;
Explanatory
Mandatory
Optional
Interactions
Establish, Maintain and Manage the Support Plans

Brief Description
Establishing and managing the support facilities and maintaining the testing activities of
resource performance control plans.
Explanatory
Mandatory
Optional
Interactions
Assess and Report Resource Performance Management Processes

Brief Description
Track, monitor and assess the resource performance management processes and
Explanatory
Mandatory
Optional
Interactions

Provide Supporting Procedures and Quality Management Support

Brief Description
management support for resource performance management processes.
Explanatory
Mandatory
Optional
Interactions
1.5.4.3 Support Resource Trouble Management
Figure 283: 1.5.4.3 Support Resource Trouble Management decomposition
Support Resource Trouble Management

Brief Description

The responsibilities of the Support Resource Trouble Management processes are
twofold - support Resource Trouble Management processes by proactively undertaking
statistically driven preventative and scheduled resource infrastructure maintenance
activities, and repair activities, and monitoring, managing and reporting on the
capability of the Resource Trouble Management processes.
These processes are responsible for ensuring that the resource infrastructure is working
replacement;
analysis activity;
activity;
processes;
Explanatory
Mandatory
Optional

Interactions
Manage Resource Trouble & Performance Data Collection

Brief Description
Reviewing the trend analysis and undertaking the analysis of trouble and performance
report to identify the necessary preventative activities.
replacement;
Explanatory
Mandatory
Optional
Interactions
Manage Resource Infrastructure, Provisioning and Preventive Maintenance

Schedules
Brief Description
analysis activity;
activity;


Explanatory
Mandatory
Optional
Interactions
Create Report
Brief Description
Proactively generating reports based on the trend analysis.
Explanatory
Mandatory
Optional
Interactions
Establish Warehouse and Manage Spares Including other Parties

Brief Description
Establishing and managing the spares houses and managing the spares including other
parties spares.

Explanatory
Mandatory
Optional
Interactions
Track, Monitor and Manage RTM Processes Including other Parties

Brief Description
Track, monitor and assess the resource performance management processes and
processes;
Explanatory
Mandatory
Optional
Interactions
Provide Support for RTM and SPM Processes


Brief Description
management support for resource trouble management processes.
Explanatory
Mandatory
Optional
Interactions
1.5.4.4 Enable Resource Data Collection & Distribution
Figure 284: 1.5.4.4 Enable Resource Data Collection & Distribution decomposition
Enable Resource Data Collection & Distribution

Brief Description
Administering and management of the processes which enable the effective operation
of the resource data collection and data distribution network, and monitoring,
managing and reporting on the capability of the Resource Data Collection & Distribution
processes.

The responsibilities of the Enable Resource Data Collection & Distribution processes are
twofold - administering and management of the processes which enable the effective
operation of the resource data collection and data distribution infrastructure, and
monitoring, managing and reporting on the capability of the Resource Data Collection &
The Resource Data Collection & Distribution processes may be either scheduled
activities, or may be triggered as a result of ad-hoc events.
data distribution;
and Distribution processes
Note that the underlying resource infrastructure used for the actual transport of
resource data are managed as appropriate by other processes within the Resource-Ops
and Resource-SIP horizontal process groupings
Explanatory
Mandatory
Optional
Interactions
Manage and Administer Resource Data Collection and Distribution

Brief Description
Administering and managing the processes which enable the effective operation of the
resource data collection and data distribution network.
data distribution;
Explanatory
Mandatory
Optional
Interactions
Manage Resource Data Storage Facilities and Associated Processes

Brief Description
Establishing, managing and maintaining the supporting facilities.
Explanatory
Mandatory
Optional
Interactions

Track, Monitor and Report Resource Data Collection Processes and Capabilities
Brief Description
Monitoring, managing and reporting on the capability of the Resource Data Collection &
and Distribution processes;
Explanatory
Mandatory
Optional
Interactions
Identify Data Collection Issues and Report

Brief Description
Managing and Identifying any Data Collection capability issues and providing warnings.
Explanatory
Mandatory
Optional
Interactions

1.5.4.5 Manage Resource Inventory
Figure 285: 1.5.4.5 Manage Resource Inventory decomposition
Manage Resource Inventory

Brief Description
Establish, manage and administer the enterprise's resource inventory, as embodied in
the Resource Inventory Database, and monitor and report on the usage and access to
the resource inventory, and the quality of the data maintained in it
The responsibilities of the Manage Resource Inventory processes are twofold - establish,
manage and administer the enterprise’s resource inventory, as embodied in the
Resource Inventory Database, and monitor and report on the usage and access to the
resource inventory, and the quality of the data maintained in it.
The resource inventory maintains records of all resource infrastructure and resource
instance configuration, version, and status details. It also records test and performance
results and any other resource related- information, required to support Resource-Ops
and other processes.
The resource inventory is also responsible for maintaining the association between
service instances and resource instances, created as a result of the Resource
Provisioning Management processes.


capture processes;
inventory;
• Ensuring the resource inventory repository accurately captures and records all
identified resource infrastructure and resource instance details, through use of
automated or manual audits;
• Identifying any technical driven shortcomings of the resource inventory repository,
issues.
Explanatory
Mandatory
Optional
Interactions
Manage Resource Inventory Database and Processes

Brief Description
Establishing, managing and administering the enterprise's resource inventory,
capture processes;
inventory;
Explanatory

Mandatory
Optional
Interactions
Track and Monitor Resource Repository Capabilities

Brief Description
Monitoring and reporting on the usage and access to the resource inventory, and the
quality of the data maintained in it.
repository and associated costs, and reporting on the findings;
Explanatory
Mandatory
Optional
Interactions
Identify Repository Issues and Provide Reports and Warnings

Brief Description
Managing and Identifying any Inventory Repository issues and providing warnings.
· Identifying any technical driven shortcomings of the resource inventory repository, and
issues.
Explanatory

Mandatory
Optional
Interactions
1.5.4.7 Manage Logistics
Figure 286: 1.5.4.7 Manage Logistics decomposition
Manage Logistics
Brief Description
Manage and control warehousing, stock level management, physical distribution and
transport of purchased resources and consumable goods.
The responsibility of the Manage Logistics processes is twofold - manage and control
warehousing, stock management, physical distribution and transport of purchased
resources and consumable goods, and monitoring, managing and reporting on the
capability of the Manage Logistics processes.
These processes are applicable for both resources managed by the processes in the
Resource-Ops processes as well as the myriad of consumable goods used by the
enterprise in its day-to-day activities, such as paper, stationery, etc.
These processes manage all operational processes associated with the storage and
distribution of purchased resources and consumable goods from the other parties. In
addition, these processes are responsible for initiating orders for consumable goods,

spare parts and for monitoring and reporting on progress of consumable goods orders.
The actual order placed is managed through the appropriate party management
processes.
These purchased items may be temporarily stored in enterprise, vendor or third party
managed warehouses before being delivered to smaller distribution points, or being
delivered direct to site. Or alternatively they may be delivered directly to site from
specific party's facilities.
These processes are responsible for determining the distribution path for individual
resources and consumable goods.
These processes are responsible for the internal operational processes associated with
managing a warehouse including aspects such as yard management, dock management,
pick management, etc. These processes track all goods stored in the warehouse from
the time of inward delivery to outwards dispatch.
These processes manage the co-ordination and control of transport infrastructure,

including land, air and sea transport capabilities. The transport may be owned and
managed by the enterprise, the vendor or a third-party. Different parties may be
responsible for different aspects of the overall end-end transport requirements, i.e., a
vendor may deliver to a warehouse, and another party from the warehouse to site.
These processes are responsible for determining truck loads, distribution routes, etc.
To the extent that the above processes are managed by other party, the enterprise
processes are responsible for initiating requests, and for monitoring, tracking and
reporting on the operation of the other party.
Each of the above processes has sub-processes responsible for:
• Managing the registration and access control processes that enable enterprise
processes to create, modify, update, delete and/or download individual requests into
other party systems associated with any of the above processes;
• Managing the registration and access control processes that enable other party
processes to create, modify, update, delete and/or download relevant details into
enterprise systems associated with any of the above processes;
• Managing of issuing and re stocking of spares;
• Tracking and monitoring of the usage of, and access to, the specific process and
Explanatory

Mandatory
Optional
Interactions
Manage Warehousing
Brief Description
Manage all operational processes associated with the storage and distribution of
purchased resources and consumable goods from the specific party.
• Manage all operational processes associated with the storage and distribution of
purchased resources and consumable goods from the other parties.
• Determining the distribution path for individual resources and consumable goods.
• Responsible for the internal operational processes associated with managing a
warehouse including aspects such as yard management, dock management, pick
management,
Explanatory
Mandatory
Optional
Interactions
Manage Orders
Brief Description
Initiating orders for consumable goods, spare parts and for monitoring and reporting on
progress of consumable goods orders. The actual order placed is managed through the
appropriate party management processes.

These processes are responsible for initiating orders for consumable goods, spare parts
and for monitoring and reporting on progress of consumable goods orders. The actual
order placed is managed through the appropriate party management processes.
Explanatory
Mandatory
Optional
Interactions
Track and Monitor Logistics and Manage Resource Inventory

Brief Description
Tracking and monitoring of the usage of, and access to, the specific process and
Managing the registration and access control processes that enable supplier and/or
third party processes to create, modify, update, delete and/or download relevant details
into inventory systems associated with any of the above processes;
Explanatory
Mandatory
Optional
Interactions
Identify Logistic Issues and Provide Reports


Brief Description
Identifying any technical driven shortcomings of logistic processes and provide the
report to resource development and management processes.
Explanatory
Mandatory
Optional
Interactions
1.5.4.7 Manage Number Portability
Figure 287: 1.5.4.7 Manage Number Portability decomposition
Manage Number Portability

Brief Description
tracking number portability requests issued by customer orders or a third CSP.
tracking number portability requests issued by customer orders or a third CSP. The

number portability process allows the execution of different types of portability such as
Port In, Port Out, Port Over and Retirement from Number Portability.

• Issuing and reception of number portability requests
• Modifying number portability request status
• Validating number portability requests
• Undertaking necessary tracking of the execution process
• Receiving portability requests from a third CSP
• Managing the communication flow with Number Portability Clearinghouse
• Determining the number portability feasibility
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Create Port In Request

Brief Description
The Create Port In Request is responsible for receiving and process Port In requests
issued by customer orders.
The Create Port In Request is responsible for receiving and process Port In requests
issued by customer orders. The process allows a customer to come up with his/her
number from a third CSP.
• Issuing and reception of Port In request
• Validating Port In request

• Adding additional information to Port In request

• Managing Port In communication flow with Number Portability Clearinghouse
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Receive Port Out Request

Brief Description
The Receive Port Out Request is responsible for receiving and process Port Out requests
issued by a third CSP.
The Receive Port Out Request is responsible for receiving and process Port Out requests
issued by a third CSP through the Number Portability Clearinghouse. The process allows
a customer to port his/her number to a third CSP.
• Receiving Port Out request
• Accepting or Rejecting Port Out request
• Adding additional information to Port Out request
• Managing Port Out communication flow with Number Portability Clearinghouse
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Receive Port Over Request

Brief Description
The Receive Port Over Request process is responsible for receiving notifications of
number portability between third CSPs.
The Receive Port Over Request process is responsible for receiving notifications of
number portability between third CSPs. The process allows notify other systems or
applications about number portability processes between third CSPs for different.
• Receiving Port Over notifications
• Reporting Port Over notifications to other systems or applications
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Retire from Number Portability

Brief Description
The Retire from Number Portability process is responsible for issuing and receiving
requests for Number Portability Retirement.
The Retire from Number Portability process is responsible for issuing and receiving
requests for Number Portability Retirement. This process allows to send back telephone
numbers that were previously ported in, and receive telephone numbers that were
previously ported out.
• Issuing Retirement request to send back previously ported in telephone numbers
• Receiving Retirement request of previously ported out telephone numbers
• Validating Retirement request
Explanatory
N/A

Mandatory
N/A
Optional
N/A
Interactions
N/A
Track & Manage Number Portability Requests

Brief Description
This process ensures that the portability activities are assigned, managed and tracked
efficiently in order to meet the business rules and regulatory policies.
The purpose of the Track & Manage Number Portability Requests is to ensure that the
portability activities are assigned, managed and tracked efficiently in order to meet the
business rules and regulatory policies.
• Modifying the number portability request status
• Validating number portability request
• Modifying or canceling open number portability request
• Undertaking necessary tracking of the execution progress
• Generating number portability reports
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

1.5.4.7.5 Track & Manage Number Portability Requests
Figure 288: 1.5.4.7.5 Track & Manage Number Portability Requests decomposition
Track & Manage Number Portability Requests

Brief Description
This process ensures that the portability activities are assigned, managed and tracked
efficiently in order to meet the business rules and regulatory policies.
The purpose of the Track & Manage Number Portability Requests is to ensure that the
portability activities are assigned, managed and tracked efficiently in order to meet the
business rules and regulatory policies.
• Validating number portability request
• Modifying or canceling open number portability request
• Undertaking necessary tracking of the execution progress


Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Track Number Portability Requests

Brief Description
Undertake necessary tracking of the execution process, modify the number portability
request status and monitor the jeopardy status of open portability requests to ensure
that any open number portability request in jeopardy are identified and reported. This
process is necessary to meet the business rules and regulatory policies.
Undertake necessary tracking of the execution process, modify the number portability
request status and monitor the jeopardy status of open portability requests to ensure
that any open number portability request in jeopardy are identified and reported.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Manage Number Portability Requests

Brief Description
The Manage Number Portability Requests process ensures that the portability activities
are assigned and managed efficiently and effectively.
The Manage Number Portability Requests process ensures that the portability activities
are assigned and managed efficiently and effectively.
• Managing communication flow with Number Portability Clearinghouse
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.5.5 Workforce Management
Figure 289: 1.5.5 Workforce Management decomposition
Workforce Management

Brief Description
Managing the staff performing manual activities along with managing the actual activity
being performed.
"Note: The current focus of the Manage Workforce processes is field Staff and others
managed through work orders, etc. There is opportunity for further study in subsequent
releases of eTOM, including:
•types and positioning of workforce (field technicians, services representatives, etc.),
•other enterprise activities and other management of staff,
•decomposition and normalization considering information being acted on.
•
The responsibilities of the Manage Workforce processes is to manage the lifecycle of
work assignments or work orders carried out by the workforce. This will include
managing the workforce staff (directly or indirectly) employed by, or operating as part
of, the enterprise (i.e. technicians, clerks, managers, etc.) that are assigned to, and
perform the work specified. The staff directly managed by these processes include all
employees, contractors and who are paid by the enterprise. The staff indirectly
managed by these processes includes all employees, consultants and contractors paid
by third parties who have commercial arrangements with the enterprise. In the cases
where the third parties own and manage the service and/or resource infrastructure the
Manage Workforce processes are responsible for requesting activities to be performed
rather than directly assigning specific staff. The Manage Workforce processes also
enable reporting and monitoring of assigned activities. Responsibilities of these
processes include, but are not limited to:
•Establishing and managing work assignment queues through which requests for work
activities are received from eTOM processes;
•Establishing and managing staff lists, containing details about assignable staff such as
location, skills, availability for assignment etc.;
•Establishing, managing and distributing individuals work assignments to staff outlining
the daily, or other time breadth, work assignments;
•Establishing and managing fast-track and jeopardy re-assignment capabilities to allow
for modification of work assignments as required to meet jeopardy or other high priority
conditions;
•Managing appointment schedules, including viewing and scheduling of appointments;
•Managing work orders, including issuance and closure;
•Forecasting assignable staffing requirements on a daily, weekly and longer period
basis, based on historic work volume records, and forecast activity volumes;
•Determining work activity time estimates for all known work activities, based on actual
historic results or on forward estimates, to be used as a parameter for scheduling work
rosters;
•Establishing and managing recall capabilities to allow for out-of-hours staff recall in the
event of unforeseen circumstances;
•Managing the registration and access control processes that enable processes to

create, modify, update, delete and/or download scheduling and work assignment data
to and from the workforce management system(s);
•Establishing and managing information transfer between the enterprise workforce
management system(s) and those of external third parties (when the infrastructure is
owned and operated by third parties);
•Ensuring workforce management system(s) accurately captures and records all
assignment and work scheduling details, through use of automated or manual audits;
•Tracking and monitoring of the usage of, and access to, the workforce management
system(s) and associated costs of the Manage Workforce processes, and reporting on
the findings
•Identifying any technical driven shortcomings of the workforce management system(s),
issues.•
Explanatory
Mandatory
Optional
Interactions
Manage Schedules & Appointments

Brief Description
Manages the appointment schedule of assignable staff.
The responsibilities of the Manage Appointment Schedule processes include the ability
to view the availability of appropriate assignable staff as well as being able to schedule
an appointment. Both the viewing and the scheduling may be based on availability of a
collection of staff and not a specific person. Similarly, times could be windows of time
(i.e. - AM or PM) or a specific time.
Explanatory
Mandatory
Optional

Interactions
Plan and Forecast Workforce Management

Brief Description
This process is responsible for planning and forecasting future workload and workforce
availability demands and for making adjustments based on reports and forecasts.
Plan and Forecast Workforce processes are responsible for planning and forecasting the
workload of manual activities to be assigned to technicians within the enterprise and/or
third parties.

•{T}Forecasting the future demand for workforces based on work order statistics
•{T}Forecasting the workload and respective assignable staffing requirements on a daily,
weekly, and longer period basis, based on workload history, considering special events
(extraordinary activities), staff vacation considerations, and distributing the available
workforce in order to best meet the estimated load
•{T}Making adjustments, whenever necessary, to the estimated load:
•{T}Adjust duration estimates for all known work activities, based on actual historic
results or on forward estimates
Explanatory
Mandatory
Optional
Interactions
Administer and Configure Workforce Management

Brief Description
Performing the activities necessary to configure a variety of workforce management
catalogs and settings required to assure that the assignable workforce is properly and
efficiently utilized.

The Administer and Configure Workforce Management processes perform the activities
required to configure a variety of workforce management catalogs and settings required
to assure that the assignable workforce is properly and efficiently utilized, and is
positioned to get the required work assigned and completed within the required time
frame. Administer and Configure Workforce Management scope includes the following:
•{T}Classifying different types of manual activities, including association with required
skill sets and job code descriptions
•{T}Managing work order specifications and their structure filled with sequences of
dependent work items. A work order can be decomposed into elementary parts that can
be completed by different people in different places and at different times. These
elementary pieces of work are called work items.
•{T}Managing individual technicians, allocating them to various workforce groups
(workforce pools, crews, etc.) and associating them with aggregations of skills they
possess, locations they cover, etc. This also includes potential "borrowing" of staff from
one group to another.
•{T}Establishing and managing organization lists, containing organizational charts,
serving area covered, etc.
•{T}Consolidating employee and/or third-party working hours on a specific timeframe
basis (day, week, month) including management of various types of events; providing
this information to the Financial Management process for generating payroll and/or to
the other parties Settlement & Payments Management process for paying third parties.
•{T}Enabling and managing recall capabilities to allow for out-of-hours staff recall in the
event of unforeseen circumstances
•{T}Administering the appointment schedule, including the hours of operation of the
schedule, number of appointments allowed within a certain time block, etc.
•{T}Setting up and configuring the information transfer and integration with third-party
systems
Explanatory
Mandatory
Optional
Interactions
Report Workforce Management


Brief Description
This process is responsible for monitoring the use of workforces, their KPIs, etc.
•{T}Preparing the statistical data on quality, productivity, and efficiency for the services
performed by the involved employees and/or third parties. These processes record,
analyze, and assess work order status changes to provide specialized summaries of the
efficiency and effectiveness of the overall Workforce Management processes. These
specialized summaries can be specific reports required by specific audiences.
•{T}Reporting on the use of, and access to, the workforce management system(s) and
associated costs of the Workforce Management processes.
Explanatory
Mandatory
Optional
Interactions
Manage Work Order Lifecycle

Brief Description
•{T}Issuing correct and complete work orders
•{T}Decomposing a work order into elementary work items
•{T}Managing task assignments
•{T}Tracking and managing dispatching
•{T}Manually executing an order by an assignee
•{T}Monitoring the execution of assigned activities, including the various states of
dispatch, complete, suspend, cancel, etc. as well as requesting work reassignments
•{T}Establishing and managing fast-track and jeopardy re-assignment capabilities to
allow for modification of work assignments as required to meet jeopardy or other high
priority conditions
•{T}Closing a work order when the manual activities assigned to employees and/or third
parties have been completed
•{T}Supporting proactive and dynamic responses by executing and analyzing operational
reports
A Work Order is an aggregation of jobs that are to be completed to achieve some

business goal: to provide a customer service, to fix a problem, etc. Work Order Lifecycle
Management processes are responsible for processing and monitoring the execution of
a work order through its entire lifecycle, from issuance to closing. This includes, among
other steps, validation, analysis, and decomposing a work order into work items,
aggregating them, and assigning them to employees and/or third parties. These
processes also detect problems with completing the work, and requesting Work Order
reassignment to reallocate manual activities to solve the issue.
It should be noted that the Work Order execution sub process (by a field technician) is
not explicitly covered here, but rather its monitoring is the responsibility of the Track
and Manage work order sub process.
Explanatory
Mandatory
Optional
Interactions
1.5.5.1 Manage Schedules & Appointments
Figure 290: 1.5.5.1 Manage Schedules & Appointments decomposition
Manage Schedules & Appointments

Brief Description
The responsibilities of the Manage Appointment Schedule processes include the ability
to view the availability of appropriate assignable staff as well as being able to schedule
an appointment. Both the viewing and the scheduling may be based on availability of a
collection of staff and not a specific person. Similarly, times could be windows of time
(i.e. - AM or PM) or a specific time.
Explanatory
Mandatory
Optional
Interactions
Workforce Management Schedule

Brief Description
This process is responsible for keeping the schedule of available workforce actualized,
recalculating the availability schedule, and synchronizing actual workforce schedules
with third parties based on information about reserved and available units.
This process is responsible for keeping the schedule of the available workforce
actualized, recalculating the availability schedule and synchronizing actual workforce
schedules with third parties based on information about reserved and available units.
The Workforce Management Schedule scope includes the following:

•{T}Tracking and managing workforce schedules, reflecting the actual information on
workforce availability. Exchanging this information with involved third parties
•{T}Gathering and providing actual information on working hours to the Financial
Management process for generating the payroll and/or to the Party Settlement &
Payments Management process for paying third parties
•{T}Managing the registration and access control processes that enable processes to

create, modify, update, delete, and/or download scheduling and work assignment data
to and from the workforce management system(s)
•{T}Ensuring that the workforce management system(s) accurately captures and records
all assignment and work scheduling details, through use of automated or manual audits
Explanatory
Mandatory
Optional
Interactions
Determine Work Schedule

Brief Description
This process answers inquiries about available work capacity for a given time slot.
This process is responsible for answering inquiries from other processes (like Customer-
Ops), given a particular work task, about what timeframes the work can be performed
in, considering dependencies between work tasks. This process does not look for a
particular executor, but checks available work capacity in a particular time interval.
Explanatory
Mandatory
Optional
Interactions
Manage Reservations
Brief Description
This process is responsible for managing workforce reservations.

This process is responsible for managing workforce reservations. Once the reservation is
made for a work item, this work item is scheduled (not necessarily assigned yet).
The scope of Manage Reservations includes the following:
•{T}Creating, modifying, and deleting workforce reservations for particular work items,
taking into account dependencies between them
•{T}Confirming, canceling, or expiring workforce reservations, including defining the
reservation expiration period
Explanatory
Mandatory
Optional
Interactions
Manage Appointments
Brief Description
This process is responsible for managing the schedule of appointments which are formal
arrangements with customers about planned site visits. Appointments are associated
with particular work items to be done. The responsibilities of the Manage Appointment
Schedule process include the ability to view the availability of appropriate assignable
staff as well as the ability to schedule an appointment. Both the viewing and the
scheduling may be based on workforce availability and skill and not a specific person.
Similarly, times can be windows of time (i.e. AM or PM) or a specific time.
Manage Appointment Schedule scope includes the following:
•{T}Creating and canceling appointments, including required coordination with the
customer or request to Customer-Ops systems, for such coordination and updates
•{T}In-flight modification, rescheduling, and cancellation of appointments
Explanatory
Mandatory

Optional
Interactions
1.5.5.4 Plan and Forecast Workforce Management
Figure 291: 1.5.5.4 Plan and Forecast Workforce Management decomposition
Plan and Forecast Workforce Management

Brief Description
This process is responsible for planning and forecasting future workload and workforce
availability demands and for making adjustments based on reports and forecasts.
Plan and Forecast Workforce processes are responsible for planning and forecasting the
workload of manual activities to be assigned to technicians within the enterprise and/or
third parties.

•{T}Forecasting the future demand for workforces based on work order statistics
•{T}Forecasting the workload and respective assignable staffing requirements on a daily,

weekly, and longer period basis, based on workload history, considering special events
(extraordinary activities), staff vacation considerations, and distributing the available
workforce in order to best meet the estimated load
•{T}Making adjustments, whenever necessary, to the estimated load:
•{T}Adjust duration estimates for all known work activities, based on actual historic
results or on forward estimates
Explanatory
Mandatory
Optional
Interactions
Forecast Demand
Brief Description
This process is responsible for forecasting the future demand of workforces based on
work order statistics.
This process is responsible for forecasting the future demand for workforces based on
work order statistics.
Explanatory
Mandatory
Optional
Interactions
Forecast Workforce Availability


Brief Description
Forecasting workforce availability on a daily, weekly, and longer period basis.
Forecasting workforce availability on a daily, weekly, and longer period basis, based on
workload history, considering special events (extraordinary activities), staff vacation
considerations, and distributing the available workforce to best meet the estimated load
Explanatory
Mandatory
Optional
Interactions
Adjust Durations
Brief Description
This process is responsible for periodically recalculating the average time for performing
a work task.
This process is responsible for periodically recalculating the average time for performing
a work task. This duration is recorded in Work Specification.
Explanatory
Mandatory
Optional
Interactions
1.5.5.5 Administer and Configure Workforce Management

Figure 292: 1.5.5.5 Administer and Configure Workforce Management decomposition
Administer and Configure Workforce Management

Brief Description
Performing the activities necessary to configure a variety of workforce management
catalogs and settings required to assure that the assignable workforce is properly and
efficiently utilized.
The Administer and Configure Workforce Management processes perform the activities
required to configure a variety of workforce management catalogs and settings required
to assure that the assignable workforce is properly and efficiently utilized, and is
positioned to get the required work assigned and completed within the required time
frame. Administer and Configure Workforce Management scope includes the following:
•{T}Classifying different types of manual activities, including association with required
skill sets and job code descriptions
•{T}Managing work order specifications and their structure filled with sequences of
dependent work items. A work order can be decomposed into elementary parts that can
be completed by different people in different places and at different times. These
elementary pieces of work are called work items.
•{T}Managing individual technicians, allocating them to various workforce groups
(workforce pools, crews, etc.) and associating them with aggregations of skills they
possess, locations they cover, etc. This also includes potential "borrowing" of staff from
one group to another.
•{T}Establishing and managing organization lists, containing organizational charts,
serving area covered, etc.
•{T}Consolidating employee and/or third-party working hours on a specific timeframe
basis (day, week, month) including management of various types of events; providing
this information to the Financial Management process for generating payroll and/or to

the other parties Settlement & Payments Management process for paying third parties.
•{T}Administering the appointment schedule, including the hours of operation of the
schedule, number of appointments allowed within a certain time block, etc.
•{T}Setting up and configuring the information transfer and integration with third-party
systems
Explanatory
Mandatory
Optional
Interactions
Configure Work Catalog

Brief Description
This process configures the specification of Work and Work Order, including description,
relationships, and rules.
•{T}Classifying different types of manual activities (or Work Items), including association
with required skill sets and job code descriptions
•{T}Managing work order specifications and their dependent work items
•{T}Establishing the conditions for work items to be instantiated while decomposing
work orders
•{T}Managing standard durations of work items to be performed, depending on a
variety of parameters
Explanatory
Mandatory
Optional
Interactions

Administer Human Resources Catalog

Brief Description
This process configures the catalog of field technicians, including description, grouping,
hours, relationships, and rules.
• Managing individual technicians, allocating them to various workforce groups,
(workforce pools, crews, etc.), forming holistic assignable units
• Associating human resources with aggregations of skills they possess, locations they
cover, tools and devices they can operate, etc.
• Establishing basic working and non-working hours of human resources, including the
allocation of technicians to shifts
• Managing a list of technician activities divided into two types: extending available
working hours (because of overtime, for example) and reducing working hours (to allow
for activities such as training and meetings)
• Establishing the rules by which some types of activities can be ignored
• Establishing interaction with HR systems for data transfer and synchronization
Explanatory
Mandatory
Optional
Interactions
Administer Organizations Catalog

Brief Description
This process manages the description of the organizational structure of the CSP or field
service partners.
A CSP may have their own employees who fulfill all assurance and fulfillment jobs. The
company may also delegate some of its work (or all of its work) to third-party companies
that are called other parties. Both the CSP company and other parties are called
organizations.

•{T}Establishing and managing an organization list, containing organizational chart,

covered serving areas, etc.
Explanatory
Mandatory
Optional
Interactions
Administer Tools and Materials Catalog

Brief Description
This process manages the catalog of tools and materials for field service.
This process is responsible for managing the catalog of tools and materials that are
required to fulfill various types of work.
Explanatory
Mandatory
Optional
Interactions
Configure Skill Catalog

Brief Description
This process manages the catalog of technician’s skills, including description and
combination.
A skill represents an ability of a person or a group of people to fulfill a particular activity.

•{T}Managing the list of single skills and their combinations into whole sets and their
descriptions
•{T}Synchronizing the skill catalog with HR systems
Explanatory
Mandatory
Optional
Interactions
Configure Schedules
Brief Description
This process creates the schedules for the organization, which show work requests and
employee capabilities and availabilities. The process also manages rules for
appointment, reservation, and assignment.
•{T}Establishing and managing the information transfer through which other parties
report on their workforce parameters and schedules
•{T}Establishing a workforce schedule which provides a single view of their capabilities
and availabilities, taking into account both their own company's workforces and
workforces provided by other parties
•{T}Identifying a resource plan, which is the time frame-based association of workforce
with types of work. This means that associated workforce units are supposed to perform
particular types of work in a specified timeframe. This schedule provides a view of the
workforce in terms of work availability. It may be used for limiting and balancing work
and appointments between several workforce sources and for optimizing the use of the
total workforce.
•{T}Managing assignment/re-assignment rules, prioritization criteria, based on the
organizational settings, type of location, type of jobs, and minimizing the cost of
reassignments
•{T}Defining restriction rules for appointment scheduling, such as the number of
appointments allowed within a certain block of time, etc.
•{T}Defining restriction rules for workforce reservations such as number of concurrent
reservations for a particular workforce source, etc.
Explanatory

Mandatory
Optional
Interactions
Administer Registration and Access

Brief Description
This process manages the registration and access rights for various users, including
third-party systems, of the workforce management solution.
•{T}Defining user access rights, permissions, and rules depending on operations or
actions
•{T}Establishing rules and permissions for third-party system integrations and data
exchange
•{T}Tracking and monitoring the use of, and access to, the workforce management
system(s) and associated costs of the Workforce Management processes
•{T}Establishing and managing information transfer between the enterprise workforce
management system(s) and those of external third parties
•{T}Identifying any technically driven shortcomings of the workforce management
system(s), and providing input to Resource Development & Management processes to
rectify these issues
Explanatory
Mandatory
Optional
Interactions
Configure Logging and Audit


Brief Description
This process manages the logging and audit functions of the workforce management
solution.
•{T}Establishing system event logging, rules, and events that should be handled
•{T}Configuring logging details and storage
•{T}Establishing audit functions and rules
•{T}Configuring notifications and post-functions (action to be performed when a task is
complete)
Explanatory
Mandatory
Optional
Interactions
1.5.5.7 Manage Work Order Lifecycle
Figure 293: 1.5.5.7 Manage Work Order Lifecycle decomposition

Manage Work Order Lifecycle

Brief Description
•{T}Issuing correct and complete work orders
•{T}Decomposing a work order into elementary work items
•{T}Managing task assignments
•{T}Tracking and managing dispatching
•{T}Manually executing an order by an assignee
•{T}Monitoring the execution of assigned activities, including the various states of
dispatch, complete, suspend, cancel, etc. as well as requesting work reassignments
•{T}Establishing and managing fast-track and jeopardy re-assignment capabilities to
allow for modification of work assignments as required to meet jeopardy or other high
priority conditions
•{T}Closing a work order when the manual activities assigned to employees and/or third
parties have been completed
•{T}Supporting proactive and dynamic responses by executing and analyzing operational
reports
A Work Order is an aggregation of jobs that are to be completed to achieve some
business goal: to provide a customer service, to fix a problem, etc. Work Order Lifecycle
Management processes are responsible for processing and monitoring the execution of
a work order through its entire lifecycle, from issuance to closing. This includes, among
other steps, validation, analysis, and decomposing a work order into work items,
aggregating them, and assigning them to employees and/or third parties. These
processes also detect problems with completing the work, and requesting Work Order
reassignment to reallocate manual activities to solve the issue.
It should be noted that the Work Order execution sub process (by a field technician) is
not explicitly covered here, but rather its monitoring is the responsibility of the Track
and Manage work order sub process.
Explanatory
Mandatory
Optional
Interactions

Issue Work Order

Brief Description
The purpose of the Issue Work Order process is to issue correct and complete work
orders. It can be called by other processes (as in Customer-Ops) to issue a new Work
Order, to be handled further by WFM.
Issue Work Order scope includes the following:
•Issuing correct and complete work orders. The work orders may be required to
complete pertinent manual work such as a fulfillment-based resource order or an
assurance trouble report coming from third-party systems
•Initiating work order issuance through handheld devices by a technician from the field
•
Explanatory
Mandatory
Optional
Interactions
Analyze and Decompose Work Order

Brief Description
This process analyzes and decomposes a Work Order into work items according to Work
Catalog, and groups them for optimal execution.
The scope of the Analyze and Decompose Work Order process includes the following:
•{T}Decomposing work orders into elementary dispatchable manual activities (i.e., work
items). Decomposition may be performed according to decomposition rules or by
conditional instantiation of work items from work order specification.
•{T}Establishing materials, parts, tools, and equipment required to perform manual
activities
•{T}Restructuring and correlating (grouping) decomposed Work Orders or work items in
order to create new ones, containing manual activities (work items) combined on the
basis of predefined criteria such as skills required, location, etc.

Explanatory
Mandatory
Optional
Interactions
Assign Task
Brief Description
The Assign Task process is responsible for assigning manual activities, described by work
items (components of work orders), to assignable staff within the enterprise and/or
third parties.
The association of a work item with a technician who is assigned to this work is a task,
or, task assignment is a work item assignment to a particular performer.
The scope of the Assign Task process includes the following:

•{T}Establishing and managing work assignment queues through which requests for task
assignments are received from other eTOM processes
•{T}Automatic, manual, or semi-automatic assigning and scheduling based on
optimization of the task, taking into consideration various parameters including the
following:
•{T}Work order priority
•{T}Associated SLAs
•{T}Work order due date
•{T}Skills required to perform work
•{T}Dependencies between work tasks
•{T}Job location relative to other assignments made to the dispatchable staff
•{T}Workload of staff
•{T}Staff availability hours
•{T}Required materials, spares, and tools availability
•{T}Maintaining bulk assignment capabilities
•{T}Managing relocation of other previously scheduled tasks which have floating work
schedules, aiming at increasing manpower availability
•{T}Optimizing the assignment of tasks to technicians selected according to skills,
proximity to intervention site, technician availability, vehicles, equipment, and special
tools required to perform these activities

•{T}Interacting with GIS for route optimization between task locations

•{T}Defining “density distribution” patterns for bulk automated assignments of
technicians for the entire day to provide the capability to “insert” new assignments
throughout a work day based on priority work that might arise
•{T}Viewing the availability schedule of assignable staff from various workforce sources
•{T}Preparing information to be dispatched as updates to already-dispatched tasks
Explanatory
Mandatory
Optional
Interactions
Dispatch Task
Brief Description
This process dispatches technicians and/or third parties to perform manual activities.
The Dispatch Task scope includes the following:
•{T}Dispatching assigned tasks to the appropriate performer (e.g. a single technician or
a crew) from the company’s workforce or from a third-party workforce to perform
manual activities
•{T}Managing the dispatching process via various channels
•{T}Monitoring various dispatch states
•{T}Managing the delivery of reassignments and changes to all affected performers
•{T}Managing notification profiles and rules
•{T}Managing settings required for proper task dispatching
Explanatory
Mandatory
Optional
Interactions

Track and Manage Work Order

Brief Description
Track and Manage Work Order processes are responsible for monitoring the execution
of assigned manual activities to employees and/or third parties, detecting potential
problems with completing the work, and requesting escalation or reassignment to solve
the issue.
Track and Manage Work Order scope includes the following:
•{T}Monitoring the status and progress of various tasks, including the various states of
the work order
•{T}Managing transitions of orders and tasks and work items between their states,
including operations performed from handheld devices
•{T}Propagating statuses from tasks and work items to work orders
•{T}Managing updates to orders, including in-flight changes and cancelations
•{T}Monitoring jeopardies and responding to them, including predefined actions such as
work reassignment, escalations, notifications, etc.
•{T}Manually executing the order by an assignee
•{T}Indicating completion of a work order by modifying its status
Explanatory
Mandatory
Optional
Interactions
Close Work Order

Brief Description
Close a Work Order when the manual activities assigned to employees and/or third
parties have been completed.
The objective of the Close Work Order processes is to:
•{T}Close a Work Order when the tasks and work items assigned to employees and/or

third parties have been completed. These processes monitor the status of all open work
orders, and recognize that a work order is ready to be closed when the status is changed
to Complete.
Explanatory
Mandatory
Optional
Interactions
Report on Work Order

Brief Description
The Report on Work Order process manages status and notifications and executes
various reports about work orders.
The Report on Work Order scope includes the following:
•{T}Executing reports on work orders, work items, and tasks being performed
•{T}Monitoring the status of work orders and managing notifications to processes and
other parties registered to receive notifications of any status changes
•{T}Executing performance reports for various workforces
Explanatory
Mandatory
Optional
Interactions
1.5.6 Resource Provisioning

Figure 294: 1.5.6 Resource Provisioning decomposition
Resource Provisioning
Brief Description
Allocation, installation, configuration, activation and testing of specific resources to
meet the service requirements, or in response to requests from other processes to
alleviate specific resource capacity shortfalls, availability concerns or failure conditions.
Resource Provisioning processes encompass allocation, installation, configuration,
activation and testing of specific resources to meet the service requirements, or in
response to requests from other processes to alleviate specific resource capacity
shortfalls, availability concerns or failure conditions.
Responsibilities of the Resource Provisioning processes include, but are not limited to:
• Verifying whether appropriate specific resources are available as part of pre-order
feasibility checks;
• Allocating the appropriate specific resources to support service orders or requests
from other processes;
• Reserving specific resources (if required by the business rules) for a given period of
time until the service order is confirmed;
• Possibly initiating delivery of specific resources to the central office, to site or to the
customer premise;
• Installation and commissioning of specific resources after delivery;
• Configuring and activating physical and/or logical specific resources, as appropriate;
• Testing the specific resources to ensure the resource is working correctly;
• Recovery of resources;
• Updating of the Resource Inventory Database to reflect that the specific resource has
been allocated to specific services, modified or recovered;
• Assigning and tracking resource provisioning activities;

• Managing resource provisioning jeopardy conditions

• Reporting progress on resource orders to other processes.
Explanatory
Mandatory
Optional
Interactions
Allocate & Install Resource

Brief Description
Allocate specific resources required to support a specific service
The objective of the Allocate & Install Resource processes is to allocate specific
resources required to support a specific service.
These activities include but are not limited to:
•Investigating the ability to be able to satisfy specific service orders as a part of a
feasibility check;
•Reserving or allocating specific resources in response to issued resource orders;
•Confirming availability of, or initiating an order for, equipment or software with a
related party
•Installing and commissioning specific resources following delivery.
Where the Allocate & Install Resource processes are requested by a resource order
issued as part of a pre-order feasibility check, these processes determine whether there
are adequate specific resources available to fulfill the request. Where there are not
sufficient specific resources available, these processes may initiate enquiries using the
relevant party management and/or Resource Support & Readiness processes to
determine lead times for specific resource availability. Depending on business rules,
and on any specific levels of commitment contained in the initiating service order, these
processes may reserve specific resources linked to the initiating service order for a
period of time, and releasing them when the time period has expired. These processes
are responsible for creating a response to the initiating processes with respect to the
issued in response to a confirmed service order, these processes are responsible for
allocating the specific resources required to satisfy the initiating service order. Any

previously reserved specific resources are marked as allocated.
These process are responsible for initiating, using the party management processes,
resource requisition orders for any specific resources in shortfall. Sufficient information
is supplied with the resource requisition orders to ensure that the appropriate specific
resources are delivered to the appropriate location for installation and configuration.
This may include, for example, a central office, a transmission room, or the customer
premise.
Following delivery, these processes are responsible for installing and commissioning
specific resources, and updating the resource inventory as part of these processes.
Where installation of the specific resources requires an upfront major resource
infrastructure, the installation of both the resource infrastructure and specific resources
may be undertaken under the control of the Support Resource Provisioning processes.
The Allocate & Install Resource processes will closely interact with the Manage Resource
Inventory processes to determine availability of physical and logical specific resources to
select from, thereby applying specific selection criteria.
Explanatory
Mandatory
Optional
Interactions
Configure & Activate Resource

Brief Description
Configure and activate the specific resources allocated against an issued resource order
The objective of the Configure & Activate Resource Processes is to configure and
activate the specific resources allocated against an issued resource order. These
processes are responsible for, but not limited to:
•Assessing and planning the approach to be undertaken for configuration and

activation;
•Re-use standard configuration and activation processes applicable to specific
resources;
•Providing notifications as required if the activation activity requires a planned outage

or is likely to initiate false specific resource alarm event notifications

•Updating the information contained in the resource inventory as to the configuration
of specific resources and their status.
At the successful conclusion of these activities, the status of the specific resources will
be changed from allocated to activated, which means they are in use.
Explanatory
Mandatory
Optional
Interactions
Test Resource
Brief Description
Test specific resources to ensure they are operating within normal parameters
The responsibility of the Test Resource processes is to test specific resources to ensure
they are operating within normal parameters. The objective is to verify whether the
resources are working correctly and meet the appropriate performance levels.
These processes test specific resources against supplier/partner defined test plans, or
against test plans developed by the service provider. Where appropriate test plans are
not available these processes are responsible for developing appropriate test plans.
These processes are also responsible for capturing and storing the test results for
historical and downstream testing comparison purposes.
If these tests succeed, the specific resources will be marked as in-service which means
the specific resources are available for use.
Explanatory
Mandatory
Optional

Interactions
Track & Manage Resource Provisioning

Brief Description
Ensure resource provisioning activities are assigned, managed and tracked efficiently
The objective of the Track & Manage Resource Provisioning process is to ensure
resource provisioning activities are assigned, managed and tracked efficiently.
•Scheduling, assigning and coordinating resource provisioning related activities;
•Escalating status of resource orders in accordance with local policy;
•Undertaking necessary tracking of the execution process;
•Adding additional information to an existing resource order;•
•Modifying information in an existing resource order;
•Modifying the resource order status;•
•Canceling a resource order when the initiating service order is cancelled;
•Monitoring the jeopardy status of resource orders, and escalating resource orders as
necessary
•Indicating completion of a resource order by modifying the resource order status.
The Track & Manage Resource Provisioning processes are responsible for engaging
external suppliers in provisioning activities when these have been outsourced or
contracted to external parties.
The Track & Manage Resource Provisioning processes will also inform the Close
Resource Order processes by modifying the resource order status to complete when the
resource order has been fulfilled.
Explanatory
Mandatory
Optional
Interactions

Report Resource Provisioning

Brief Description
Monitor the status of resource orders, provide notifications of any changes and provide
management reports.
The objective of the Report Resource Provisioning processes is to monitor the status of
resource orders, provide notifications of any changes and provide management reports.
These processes are responsible for continuously monitoring the status of resource
orders and managing notifications to processes and other parties registered to receive
the Enable Resource Provisioning processes.
These processes record, analyze and assess the resource order status changes to
effectiveness of the overall Resource Provisioning process. These specialized summaries
Explanatory
Mandatory
Optional
Interactions
Close Resource Order

Brief Description
This process monitors the status of the order and changes the status to closed when it is
completed.
The objective of the Close Resource Order processes is to close a resource order when
the resource provisioning activities have been completed.
These processes monitor the status of all open resource orders, and recognize that a
resource order is ready to be closed when the status is changed to completed.
Explanatory

Mandatory
Optional
Interactions
Issue Resource Orders

Brief Description
Issue correct and complete resource orders
The purpose of the Issue Resource Orders processes is to issue correct and complete
resource orders.
The resource orders may be required to satisfy pertinent service order information
received, may arise as a result of requests for resource provisioning to satisfy resource
trouble recovery activities, may arise to alleviate resource performance issues, or may
arise as a result of information received from other parties in relations to specific
resources.
These processes assess the information contained in the service order, through a
resource order request, initiating resource process request or other parties initiated
request, to determine the associated resource orders that need to be issued.
The issued resource order may require a feasibility assessment to be undertaken, may
require new provisioning activities for specific resources, may require a change to a
previously issued resource order or may require the deletion/recovery of previously
delivered specific resources.
Where the initiating request or service order has a standard set of associated resource
orders, this process is responsible for issuing the resource orders, and for creating a
record of the relevant initiating request or service order information and the associated
resource orders.
Where the initiating request or service order has special or unusual requirements, and a
specific feasibility assessment has not been previously undertaken, this process marks
the issued resource order as requiring special handling, and passes management for
further processing to the Track & Manage Resource Provisioning process.
specific feasibility assessment has been previously undertaken, this process issues the
previously determined resource orders.
The orchestration, if required, and tracking of the progress of a resource order is the
responsibility of the Track & Manage Resource Provisioning processes.

Explanatory
Mandatory
Optional
Interactions
Recover Resource
Brief Description
Recover specific resources that are no longer required.
The responsibility of the Recover Resource processes is to recover specific resources
that are no longer required.
These processes follow recovery plans specified by the supplier/partner, or follow
recovery plans developed by the service provider. Where appropriate recovery plans
are not available these processes are responsible for developing appropriate recovery
plans.
Where recovery of resources is likely to impact other in-use specific resources or specific
services, this process is responsible for providing appropriate notification of the
recovery proposal and ensuring authorization is received to proceed with the recovery
plan. When the recovery activity is about to commence, these processes are
responsible for notifying when recovery work is commencing and when it is completed.
When recovered, the specific resources will be marked as unallocated.
Explanatory
Mandatory
Optional
Interactions

1.5.6.1 Allocate & Install Resource
Figure 295: 1.5.6.1 Allocate & Install Resource decomposition
Allocate & Install Resource

Brief Description
Allocate specific resources required to support a specific service
The objective of the Allocate & Install Resource processes is to allocate specific
resources required to support a specific service.
These activities include but are not limited to:
•Investigating the ability to be able to satisfy specific service orders as a part of a
feasibility check;
•Reserving or allocating specific resources in response to issued resource orders;
•Confirming availability of, or initiating an order for, equipment or software with a
related party
•Installing and commissioning specific resources following delivery.
issued as part of a pre-order feasibility check, these processes determine whether there
are adequate specific resources available to fulfill the request. Where there are not
sufficient specific resources available, these processes may initiate enquiries using the
relevant party management and/or Resource Support & Readiness processes to
determine lead times for specific resource availability. Depending on business rules,
and on any specific levels of commitment contained in the initiating service order, these
processes may reserve specific resources linked to the initiating service order for a
period of time, and releasing them when the time period has expired. These processes
are responsible for creating a response to the initiating processes with respect to the
issued in response to a confirmed service order, these processes are responsible for
allocating the specific resources required to satisfy the initiating service order. Any

These process are responsible for initiating, using the party management processes,
resource requisition orders for any specific resources in shortfall. Sufficient information
is supplied with the resource requisition orders to ensure that the appropriate specific
resources are delivered to the appropriate location for installation and configuration.
This may include, for example, a central office, a transmission room, or the customer
premise.
Following delivery, these processes are responsible for installing and commissioning
specific resources, and updating the resource inventory as part of these processes.
Where installation of the specific resources requires an upfront major resource
infrastructure, the installation of both the resource infrastructure and specific resources
may be undertaken under the control of the Support Resource Provisioning processes.
The Allocate & Install Resource processes will closely interact with the Manage Resource
Inventory processes to determine availability of physical and logical specific resources to
select from, thereby applying specific selection criteria.
Explanatory
Mandatory
Optional
Interactions
Determine Resource Availability

Brief Description
This process investigates the ability to be able to satisfy specific service orders as a part
of a feasibility check. Where the Allocate & Install Resource processes are requested by
a pre-feasibility resource order, or by the Design Resources processes, these processes
determine whether the requested resources are available.
Explanatory
This process investigates the ability to be able to satisfy specific service orders as a part
of a feasibility check.
Mandatory
Where the Allocate & Install Resource processes are requested by a pre-feasibility

resource order, or by the Design Resources processes, these processes determine

whether the requested resources are available.
Optional
Interactions
Reserve Resource
Brief Description
This process reserves specific resources in response to issued resource orders.
initiating resource order or resource design request, these processes may reserve
specific resources linked to the initiating resource order or resource design request for a
period of time
Explanatory
Mandatory
This process reserves specific resources in response to issued resource orders
Optional
initiating resource order or resource design request, these processes may reserve
specific resources linked to the initiating resource order or resource design request for a
period of time
Interactions
Release Resource
Brief Description

Explanatory
Mandatory
Optional
Interactions
Allocate Resource
Brief Description
This process allocates specific resources in response to issued resource orders. Where
the Allocate & Install Resource processes are requested by a resource order issued in
response to a confirmed customer order, this process is responsible for allocating the
specific resources required to satisfy the initiating resource order. Any previously
reserved specific resources are marked as allocated.
Explanatory
This process allocates specific resources in response to issued resource orders.
Mandatory
issued in response to a confirmed customer order, this process is responsible for
allocating the specific resources required to satisfy the initiating resource order. Any
Optional
Interactions
Install and Commission Resource


Brief Description
This process is responsible for installing and commissioning specific resources, and
updating the resource inventory as part of these processes
Explanatory
Mandatory
responsible for installing and commissioning specific resources, and updating the
resource inventory as part of these processes
Optional
Interactions
1.5.6.2 Configure & Activate Resource
Figure 296: 1.5.6.2 Configure & Activate Resource decomposition
Configure & Activate Resource

Brief Description
Configure and activate the specific resources allocated against an issued resource order

The objective of the Configure & Activate Resource Processes is to configure and
activate the specific resources allocated against an issued resource order. These
processes are responsible for, but not limited to:
•Assessing and planning the approach to be undertaken for configuration and

activation;
•Re-use standard configuration and activation processes applicable to specific
resources;
•Providing notifications as required if the activation activity requires a planned outage
or is likely to initiate false specific resource alarm event notifications
•Updating the information contained in the resource inventory as to the configuration
of specific resources and their status.
At the successful conclusion of these activities, the status of the specific resources will
be changed from allocated to activated, which means they are in use.
Explanatory
Mandatory
Optional
Interactions
Configure Resource
Brief Description
This process assesses and plans the approach to be undertaken for configuration. It re-
uses standard configuration and processes applicable to specific resources. It configures
and reconfigures specific resources, including customer premises equipment if part of
the resource provider offering. It provides notifications as required if the configuration
activity requires a planned outage or is likely to initiate false specific resource alarm
event notifications. It update the information contained in the resource inventory as to
the configuration of specific resources and their status.

Explanatory
This process re-uses standard implementation processes applicable to specific
resources.
Mandatory
This process assesses and plans the approach to be undertaken for configuration. It
configures and reconfigures specific resources, including customer premises equipment
if part of the resource provider offering. It provides notifications as required if the
configuration activity requires a planned outage or is likely to initiate false specific
resource alarm event notifications. It update the information contained in the resource
inventory as to the configuration of specific resources and their status.
Optional
Interactions
It provides notifications as required
Implement Resource
Brief Description
resources. It implements specific resources, including customer premises equipment if
part of the resource provider offering. It provides notifications as required if the
implementation activity requires a planned outage or is likely to initiate false specific
resource alarm event notifications.
Explanatory
resources.
Mandatory
It implements specific resources, including customer premises equipment if part of the
resource provider offering. It provides notifications as required if the implementation
activity requires a planned outage or is likely to initiate false specific resource alarm
event notifications.
Optional
Interactions

Activate Resource
Brief Description
This process assesses and plans the approach to be undertaken for activation. It re-uses
standard activation processes applicable to specific resources. It provides notifications
as required if the activation activity requires a planned outage or is likely to initiate false
specific resource alarm event notifications. At the successful conclusion of this activity,
the status of the specific resources will be changed from allocated to activated, which
means they are in-use.
Explanatory
resources.
Mandatory
This process assesses and plans the approach to be undertaken for activation. It
provides notifications as required if the activation activity requires a planned outage or
is likely to initiate false specific resource alarm event notifications. At the successful
conclusion of this activity, the status of the specific resources will be changed from
allocated to activated, which means they are in-use.
Optional
Interactions
1.5.6.3 Test Resource

Figure 297: 1.5.6.3 Test Resource decomposition
Test Resource
Brief Description
Test specific resources to ensure they are operating within normal parameters
The responsibility of the Test Resource processes is to test specific resources to ensure
they are operating within normal parameters. The objective is to verify whether the
resources are working correctly and meet the appropriate performance levels.
These processes test specific resources against supplier/partner defined test plans, or
against test plans developed by the service provider. Where appropriate test plans are
not available these processes are responsible for developing appropriate test plans.
These processes are also responsible for capturing and storing the test results for
historical and downstream testing comparison purposes.
If these tests succeed, the specific resources will be marked as in-service which means
the specific resources are available for use.
Explanatory
Mandatory
Optional
Interactions

Test Specific Resources

Brief Description
This process tests specific resources against supplier/partner defined test plans, or
Explanatory
Mandatory
This process tests specific resources against supplier/partner defined test plans, or
Optional
Interactions
Develop Test Plans

Brief Description
Explanatory
Mandatory
Optional
Interactions

Capture Test Results

Brief Description
purposes.
Explanatory
Mandatory
purposes.
Optional
Interactions
1.5.6.4 Track & Manage Resource Provisioning
Figure 298: 1.5.6.4 Track & Manage Resource Provisioning decomposition
Track & Manage Resource Provisioning


Brief Description
Ensure resource provisioning activities are assigned, managed and tracked efficiently
The objective of the Track & Manage Resource Provisioning process is to ensure
resource provisioning activities are assigned, managed and tracked efficiently.
•Scheduling, assigning and coordinating resource provisioning related activities;
•Escalating status of resource orders in accordance with local policy;
•Undertaking necessary tracking of the execution process;
•Adding additional information to an existing resource order;•
•Modifying information in an existing resource order;
•Modifying the resource order status;•
•Canceling a resource order when the initiating service order is cancelled;
•Monitoring the jeopardy status of resource orders, and escalating resource orders as
necessary
•Indicating completion of a resource order by modifying the resource order status.
The Track & Manage Resource Provisioning processes are responsible for engaging
external suppliers in provisioning activities when these have been outsourced or
contracted to external parties.
The Track & Manage Resource Provisioning processes will also inform the Close
Resource Order processes by modifying the resource order status to complete when the
resource order has been fulfilled.
Explanatory
Mandatory
Optional
Interactions
Coordinate Resource Provisioning Activity

Brief Description
This process schedules, assigns and coordinates resource provisioning related activities.

Explanatory
Mandatory
This process schedules, assigns and coordinates resource provisioning related activities.
Optional
Interactions
Track Resource Provisioning Activity

Brief Description
This process tracks the order execution process.
Explanatory
Mandatory
This process tracks the order execution process.
Optional
Interactions
Manage Resource Provisioning Activity

Brief Description
This process escalates resource orders in accordance with local policy, adds information
to an existing resource order, modifies information in an existing resource order, cancels
a resource order when the initiating service order is cancelled, and also modifies the
resource order status, including setting it to complete when the resource order has
been fulfilled.

Explanatory
Mandatory
This process escalates resource orders in accordance with local policy, adds information
to an existing resource order, modifies information in an existing resource order, cancels
a resource order when the initiating service order is cancelled, and also modifies the
resource order status, including setting it to complete when the resource order has
been fulfilled.
Optional
Interactions
Update Resource Repository

Brief Description
Update resource state and status
Explanatory
Query/Update resources and their state and status at each level in Resource
Provisioning.
The state of resource may be one of following:
- Open (it is available for allocation)
- Reserved (it is reserved for provisioning)
- Pending (resource allocated for provisioning but not yet activated)
- Activated (resource provisioned, activated and associated with a service)
- Suspended (resource provisioned for a service, however suspended for reasons)
Lifecycle of the state is as follows:

Open -> Reserved -> Pending -> Activated (then back to Open)-> Suspended (then back
to Open)
The status of resource may be one of following:

- Pending (functional but not ready for use)
- Active (functional)
- Deprecated (marked ‘bad’ resource before purging)
Mandatory
Update resource state and status

Optional
Interactions
A common process that Assess Resource Request, Determine Resource Availability,
Reserve Resource, Allocate Resource, Install and Commission Resource, Release
Resource and Activate Resource use to Query and Update resources and their states and
status
1.5.6.5 Report Resource Provisioning
Figure 299: 1.5.6.5 Report Resource Provisioning decomposition
Report Resource Provisioning

Brief Description
Monitor the status of resource orders, provide notifications of any changes and provide
management reports.
The objective of the Report Resource Provisioning processes is to monitor the status of
resource orders, provide notifications of any changes and provide management reports.
orders and managing notifications to processes and other parties registered to receive
the Enable Resource Provisioning processes.
These processes record, analyze and assess the resource order status changes to

effectiveness of the overall Resource Provisioning process. These specialized summaries
Explanatory
Mandatory
Optional
Interactions
Monitor Resource Order Status

Brief Description
This process is responsible for continuously monitoring the status of resource orders.
Explanatory
Mandatory
This process is responsible for continuously monitoring the status of resource orders.
Optional
Interactions
Distribute Resource Order Notification

Brief Description
registered to receive notifications of any status changes.

Explanatory
Mandatory
registered to receive notifications of any status changes.
Optional
Interactions
Distribute Resource Provisioning Reports

Brief Description
This process records, analyzes and assesses the resource order status changes to
effectiveness of the overall Resource Provisioning process, including specific reports
Explanatory
Mandatory
This process records, analyzes and assesses the resource order status changes to
effectiveness of the overall Resource Provisioning process, including specific reports
Optional
Interactions
1.5.6.7 Issue Resource Orders

Figure 300: 1.5.6.7 Issue Resource Orders decomposition
Issue Resource Orders

Brief Description
Issue correct and complete resource orders
The purpose of the Issue Resource Orders processes is to issue correct and complete
resource orders.
The resource orders may be required to satisfy pertinent service order information
received, may arise as a result of requests for resource provisioning to satisfy resource
trouble recovery activities, may arise to alleviate resource performance issues, or may
arise as a result of information received from other parties in relations to specific
resources.
These processes assess the information contained in the service order, through a
resource order request, initiating resource process request or other parties initiated
request, to determine the associated resource orders that need to be issued.
The issued resource order may require a feasibility assessment to be undertaken, may
require new provisioning activities for specific resources, may require a change to a
previously issued resource order or may require the deletion/recovery of previously
delivered specific resources.
Where the initiating request or service order has a standard set of associated resource
orders, this process is responsible for issuing the resource orders, and for creating a
record of the relevant initiating request or service order information and the associated
resource orders.
specific feasibility assessment has not been previously undertaken, this process marks
the issued resource order as requiring special handling, and passes management for

further processing to the Track & Manage Resource Provisioning process.

specific feasibility assessment has been previously undertaken, this process issues the
previously determined resource orders.
The orchestration, if required, and tracking of the progress of a resource order is the
responsibility of the Track & Manage Resource Provisioning processes.
Explanatory
Mandatory
Optional
Interactions
Assess Resource Request

Brief Description
This process assesses the information contained in the service order, through a resource
order request, initiating resource process request or supplier/partner initiated request,
to determine the associated resource orders that need to be issued.
Explanatory
Mandatory
This process assesses the information contained in the service order, through a resource
order request, initiating resource process request or supplier/partner initiated request,
to determine the associated resource orders that need to be issued.
Optional
Interactions
Create Resource Orders

Brief Description
Where the initiating request or the purchased product offering has a standard set of
associated resource orders this process is responsible for issuing the resource orders,
and for creating a record of the relevant initiating request or customer order
information and the associated resource orders.
requirements, and a specific feasibility assessment and/or resource design has been
previously created, this process is responsible for issuing the resource orders, and for
the associated resource orders.
Explanatory
Mandatory
Where the initiating request or the purchased product offering has a standard set of
associated resource orders this process is responsible for issuing the resource orders,
and for creating a record of the relevant initiating request or customer order
information and the associated resource orders.
requirements, and a specific feasibility assessment and/or resource design has been
previously created, this process is responsible for issuing the resource orders, and for
the associated resource orders.
Optional
Interactions
Mark Resource Order for Special Handling

Brief Description
specific feasibility assessment and/or specific resource design has not been previously
created, this process marks the issued resource order as requiring special handling, and
passes management for further processing to the Track & Manage Resource

Explanatory
Mandatory
specific feasibility assessment and/or specific resource design has not been previously
created, this process marks the issued resource order as requiring special handling, and
Optional
Interactions
1.5.6.8 Recover Resource
Figure 301: 1.5.6.8 Recover Resource decomposition
Recover Resource
Brief Description
Recover specific resources that are no longer required.

The responsibility of the Recover Resource processes is to recover specific resources
that are no longer required.
These processes follow recovery plans specified by the supplier/partner, or follow
recovery plans developed by the service provider. Where appropriate recovery plans
are not available these processes are responsible for developing appropriate recovery
plans.
Where recovery of resources is likely to impact other in-use specific resources or specific
services, this process is responsible for providing appropriate notification of the
recovery proposal and ensuring authorization is received to proceed with the recovery
plan. When the recovery activity is about to commence, these processes are
responsible for notifying when recovery work is commencing and when it is completed.
When recovered, the specific resources will be marked as unallocated.
Explanatory
Mandatory
Optional
Interactions
Develop Resource Recovery Plan

Brief Description
Explanatory
Mandatory
Optional

Interactions
Provide Resource Recovery Proposal Notification

Brief Description
Explanatory
Mandatory
Optional
Interactions
Request Resource Recovery Authorization

Brief Description
Explanatory
Mandatory
Optional
Interactions

Commence Resource Recovery

Brief Description
Explanatory
Mandatory
Optional
Interactions
Complete Resource Recovery

Brief Description
When recovered, the specific resources and/or associated resource specific parameters
will be marked as unallocated.
Explanatory
Mandatory
When recovered, the specific resources and/or associated resource specific parameters
will be marked as unallocated.
Optional

Interactions
Recover Specific Resource

Brief Description
This process recovers a specific resource that is no longer required.
Explanatory
Mandatory
This process recovers a specific resource that is no longer required.
Optional
Interactions
1.5.7 Resource Data Collection & Distribution
Figure 302: 1.5.7 Resource Data Collection & Distribution decomposition
Resource Data Collection & Distribution


Brief Description
Collect and/or distribute management information and data records between resource
and service instances and other enterprise processes.
Resource Data Collection & Distribution processes are responsible for collection and/or
distribution of management information and data records between resource and service
instances and other enterprise processes. Resource Data Collection & Distribution
processes interact with the resource and service instances to intercept and/or collect
usage, network and information technology events and other management information
for distribution to other processes within the enterprise, and with enterprise processes
to accept command, query and other management information for distribution to
resource and service instances. The responsibilities of these processes also include
processing of the data and/or management information through activities such as
filtering, aggregation, formatting, transformation and correlation of the information
before presentation to other processes, resource instances or service instances. Client
processes for this management 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. Client resource and service instances for this management
information use the management information for configuration, or use the
management information to trigger activities within the resource or service instances.
Explanatory
Mandatory
Optional
Interactions
Collect Management and Security Information & Data

Brief Description
Collection of management and security information and data records from resource and
service instances and other enterprise processes
The Collect Management and Security Information & Data processes are responsible for
collection of management and security information and data records from resource and
service instances and other enterprise processes. This includes collection of security

information and data from networks, systems, and security sensors. These processes
interact with the resource and service instances to intercept and/or collect usage,
network, security and information technology events and, performance and other
management information for distribution to other processes within the enterprise, and
with enterprise processes to accept command, query and other management
information for distribution to resource and service instances.
Explanatory
Mandatory
Optional
Interactions
Process Management and Security Information & Data

Brief Description
Process the management and security information and/or data into a form suitable for
the intended recipient processes, resource instances or service instances
The Process Management and Security Information & Data processes are responsible for
processing the management information and/or data into a form suitable for the
intended recipient processes, resource instances or service instances.
•Identifying the intended recipient processes, resource instances or service instances to
determine the appropriate processing required;
•Filtering and/or low level correlation of the management information and/or data
based on well-defined criteria;
•Aggregating or disaggregating the management information and/or data to provide
summarized versions
•Formatting the management information and/or data into a form suitable for the
intended recipient before distribution.
•
Explanatory
Mandatory

Optional
Interactions
Distribute Management and Security Information & Data

Brief Description
Distribute processed management and security information and/or data to resource
instances, service instances or other processes within the enterprise for further analysis
and/or reporting.
The Distribute Management Information & Data processes are responsible for
distributing processed management information and/or data to resource instances,
service instances or other processes within the enterprise for further analysis and/or
reporting.
These processes also manage any orchestration required for distribution of the
management information and/or data. Upon successful delivery these processes are
responsible for informing the original sending process or instance that the information
has been successfully distributed (if required), and for deleting the locally stored
information from any local repositories.
Explanatory
Mandatory
Optional
Interactions
Audit Management and Security Data Collection & Distribution

Brief Description
Audit and analyze the management and security information & data collection,
processing and distribution activities in order to identify possible anomalies. This
includes preservation of audit data for future forensic use.

The Audit Data Collection & Distribution processes are responsible for auditing the
management information & data collection activities in order to identify possible
anomalies such as loss of management information and/or data in the different
collection, processing and distribution steps.
Explanatory
Mandatory
Optional
Interactions
1.5.7.1 Collect Management Information & Data
Figure 303: 1.5.7.1 Collect Management Information & Data decomposition

Collect Management and Security Information & Data

Brief Description
Collection of management and security information and data records from resource and
service instances and other enterprise processes
The Collect Management and Security Information & Data processes are responsible for
collection of management and security information and data records from resource and
service instances and other enterprise processes. This includes collection of security
information and data from networks, systems, and security sensors. These processes
interact with the resource and service instances to intercept and/or collect usage,
network, security and information technology events and, performance and other
management information for distribution to other processes within the enterprise, and
with enterprise processes to accept command, query and other management
information for distribution to resource and service instances.
Explanatory
Mandatory
Optional
Interactions
Intercept Events/Information
Brief Description
Intercept and/or collect usage, network, security and information technology events
and, performance and other management information for distribution to other
processes within the enterprise
Explanatory
Mandatory
Intercept and/or collect usage, network and information technology events and,

performance and other management information for distribution to other processes

within the enterprise
Optional
Interactions
Deliver Management Information

Brief Description
Accept command, query and other management information from enterprise processes
for distribution to resource and service instances.
Explanatory
Mandatory
Accept command, query and other management information from enterprise processes
for distribution to resource and service instances.
Optional
Interactions
1.5.7.2 Process Management Information & Data

Figure 304: 1.5.7.2 Process Management Information & Data decomposition
Process Management and Security Information & Data

Brief Description
Process the management and security information and/or data into a form suitable for
the intended recipient processes, resource instances or service instances
The Process Management and Security Information & Data processes are responsible for
processing the management information and/or data into a form suitable for the
intended recipient processes, resource instances or service instances.
•Identifying the intended recipient processes, resource instances or service instances to
determine the appropriate processing required;
•Filtering and/or low level correlation of the management information and/or data
based on well-defined criteria;
•Aggregating or disaggregating the management information and/or data to provide
summarized versions
•Formatting the management information and/or data into a form suitable for the
intended recipient before distribution.
•
Explanatory
Mandatory
Optional
Interactions

Determine Recipients for Information/Data

Brief Description
Identify the intended recipient processes, resource instances or service instances to
determine the appropriate processing required
Explanatory
Mandatory
Identify the intended recipient processes, resource instances or service instances to
determine the appropriate processing required
Optional
Interactions
Filter Information/Data
Brief Description
Filter and/or perform low level correlation of the management and security information
and/or data based on well-defined criteria
Explanatory
Mandatory
Filter and/or perform low level correlation of the management information and/or data
based on well-defined criteria
Optional
Interactions

Aggregate Information/Data
Brief Description
Aggregate or disaggregate the management and security information and/or data to
provide summarized versions
Explanatory
Mandatory
Aggregate or disaggregate the management information and/or data to provide
summarized versions
Optional
Interactions
Format Information/Data
Brief Description
Format the management and security information and/or data into a form suitable for
the intended recipient before distribution.
Explanatory
Mandatory
Format the management information and/or data into a form suitable for the intended
recipient before distribution.
Optional
Interactions

1.5.7.3 Distribute Management Information & Data
Figure 305: 1.5.7.3 Distribute Management Information & Data decomposition
Distribute Management and Security Information & Data

Brief Description
and/or reporting.
The Distribute Management Information & Data processes are responsible for
distributing processed management information and/or data to resource instances,
reporting.
These processes also manage any orchestration required for distribution of the
management information and/or data. Upon successful delivery these processes are
responsible for informing the original sending process or instance that the information
has been successfully distributed (if required), and for deleting the locally stored
Explanatory
Mandatory

Optional
Interactions
Distribute Information/Data
Brief Description
and/or reporting.
Explanatory
Mandatory
Distribute processed management information and/or data to resource instances,
reporting.
Optional
Interactions
Distribute for further analysis and/or reporting.
Manage Distribution
Brief Description
Manage any orchestration required for distribution of the management and security
information and/or data.
Explanatory

Mandatory
Manage any orchestration required for distribution of the management information
and/or data.
Optional
Interactions
Confirm Distribution and Clean-up

Brief Description
Inform the original sending process or instance upon successful delivery that the
information has been successfully distributed (if required), and delete the locally stored
Explanatory
Mandatory
Inform the original sending process or instance upon successful delivery that the
information has been successfully distributed (if required), and delete the locally stored
Optional
Interactions
Inform originating process
1.5.8 Resource Trouble Management

Figure 306: 1.5.8 Resource Trouble Management decomposition
Resource Trouble Management

Brief Description
Responsible for the management of troubles with specific resources.
Resource Trouble Management processes are responsible for the management of
troubles, including security events, associated with specific resources. The objectives of
these processes are to efficiently and effectively manage reported resource trouble,
isolate the root cause and act to resolve the resource trouble.
Responsibilities of the Resource Trouble Management processes include, but are not
limited to:
• Detecting, analyzing, managing and reporting on resource alarm event notifications;

• Initiating and managing resource trouble reports;
• Performing resource trouble localization analysis;
• Correcting and resolving resource trouble;
• Reporting progress on resource trouble reports to other processes;
• Assigning & tracking resource trouble testing and repair activities
• Managing resource trouble jeopardy conditions.
On one hand, resource troubles may relate to Problems in the Service domain and
therefore also potentially in the customer domain. On the other hand, they may relate
to specific resource failures or performance degradations, which are caused by resource
faults.

As such, the Resource Trouble Management processes work with specific resource
alarm event notifications received from Resource Data Collection & Distribution, specific
resource performance notifications from Resource Performance Management, and
potential specific resource trouble notifications from Service Problem Management
processes.
Resource Trouble Management processes perform analysis, decide on the appropriate

specific resources.
However these activities need to interact with the Service Problem Management
processes, as the latter have a view on service impact. Resource Trouble Management
processes are responsible for informing Service Problem Management of any potential
service problems. Where the original report arose as a result of service problems, the
Resource Trouble Management processes may be coordinated by Service Problem
Explanatory
Mandatory
Optional
Interactions
Survey & Analyze Resource Trouble

Brief Description
Monitor resource alarm event notifications and manage resource alarm event records in
real-time. Resource alarm event notifications include those alarms related to security
events.
The objective of the Survey & Analyze Resource Trouble processes is to monitor
resource alarm event notifications and manage resource alarm event records in real-
time.
Responsibilities of the Survey & Analyze Resource Trouble processes include, but are not
limited to:
• Detecting and collecting resource alarm event notifications;
• Initiating and managing resource alarm event records;

• Performing resource alarm event notification localization analysis;

• Correlating and filtering resource alarm event records;
• Reporting resource alarm event record status changes to other processes
• Managing resource alarm event record jeopardy conditions.
Resource alarm event notification analysis encompasses the identification of the

resource alarm event in terms of reporting entity and nature of the resource alarm
event. It will then analyze the resource alarm events based on a number of criteria and
then suppress redundant, transient or implied resource alarm events by means of
filtering and correlation. It includes the notification of new resource alarm event
records, or status changes of previously reported resource alarm event records, as well
as abatement messages when resource alarm event records have been cleared.
The analysis will correlate resource alarm event notifications to planned outage
notifications to remove false resource alarm event notifications arising as a result of the
These processes may determine that a resource alarm event notification may represent
a service impacting condition. In these circumstances this process is responsible for
indicating a potential service problem to the Service Problem Management processes.
As a part of this indication this process is responsible for identifying the impacted
service instances associated with the resource instances presenting alarm event
notifications and passing this information to the Service Problem Management
processes.
Resource alarm event record correlation and filtering encompasses the correlation of
redundant, transient or implied resource alarm event notifications with a specific “root
cause” resource alarm event notification and associated resource alarm event record.
The Survey & Analyze Resource Trouble processes might trigger a well-defined action
based on specific resource alarm event notification information as well as the non-
arrival of resource alarm event notification information after a specific time interval has
elapsed.
action when a resource alarm event record is not cleared within a pre-defined period of
time.
Explanatory
Mandatory
Optional

Interactions
Localize Resource Trouble

Brief Description
Perform analysis to identify the root cause of the specific resource trouble including
those resource troubles related to security events.
The objective of the Localize Resource Trouble processes is to identify the root cause of
the specific resource trouble. These processes are invoked by the Track & Manage
Resource Trouble processes.
•Verifying whether the resource configuration matches the appropriate service
features;
•Performing diagnostics against the specific resources;•
•Running tests against the specific resources;
•Starting and stopping audits against specific resources
•Scheduling routine testing of the specific resources.
The Localize Resource Trouble processes will make the results of the root cause analysis
available to other processes. The Localize Resource Trouble processes will update the
open resource trouble report, as required during the assessment, and when the root
When the process is complete the Localize Resource Trouble processes will notify the
Track & Manage Resource Trouble processes.
Explanatory
Mandatory
Optional
Interactions
Correct & Resolve Resource Trouble


Brief Description
Restore or replace resources that have failed as efficiently as possible
The objective of the Correct & Resolve Resource Trouble processes is to restore or
replace resources that have failed as efficiently as possible.
Based on the nature of the resource failure leading to the associated resource alarm
event notification, automatic restoration procedures might be triggered. Manual
restoration activity is assigned to the Correct & Resolve Resource Trouble processes
from the Track & Manage Resource Trouble processes.
Depending on the nature of the specific resource failure, these processes may possibly
repair or replace the failed unit or specific resource. These processes are also
responsible for
- to isolate a unit with a fault
- to manage the redundant resource units (e.g. hot standby)
- to (auto) heal a resource
- to identify the root cause of failure
- to repair failed specific resource (including hardware failure and software failure)
For large resource failures requiring extensive repair and/or replacement activity to
restore normal operation, these processes will attempt to implement work-arounds to
recover the specific resource operation. In these circumstances, recover of normal
operation may require invocation of the Support Resource Trouble Management
processes.
They will also report successful restoration of normal operation, restoration through
temporary work-arounds or an unsuccessful attempt at restoration to Track & Manage
Resource Trouble through updates to the associated resource trouble report.
Explanatory
Mandatory
Optional
Interactions
Track & Manage Resource Trouble

Brief Description
Ensure testing, repair and restoration activities are assigned, coordinated and tracked

efficiently, and that escalation is invoked as required for any open resource trouble
reports in jeopardy
The objective of the Track & Manage Resource Trouble is to ensure testing, repair and
restoration activities are assigned, coordinated and tracked efficiently, and that
escalation is invoked as required for any open resource trouble reports in jeopardy.
•Initiating first-in testing using automated remote testing capabilities;
•Adding additional information to an open resource trouble report based on the first-in
testing;
•Scheduling, assigning and coordinating repair and restoration activities;
•Initiate any final testing to confirm clearance of the service problem;
•Undertake necessary tracking of the execution progress;
•Modifying information in an existing resource trouble report based on assignments;
•Modifying the resource trouble report status;
•Canceling a resource trouble report when the specific trouble was related to a false
alarm event
•Monitoring the jeopardy status of open resource trouble reports, and escalating
resource trouble reports as necessary.
The Track & Manage Resource Trouble processes are responsible for engaging external
suppliers in correction and recovery activities when higher level expertise and/or higher
level support is required to resolve the resource trouble. This engagement can be linked
to the priority of the resource trouble report, and could occur automatically for highest
priority resource trouble reports.
The Track & Manage Resource Trouble processes will also inform the Close Resource
Trouble processes by modifying the resource trouble report status to cleared when the
resource trouble has been resolved.
Explanatory
Mandatory
Optional
Interactions
Report Resource Trouble


Brief Description
Monitor the status of resource trouble reports provide notifications of any changes and
provide management reports. This includes resource trouble caused by security events.
The objective of the Report Resource Trouble processes is to monitor the status of
resource trouble reports, provide notifications of any changes and provide management
reports.
receive notifications of any status changes, for example, Resource Performance
Management and Service Quality Management. Notification lists are managed and
maintained by the Support Resource Trouble Management processes.
These processes record, analyze and assess the resource trouble report status changes
to provide management reports and any specialized summaries of the efficiency and
effectiveness of the overall Resource Trouble Management process. These specialized
These processes will make the necessary reports about the resource trouble that
occurred, the root cause and the activities carried out for restoration.
Explanatory
Mandatory
Optional
Interactions
Close Resource Trouble Report

Brief Description
Close a resource trouble report when the resource problem has been resolved
The objective of the Close Service Trouble Report processes is to close a service trouble
report when the service problem has been resolved.
These processes monitor the status of all open service trouble reports, and recognize
that a service trouble report is ready to be closed when the status is changed to cleared.
Explanatory

Mandatory
Optional
Interactions
Create Resource Trouble Report

Brief Description
Create a new resource trouble report
The objective of the Create Resource Trouble Report process is to create a new resource
trouble report.
A new resource trouble report may be created as a result of resource alarm event
notification analysis, and subsequent creation of new resource alarm event records,
undertaken by the Survey & Analyze Resource Trouble processes, or at the request of
analysis undertaken by other processes in the Service-Ops or Resource-Ops (in particular
a Service Trouble Report can generate one or more Resource Trouble Reports) or
Engaged Party-Ops and Resource-Ops layers which detect that some form of failure has
occurred for which resource restoration activity is required to restore normal operation.
If the resource trouble report is created as a result of a notification or request from
processes other than the Survey & Analyze Resource Trouble processes, the Create
Resource Trouble Report processes are responsible for converting the received
information into a form suitable for the Resource Trouble Management processes, and
for requesting additional information if required.
These processes will make estimates of the time to restore resource which will be
included in the new resource trouble report so that other processes can gain access to
this information.
Explanatory
Mandatory
Optional
Interactions

1.5.8.1 Survey & Analyze Resource Trouble
Figure 307: 1.5.8.1 Survey & Analyze Resource Trouble decomposition
Survey & Analyze Resource Trouble

Brief Description
Monitor resource alarm event notifications and manage resource alarm event records in
real-time. Resource alarm event notifications include those alarms related to security
events.
The objective of the Survey & Analyze Resource Trouble processes is to monitor
resource alarm event notifications and manage resource alarm event records in real-
time.
Responsibilities of the Survey & Analyze Resource Trouble processes include, but are not
limited to:
• Detecting and collecting resource alarm event notifications;
• Initiating and managing resource alarm event records;
• Performing resource alarm event notification localization analysis;
• Correlating and filtering resource alarm event records;
• Reporting resource alarm event record status changes to other processes
• Managing resource alarm event record jeopardy conditions.
Resource alarm event notification analysis encompasses the identification of the

resource alarm event in terms of reporting entity and nature of the resource alarm
event. It will then analyze the resource alarm events based on a number of criteria and
then suppress redundant, transient or implied resource alarm events by means of
filtering and correlation. It includes the notification of new resource alarm event

records, or status changes of previously reported resource alarm event records, as well
as abatement messages when resource alarm event records have been cleared.
The analysis will correlate resource alarm event notifications to planned outage
These processes may determine that a resource alarm event notification may represent
a service impacting condition. In these circumstances this process is responsible for
processes.
The Survey & Analyze Resource Trouble processes might trigger a well-defined action
based on specific resource alarm event notification information as well as the non-
arrival of resource alarm event notification information after a specific time interval has
elapsed.
action when a resource alarm event record is not cleared within a pre-defined period of
time.
Explanatory
Mandatory
Optional
Interactions
Manage Resource Alarm Event Notifications

Brief Description
This process may determine that a resource alarm event notification may represent a

service impacting condition. In these circumstances this process is responsible for

processes.
Explanatory
This process may determine that a resource alarm event notification may represent a
service impacting condition.
Mandatory
This process is responsible for indicating a potential service problem to the Service
Problem Management processes. As a part of this indication this process is responsible
for identifying the impacted service instances associated with the resource instances
presenting alarm event notifications and passing this information to the Service Problem
Optional
Interactions
Filter Resource Alarm Event Notifications

Brief Description
This process encompasses the identification of the resource alarm event in terms of
reporting entity and nature of the resource alarm event. It then analyzes the resource
alarm events based on a number of criteria and then suppresses redundant, transient or
implied resource alarm events by means of filtering and correlation
Explanatory
Mandatory
This process encompasses the identification of the resource alarm event in terms of
reporting entity and nature of the resource alarm event. It then analyzes the resource
alarm events based on a number of criteria and then suppresses redundant, transient or
implied resource alarm events by means of filtering and correlation

Optional
Interactions
Correlate Resource Alarm Event Notifications

Brief Description
This process correlates resource alarm event notifications to planned outage
Explanatory
Mandatory
This process correlates resource alarm event notifications to planned outage
Optional
Interactions
Abate Alarm Event Records

Brief Description
This process includes the notification of new resource alarm event records, or status
changes of previously reported resource alarm event records, as well as abatement
messages when resource alarm event records have been cleared.

Explanatory
Mandatory
This process includes the notification of new resource alarm event records, or status
changes of previously reported resource alarm event records, as well as abatement
messages when resource alarm event records have been cleared.
Optional
Interactions
Trigger Defined Action

Brief Description
This process triggers a well-defined action based on specific resource alarm event
notification information as well as the non-arrival of resource alarm event notification
information after a specific time interval has elapsed. This process is also responsible
for monitoring and triggering the appropriate action when a resource alarm event
record is not cleared within a pre-defined period of time.
Explanatory
Mandatory
This process triggers a well-defined action based on specific resource alarm event
notification information as well as the non-arrival of resource alarm event notification
information after a specific time interval has elapsed. This process is also responsible
for monitoring and triggering the appropriate action when a resource alarm event
record is not cleared within a pre-defined period of time.
Optional
Interactions

Monitor Resource Alarms Events

Brief Description
resources though systems and monitoring tools.
resources though systems and monitoring tools.
Explanatory
Mandatory
Optional
Interactions
Categorize Resource Alarm Event

Brief Description
This process is responsible for categorizing the resource alarm events in order to
support the management, filtering and correlation of events at Resource-Ops level.
This process is responsible for categorizing the resource alarm events in order to
support the management, filtering and correlation of events at Resource-Ops level.
Explanatory
Mandatory
Optional
Interactions

Review Major Resource Trouble

Brief Description
To review the resolution of resource troubles that have been categorized as major
Explanatory
Mandatory
Optional
Interactions
1.5.8.2 Localize Resource Trouble
Figure 308: 1.5.8.2 Localize Resource Trouble decomposition
Localize Resource Trouble


Brief Description
Perform analysis to identify the root cause of the specific resource trouble including
those resource troubles related to security events.
The objective of the Localize Resource Trouble processes is to identify the root cause of
the specific resource trouble. These processes are invoked by the Track & Manage
Resource Trouble processes.
•Verifying whether the resource configuration matches the appropriate service
features;
•Performing diagnostics against the specific resources;•
•Running tests against the specific resources;
•Starting and stopping audits against specific resources
•Scheduling routine testing of the specific resources.
The Localize Resource Trouble processes will make the results of the root cause analysis
available to other processes. The Localize Resource Trouble processes will update the
open resource trouble report, as required during the assessment, and when the root
When the process is complete the Localize Resource Trouble processes will notify the
Track & Manage Resource Trouble processes.
Explanatory
Mandatory
Optional
Interactions
Verify Resource Configuration

Brief Description
This process verifies whether the resource configuration matches the appropriate
service features.

Explanatory
Mandatory
This process verifies whether the resource configuration matches the appropriate
service features.
Optional
Interactions
Perform Specific Resource Trouble Diagnostics

Brief Description
This process performs diagnostics against the specific resources. This includes
application of signatures and other methods to capture anomalous events or malware.
Explanatory
Mandatory
This process performs diagnostics against the specific resources.
Optional
Interactions
Perform Specific Resource Trouble Tests

Brief Description
This process runs tests against the specific resources. This can include penetration tests
to check for vulnerabilities.

Explanatory
Mandatory
This process runs tests against the specific resources.
Optional
Interactions
Stop And Start Audit On Resources

Brief Description
This process starts and stops audits against specific resources.
Explanatory
Mandatory
This process starts and stops audits against specific resources.
Optional
Interactions
Schedule Routine Resource Trouble Tests

Brief Description
This process schedules routine testing of the specific resources including virus scans and
malware testing.
Explanatory

Mandatory
This process schedules routine testing of the specific resources.
Optional
Interactions
Notify T&M Root Cause Resource Trouble

Brief Description
This process makes the results of the root cause analysis available to other processes. It
updates the open resource trouble report, as required during the assessment, and when
the root cause has been identified. This process notifies the Track & Manage Resource
Trouble processes.
Explanatory
This process makes the results of the root cause analysis available to other processes.
Mandatory
This process updates the open resource trouble report, as required during the
Optional
Interactions
This process notifies the Track & Manage Resource Trouble processes.
Categorize Resource Trouble

Brief Description
This process is responsible for categorizing the resource trouble according to the type of
the trouble, impact, and standardized criteria at Resource-Ops level. Moreover, this
activity will be carried out with appropriate diligence, in order to provide inputs to the
"Track & Manage Resource Trouble" process.
This process is responsible for categorizing the resource trouble according to the type of

the trouble, impact, and standardized criteria at Resource-Ops level. Moreover, this
activity will be carried out with appropriate diligence, in order to provide inputs to the
"Track & Manage Resource Trouble" process.
Explanatory
Mandatory
Optional
Interactions
1.5.8.3 Correct & Resolve Resource Trouble
Figure 309: 1.5.8.3 Correct & Resolve Resource Trouble decomposition
Correct & Resolve Resource Trouble

Brief Description
Restore or replace resources that have failed as efficiently as possible
The objective of the Correct & Resolve Resource Trouble processes is to restore or
replace resources that have failed as efficiently as possible.
Based on the nature of the resource failure leading to the associated resource alarm
event notification, automatic restoration procedures might be triggered. Manual

restoration activity is assigned to the Correct & Resolve Resource Trouble processes
from the Track & Manage Resource Trouble processes.
Depending on the nature of the specific resource failure, these processes may possibly
repair or replace the failed unit or specific resource. These processes are also
responsible for
- to isolate a unit with a fault
- to manage the redundant resource units (e.g. hot standby)
- to (auto) heal a resource
- to identify the root cause of failure
- to repair failed specific resource (including hardware failure and software failure)
For large resource failures requiring extensive repair and/or replacement activity to
restore normal operation, these processes will attempt to implement work-arounds to
recover the specific resource operation. In these circumstances, recover of normal
operation may require invocation of the Support Resource Trouble Management
processes.
They will also report successful restoration of normal operation, restoration through
temporary work-arounds or an unsuccessful attempt at restoration to Track & Manage
Resource Trouble through updates to the associated resource trouble report.
Explanatory
Mandatory
Optional
Interactions
Repair / Replace Failed Resource

Brief Description
This process may possibly repair, reconfigure, or replace the failed unit or specific
resource (including hardware failure and software failure).
Depending on the nature of the specific resource failure, this process may possibly
repair, reconfigure, or replace the failed unit or specific resource. It also reports
successful restoration of normal operation or an unsuccessful attempt at restoration to
Track & Manage Resource Trouble through updates to the associated resource trouble
report.
The responsibilities of this process include:

- Check reserve hardware parts for replacement (in case of hardware failure).
- Replace hardware parts (in case of hardware failure).
- Procure hardware if there is no spare parts (in case of hardware failure).
- Perform testing after replacement (in case of hardware failure)
- Upgrade software (in case of software failure).
- Reporting the result of the attempt to restore normal operations
Explanatory
Mandatory
Depending on the nature of the specific resource failure, this process may possibly
repair or replace the failed unit or specific resource. It also reports successful
restoration of normal operation or an unsuccessful attempt at restoration to Track &
Manage Resource Trouble through updates to the associated resource trouble report.
Optional
Interactions
Reports successful restoration to Track & Manage Resource Trouble through updates to
the associated resource trouble report.
Isolate Unit with Fault

Brief Description
This process is responsible for isolating a unit with a fault.
Explanatory
Mandatory
This process is responsible for isolating a unit with a fault.
Optional
Interactions
Manage Standby Resource Units

Brief Description
This process is responsible for managing the redundant resource units (e.g. hot
standby).
Explanatory
Mandatory
This process is responsible for managing the redundant resource units (e.g. hot
standby).
Optional
Interactions
Implement Resource Trouble Work Arounds

Brief Description
Explanatory
Applies for large service failures requiring extensive re-assignment and/or re-
configuration activity to restore normal operation,
Mandatory
This process will attempt to implement workarounds to recover the specific service
operation. It also reports restoration through temporary workarounds or an
Optional

Interactions
This process reports restoration to Track & Manage Service Problem through updates
to the associated Service Trouble report.
Invoke Support Resource Trouble Management Processes

Brief Description
This process recovers normal operation by invocation of the Support Resource Trouble
unsuccessful attempt at restoration to Track & Manage Resource Trouble through
updates to the associated resource trouble report.
Explanatory
Mandatory
This process recovers normal operation by invocation of the Support Resource Trouble
unsuccessful attempt at restoration to Track & Manage Resource Trouble through
updates to the associated resource trouble report.
Optional
Interactions
This process reports successful restoration to Track & Manage Resource Trouble
through updates to the associated resource trouble report.
Review Major Resource Trouble

Brief Description
Explanatory

Mandatory
Optional
Interactions
Probe Root Cause Of Failure

Brief Description
Probe the root cause of failure to identify repair point and prevention of recurrence.
The objective of Probe Root Cause Of Failure process is to find out a root cause of failure
causing resource trouble for dealing with hardware repair and software upgrade. The
process is performed after resource healing, and analyzes the problem (e.g., the failure
software bugs and/or hardware faults causing failure of network function).
The responsibilities of these processes include:
-Perform testing of resource for isolation of cause of failure .
-Identify a real cause of failure.
-Obtain existing knowledge information related to recovery.
-Determine an optimal way to repair.
-Determine schedule for repair work.
-Update knowledge information coping with recovery if the event is unknown failure.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Self Heal Resource Trouble


Brief Description
Heal failed resource before identification of root cause of failure.
The objective of Recover Resource Trouble process is to promptly recover failed
resource, especially software-based resource (e.g., virtual network function: VNF)
before identification of the detailed root cause of failure, such as software bugs like
memory leak, and hardware failure like fan fault and link down.
- Isolate failed resource (e.g., failed VNF) from service.
- Check available resource related to infrastructure (e.g., CPU, memory, Disk etc..) to
create new network function for recovery.
-Create new network function for recovery.
-Perform testing in order to check normality of the created function.
- Decide Self healing option based on a self healing policy/rule of operator.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.5.8.3.8 Self Heal Resource Trouble

Figure 310: 1.5.8.3.8 Heal Resource Trouble decomposition
Heal Resource Trouble

Brief Description
- Decide self healing option based on a self healing policy/rule of operator.

Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Decide Self Healing Option

Brief Description
Decide Self Healing option based on a self healing policy/rule of operator.
The objective of "Decide Self Healing Option" process is a responsibility to decide how
recover the failure based on a self healing policy ( e.g. total number of times of violating
a certain threshold, emergency level of a detected alarm or service level agreement that
depends on each service provider). For example, the patterns of recover are divided into
following patterns:
- Physical network function self healing
- Virtual network function self healing
- Network service self healing
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Reboot Network Function

Brief Description
Execute reboot operation for network function resources.

The objective of "Reboot Network Function" process is to execute reboot operation. If
the failure status still remains after the process execution, it may trigger other self
healing process or hardware exchange process.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Trigger Self Healing Operation

Brief Description
Trigger lifecycle operation processes for executing network function self healing.
The objective of "Trigger Self Healing Operation" process is to call self healing operation
processes with lifecycle management tasks. In case of success, complete or partial self
healing has been executed. In case of failure, appropriate error information is returned.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Validate Network Function Instantiation

Brief Description
Validate to deploy network function.

The objective of "Validate Network Function Instantiation” process is to check a
feasibility for deploying network function. This process grants an authorization of a
lifecycle operation. When applicable, this process give a permission for reserving
network function resources (e.g., virtualized infrastructure with location information)
based on network function catalog.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Reserve Network Function Resources

Brief Description
Reserve required network function, infrastructure and network resources for self
healing.
The objective of "Reserve Network Function Resources" process is responsible to
reserve the required infrastructure resources for self healing which may corresponding
to following elements, but not limited to:
- Number of CPU core, memory size
- Resource type, minimum bandwidth, QoS
- Storage type, size
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Deploy Network Function Resources

Brief Description
Deploy reserved infrastructure and network resources for self healing.
The objective of "Deploy Network Function Resources." process is to deploy the needed
infrastructure resources and network connectivity.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Update Network Function

Brief Description
Update configuration of network function.
The objective of "Update Network Function" process is to activate deployed network
function instances by modifying a configuration. The result of configuration may
corresponds to failed VNF configuration or template.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Update Network Service

Brief Description
Update configuration of a constituent instances of network service.
The objective of "Update Network Service" process is to activate deployed network
connectivity which are constituents of healed network service.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Check Normality
Brief Description
Check normality of network function instance/network connectivity.
The objective of "Check Normality" process is to perform testing of virtual network
function instance/connection statement ( e.g. to check a current status of alarms
regarding failed resources).
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.5.8.4 Track & Manage Resource Trouble

Figure 311: 1.5.8.4 Track & Manage Resource Trouble decomposition
Track & Manage Resource Trouble

Brief Description
efficiently, and that escalation is invoked as required for any open resource trouble
reports in jeopardy
The objective of the Track & Manage Resource Trouble is to ensure testing, repair and
restoration activities are assigned, coordinated and tracked efficiently, and that
escalation is invoked as required for any open resource trouble reports in jeopardy.
•Initiating first-in testing using automated remote testing capabilities;
•Adding additional information to an open resource trouble report based on the first-in
testing;
•Scheduling, assigning and coordinating repair and restoration activities;
•Initiate any final testing to confirm clearance of the service problem;
•Undertake necessary tracking of the execution progress;
•Modifying information in an existing resource trouble report based on assignments;
•Modifying the resource trouble report status;
•Canceling a resource trouble report when the specific trouble was related to a false
alarm event
•Monitoring the jeopardy status of open resource trouble reports, and escalating
resource trouble reports as necessary.
The Track & Manage Resource Trouble processes are responsible for engaging external

suppliers in correction and recovery activities when higher level expertise and/or higher
level support is required to resolve the resource trouble. This engagement can be linked
to the priority of the resource trouble report, and could occur automatically for highest
priority resource trouble reports.
The Track & Manage Resource Trouble processes will also inform the Close Resource
Trouble processes by modifying the resource trouble report status to cleared when the
resource trouble has been resolved.
Explanatory
Mandatory
Optional
Interactions
Coordinate Resource Trouble

Brief Description
execution progress, modifies information in an existing resource trouble report based
on assignments, and modifies the resource trouble report status;
Explanatory
finished at the appropriate time and in the appropriate sequence.
Mandatory
This process schedules, assigns and coordinates repair and restoration activities,
existing resource trouble report based on assignments, and modifies the resource
trouble report status;
Optional

Interactions
Perform First in Testing

Brief Description
adds additional information to an open resource trouble report based on the first-in
testing.
Explanatory
Mandatory
adds additional information to an open resource trouble report based on the first-in
testing.
Optional
Interactions
Cancel Resource Trouble

Brief Description
This process cancels a resource trouble report when the specific trouble was related to a
false alarm event.
Explanatory
Mandatory
This process cancels a resource trouble report when the specific trouble was related to a
false alarm event.

Optional
Interactions
Escalate/End Resource Trouble

Brief Description
This process provides the escalations between support levels and actors when a
resource trouble cannot be solved by the current assigned group. Therefore, the
escalation can be carried out between supports levels at Resource-Ops level, or, it can
be escalated to others actors, such as, supplier/partners. It is essential the ability to
rapidly escalate resource troubles according to clear and agreed rules.
Explanatory
Mandatory
This process monitors the jeopardy status of open resource trouble reports, and
escalating resource trouble reports as necessary.
Optional
Interactions
Perform Final Test

Brief Description
This process initiates any final testing to confirm clearance of the service problem.
Explanatory
Mandatory
This process initiates any final testing to confirm clearance of the service problem.

Optional
Interactions
Engaging External Suppliers

Brief Description
This process is responsible for engaging external suppliers in correction and recovery
activities when higher level expertise and/or higher level support is required to resolve
the resource trouble. This engagement can be linked to the priority of the resource
trouble report, and could occur automatically for highest priority resource trouble
reports.
Explanatory
Mandatory
This process is responsible for engaging external suppliers in correction and recovery
activities when higher level expertise and/or higher level support is required to resolve
the resource trouble. This engagement can be linked to the priority of the resource
trouble report, and could occur automatically for highest priority resource trouble
reports.
Optional
Interactions
Prioritize Resource Trouble

Brief Description
This process is responsible for assigning the prioritization to resource trouble in order to
according to criteria, such as, categorization and resources affected.
This process is responsible for assigning the prioritization to resource trouble in order to

according to criteria, such as, categorization and resources affected.
Explanatory
Mandatory
Optional
Interactions
1.5.8.5 Report Resource Trouble
Figure 312: 1.5.8.5 Report Resource Trouble decomposition
Report Resource Trouble

Brief Description
Monitor the status of resource trouble reports provide notifications of any changes and
provide management reports. This includes resource trouble caused by security events.
The objective of the Report Resource Trouble processes is to monitor the status of
resource trouble reports, provide notifications of any changes and provide management
reports.

receive notifications of any status changes, for example, Resource Performance
Management and Service Quality Management. Notification lists are managed and
maintained by the Support Resource Trouble Management processes.
These processes record, analyze and assess the resource trouble report status changes
to provide management reports and any specialized summaries of the efficiency and
effectiveness of the overall Resource Trouble Management process. These specialized
These processes will make the necessary reports about the resource trouble that
occurred, the root cause and the activities carried out for restoration.
Explanatory
Mandatory
Optional
Interactions
Monitor Resource Trouble

Brief Description
This process is responsible for continuously monitoring the status of resource trouble
and Service Quality Management. Notification lists are managed and maintained by the
Support Resource Trouble Management processes.
Explanatory
Mandatory
This process is responsible for continuously monitoring the status of resource trouble
and Service Quality Management.

Optional
Interactions
Notification lists are managed and maintained by the Support Resource Trouble
Distribute Notifications
Brief Description
Explanatory
Mandatory
Optional
Interactions
Distribute Management Reports & Summaries

Brief Description
Explanatory

Mandatory
Optional
Interactions
1.5.8.6 Create Resource Trouble Report
Figure 313: 1.5.8.6 Create Resource Trouble Report decomposition
Create Resource Trouble Report

Brief Description
Create a new resource trouble report
The objective of the Create Resource Trouble Report process is to create a new resource
trouble report.
A new resource trouble report may be created as a result of resource alarm event
notification analysis, and subsequent creation of new resource alarm event records,
undertaken by the Survey & Analyze Resource Trouble processes, or at the request of
analysis undertaken by other processes in the Service-Ops or Resource-Ops (in particular
a Service Trouble Report can generate one or more Resource Trouble Reports) or

Engaged Party-Ops and Resource-Ops layers which detect that some form of failure has
occurred for which resource restoration activity is required to restore normal operation.
processes other than the Survey & Analyze Resource Trouble processes, the Create
Resource Trouble Report processes are responsible for converting the received
information into a form suitable for the Resource Trouble Management processes, and
for requesting additional information if required.
These processes will make estimates of the time to restore resource which will be
included in the new resource trouble report so that other processes can gain access to
this information.
Explanatory
Mandatory
Optional
Interactions
Generate Resource Trouble

Brief Description
This process creates a new resource trouble report.
Explanatory
Mandatory
This process creates a new resource trouble report.
Optional
Interactions
Convert Report To Resource Trouble Format

Brief Description
processes other than the Survey & Analyze Resource Trouble processes, this process is
responsible for converting the received information into a form suitable for the
Resource Trouble Management processes, and for requesting additional information if
required.
Explanatory
Mandatory
Optional
Interactions
Estimate Time For Restoring Resource

Brief Description
Explanatory
Mandatory
Optional
Interactions

1.5.9 Resource Performance Management
Figure 314: 1.5.9 Resource Performance Management decomposition
Resource Performance Management

Brief Description
Managing, tracking, monitoring, analyzing, controlling and reporting on the
performance of specific resources
Resource Performance Management processes encompass managing, tracking,
monitoring, analyzing, controlling and reporting on the performance of specific
resources. They work with basic information received from the Resource Data Collection
& Distribution processes.
If the analysis identifies a resource performance violation or a potential service

performance violation, information will be passed to Resource Trouble Management
and/or Service Quality Management as appropriate. 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 specific 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.
Explanatory

Mandatory
Optional
Interactions
Monitor Resource Performance

Brief Description
Monitor received resource performance information and undertake first-in detection.
The objective of the Monitor Resource Performance processes is to monitor received
resource performance information and undertake first-in detection.
•Undertaking the role of first in detection by monitoring the received specific resource
performance data;
•Comparing the received specific resource performance data to performance standards
set for each specific resource (available from the Resource Inventory);
•Assessing and recording received specific resource performance data which is within
tolerance limits for performance standards, and for which continuous monitoring and
measuring of specific resource performance is required;
•Recording the results of the continuous monitoring for reporting through the Report
Resource Performance processes;
•Detecting performance threshold violations which represent specific resource failures
due to abnormal performance;
•Passing information about resource failures due to performance threshold violations to
Resource Trouble Management to manage any necessary restoration activity as
determined by that process;
•Passing information about potential specific service performance degradations arising
from specific resource degradations to Service Quality Management to manage any
necessary restoration activity as determined by that process;
•Detecting performance degradation for specific resources which provide early warning
of potential issues;
•Forwarding resource performance degradation notifications to other Resource
Performance Management processes, which manage activities to restore normal
specific resource performance
•Logging specific resource performance degradation and violation details within the
repository in the Manage Resource Inventory processes to ensure historical records are

Explanatory
Mandatory
Optional
Interactions
Analyze Resource Performance

Brief Description
Analyze and evaluate the performance of specific resources
The objective of the Analyze Resource Performance processes is to analyze the
information received from the Monitor Resource Performance process to evaluate the
performance of a specific resource.
•Undertaking analysis as required on specific resource performance information
received from the Monitor Resource Performance processes;
for specific resources required to analyze specific resource performance. These
schedules are established through requests sent to the Enable Resource Data Collection
& Distribution processes;
•Determining the root causes of specific resource performance degradations and
violations;
•Recording the results of the analysis and intermediate updates in the Resource
Inventory for historical analysis and for use as required by other processes
•Undertaking specific detailed analysis (if the original requested came from Service
Quality Management processes) to discover the root cause of 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.
Explanatory
Mandatory

Optional
Interactions
Control Resource Performance

Brief Description
Apply controls to resources in order to optimize the resource performance
The objective of the Control Resource Performance processes is to apply controls to
resource instances in order to optimize the resource performance.
•Instantiating 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.
•Instantiating 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.
Explanatory
Mandatory
Optional
Interactions
Report Resource Performance

Brief Description
Monitor the status of resource performance degradation reports, provide notifications
of any changes and provide management reports

The objective of the Report Resource Performance processes is to monitor the status of
resource performance degradation reports, provide notifications of any changes and
provide management reports.
Resource-Ops and other layers, and to other parties registered to receive notifications
of any status changes. Notification lists are managed and maintained by the Enable
Resource Performance Management processes.
These processes record, analyze and assess the resource performance degradation
the efficiency and effectiveness of the overall Resource Performance Management
audiences.
Explanatory
Mandatory
Optional
Interactions
Create Resource Performance Degradation Report

Brief Description
Create a new resource performance degradation report
The objective of the Create Resource Performance Degradation Report process is to
create a new resource performance degradation report, modify existing resource
performance degradation reports, and request cancellation of existing resource
A new resource performance degradation report may be created as a result of specific
resource performance notifications undertaken by the Monitor Resource Performance
processes, or at the request of analysis undertaken by other Service-Ops or Resource-
Ops or party management processes which detect that some form of deterioration or
failure has occurred requires an assessment of the specific resource performance.
If the resource performance degradation report is created as a result of a notification or
request from processes other than Monitor Resource Performance processes, the

Create Resource Performance Degradation Report processes are responsible for

converting the received information into a form suitable for the Resource Performance
Explanatory
Mandatory
Optional
Interactions
Track & Manage Resource Performance Resolution

Brief Description
efficiently, and that escalation is invoked as required for any open resource
performance degradation reports in jeopardy
The objective of the Track & Manage Resource Performance Resolution processes is to
efficiently assign, coordinate and track specific resource performance analysis and
control activities, and escalate any open resource performance degradation reports in
jeopardy.
• Adding additional information to an open resource performance degradation report

• Scheduling, assigning and coordinating analysis and specific resource performance
• Generating the respective other parties problem report creation request(s) to Initiate
other parties Problem Report processes based on specific resource performance
degradation reports where analysis the root cause is related to other parties products;
• Modifying information in an existing resource performance degradation report based
on assignments;
• Modifying the resource performance degradation report status;
• Canceling a resource performance degradation report when the specific request was
related to a false resource failure event
• Monitoring the jeopardy status of open resource performance degradation reports,

and escalating resource performance degradation reports as necessary.
The Track & Manage Resource Performance Resolution processes will also inform the
Close Resource Performance Degradation Report processes by modifying the resource
performance degradation report status to cleared when the specific resource
performance issues have been resolved.
Explanatory
Mandatory
Optional
Interactions
Close Resource Performance Degradation Report

Brief Description
Close a resource performance degradation report when the resource performance has
been resolved
The objective of the Close Resource Performance Degradation Report processes is to
close a resource performance degradation report when the resource performance has
been resolved.
These processes monitor the status of all open resource performance degradation
reports, and recognize that a resource performance degradation report is ready to be
closed when the status is changed to cleared.
Explanatory
Mandatory
Optional
Interactions

1.5.9.1 Monitor Resource Performance
Figure 315: 1.5.9.1 Monitor Resource Performance decomposition
Monitor Resource Performance

Brief Description
Monitor received resource performance information and undertake first-in detection.
The objective of the Monitor Resource Performance processes is to monitor received
resource performance information and undertake first-in detection.
•Undertaking the role of first in detection by monitoring the received specific resource
performance data;
•Comparing the received specific resource performance data to performance standards
set for each specific resource (available from the Resource Inventory);
•Assessing and recording received specific resource performance data which is within
tolerance limits for performance standards, and for which continuous monitoring and
measuring of specific resource performance is required;
Resource Performance processes;
•Detecting performance threshold violations which represent specific resource failures
due to abnormal performance;
•Passing information about resource failures due to performance threshold violations to
determined by that process;

•Passing information about potential specific service performance degradations arising

from specific resource degradations to Service Quality Management to manage any
necessary restoration activity as determined by that process;
•Detecting performance degradation for specific resources which provide early warning
of potential issues;
•Forwarding resource performance degradation notifications to other Resource
specific resource performance
•Logging specific resource performance degradation and violation details within the
repository in the Manage Resource Inventory processes to ensure historical records are
Explanatory
Mandatory
Optional
Interactions
Manage Resource Performance Data

Brief Description
This process monitors and logs the received specific resource performance quality data,
compares the received specific resource performance data to performance standards
set for each specific resource (available from the Resource Inventory), detects
performance threshold violations which represent specific resource failures due to
abnormal performance, and detects performance degradation for specific resources
which provide early warning of potential issues. This process undertakes the role of first
in detection by monitoring the received specific resource performance data;
Explanatory
This process undertakes the role of first in detection by monitoring the received specific
resource performance data;
Mandatory
This process monitors and logs the received specific resource performance quality data,
compares the received specific resource performance data to performance standards

set for each specific resource (available from the Resource Inventory), detects
performance threshold violations which represent specific resource failures due to
abnormal performance, and detects performance degradation for specific resources
Optional
Interactions
Record Resource Performance Data

Brief Description
This process assesses and records received specific resource performance data which is
within tolerance limits for performance standards, and for which continuous monitoring
and measuring of specific resource performance is required. It records the results of the
continuous monitoring for reporting through the Report Resource Performance
processes, and logs specific resource performance degradation and violation details
within the repository in the Manage Resource Inventory processes to ensure historical
records are available to support the needs of other processes.
Explanatory
This process assesses and records received specific resource performance data which is
within tolerance limits for performance standards, and for which continuous monitoring
and measuring of specific resource performance is required.
Mandatory
It records the results of the continuous monitoring for reporting through the Report
Resource Performance processes, and logs specific resource performance degradation
and violation details within the repository in the Manage Resource Inventory processes
to ensure historical records are available to support the needs of other processes.
Optional
Interactions
Correlate Resource Performance Event Notifications


Brief Description
This process passes information about potential specific service performance
degradations arising from specific resource degradations to Service Quality
Management to manage any necessary restoration activity as determined by that
process. It passes information about resource failures due to performance threshold
violations to Resource Trouble Management to manage any necessary restoration
activity as determined by that process. It forwards resource performance degradation
notifications to other Resource Performance Management processes, which manage
activities to restore normal specific resource performance
Explanatory
This process passes information about potential specific service performance
degradations arising from specific resource degradations to Service Quality
Management to manage any necessary restoration activity as determined by that
process.
Mandatory
It passes information about resource failures due to performance threshold violations to
determined by that process.
Optional
Interactions
It forwards resource performance degradation notifications to other Resource
specific resource performance; and
1.5.9.2 Analyze Resource Performance

Figure 316: 1.5.9.2 Analyze Resource Performance decomposition
Analyze Resource Performance

Brief Description
Analyze and evaluate the performance of specific resources
The objective of the Analyze Resource Performance processes is to analyze the
information received from the Monitor Resource Performance process to evaluate the
performance of a specific resource.
•Undertaking analysis as required on specific resource performance information
received from the Monitor Resource Performance processes;
for specific resources required to analyze specific resource performance. These
schedules are established through requests sent to the Enable Resource Data Collection
& Distribution processes;
•Determining the root causes of specific resource performance degradations and
violations;
•Recording the results of the analysis and intermediate updates in the Resource

Inventory for historical analysis and for use as required by other processes
•Undertaking specific detailed analysis (if the original requested came from Service
Quality Management processes) to discover the root cause of service performance
right.
Explanatory
Mandatory
Optional
Interactions
Perform Specific Resource Performance Diagnostics

Brief Description
This process performs analysis as required on specific resource performance
information received from the Monitor Service Quality processes. It determines the
root causes of specific resource performance degradations and violations, records the
results of the analysis and intermediate updates in the Resource Inventory for historical
analysis and for use as required by other processes, and undertakes specific detailed
analysis (if the original requested came from Service Quality Management processes) to
discover the root cause of customer QoS 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.
Explanatory
This process performs analysis as required on specific resource performance
information received from the Monitor Service Quality processes.
Mandatory
It determines the root causes of specific resource performance degradations and
violations, records the results of the analysis and intermediate updates in the Resource
Inventory for historical analysis and for use as required by other processes, and
undertakes specific detailed analysis (if the original requested came from Service Quality
Management processes) to discover the root cause of customer QoS performance


right.
Optional
Interactions
Manage Resource Performance Data Collection Schedules

Brief Description
schedules for specific resources required to analyze specific resource performance.
These schedules are established through requests sent to the Enable Resource Data
Collection & Distribution processes.
Explanatory
Mandatory
schedules for specific resources required to analyze specific resource performance.
Optional
Interactions
These schedules are established through requests sent to the Enable Resource Data
Collection & Distribution processes.
1.5.9.3 Control Resource Performance

Figure 317: 1.5.9.3 Control Resource Performance decomposition
Control Resource Performance

Brief Description
Apply controls to resources in order to optimize the resource performance
The objective of the Control Resource Performance processes is to apply controls to
resource instances in order to optimize the resource performance.
•Instantiating 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.
•Instantiating 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.
Explanatory

Mandatory
Optional
Interactions
Instantiate Resource Performance Controls

Brief Description
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.
Explanatory
These controls may be based on established control plans, or the controls may be
developed within the Control Resource Performance processes depending on
circumstances.
Mandatory
Instantiate controls to attempt to restore resource instances to normal operation, at the
request of Analyze Resource Performance processes.
Optional
Interactions
Instantiate Resource Trouble Controls

Brief Description
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.

Explanatory
These controls may be based on established control plans, or the controls may be
developed within the Control Resource Performance process depending on
circumstances.
Mandatory
Instantiate controls to attempt to restore failed resource instances to normal operation,
at the request of Resource Trouble Management or Service Quality Management
processes.
Optional
Interactions
1.5.9.4 Report Resource Performance
Figure 318: 1.5.9.4 Report Resource Performance decomposition

Report Resource Performance

Brief Description
Monitor the status of resource performance degradation reports, provide notifications
of any changes and provide management reports
The objective of the Report Resource Performance processes is to monitor the status of
resource performance degradation reports, provide notifications of any changes and
These processes record, analyze and assess the resource performance degradation
the efficiency and effectiveness of the overall Resource Performance Management
audiences.
Explanatory
Mandatory
Optional
Interactions
Monitor Resource Performance Degradation Report

Brief Description
This process is responsible for continuously monitoring the status of Resource
Performance Degradation Reports and managing notifications to processes in the

Explanatory
Mandatory
This process is responsible for continuously monitoring the status of Resource
Performance Degradation Reports and managing notifications to processes in the
RM&O and other layers, and to other parties registered to receive notifications of any
status changes.
Optional
Interactions
Notification lists are managed and maintained by the Enable Resource Performance
Distribute Resource Quality Management Reports & Summaries

Brief Description
This process records, analyzes and assesses the Resource Performance Degradation
of the efficiency and effectiveness of the overall Resource Performance Management
audiences.
Explanatory
Mandatory
This process records, analyzes and assesses the Resource Performance Degradation
of the efficiency and effectiveness of the overall Resource Performance Management
process.
Optional
Interactions

1.5.9.5 Create Resource Performance Degradation Report
Figure 319: 1.5.9.5 Create Resource Performance Degradation Report decomposition
Create Resource Performance Degradation Report

Brief Description
Create a new resource performance degradation report
The objective of the Create Resource Performance Degradation Report process is to
create a new resource performance degradation report, modify existing resource
performance degradation reports, and request cancellation of existing resource
A new resource performance degradation report may be created as a result of specific
resource performance notifications undertaken by the Monitor Resource Performance
processes, or at the request of analysis undertaken by other Service-Ops or Resource-
Ops or party management processes which detect that some form of deterioration or
failure has occurred requires an assessment of the specific resource performance.
request from processes other than Monitor Resource Performance processes, the
Create Resource Performance Degradation Report processes are responsible for

converting the received information into a form suitable for the Resource Performance
Explanatory
Mandatory
Optional
Interactions
Generate Resource Performance Degradation Problem

Brief Description
This process creates a new Resource Performance Degradation Report as a result of
specific resource performance notifications undertaken by the Monitor Resource
Performance processes, or at the request of analysis undertaken by other Service-Ops or
Resource-Ops or Resource-Ops processes which detect that some form of deterioration
or failure has occurred requires an assessment of the specific resource performance.
Explanatory
Mandatory
This process creates a new Resource Performance Degradation Report as a result of
specific resource performance notifications undertaken by the Monitor Resource
Performance processes, or at the request of analysis undertaken by other RM&O, SM&O
or RM&O processes which detect that some form of deterioration or failure has
occurred requires an assessment of the specific resource performance.
Optional
Interactions
Convert Report To Resource Performance Degradation Report Format

Brief Description
request from processes other than Monitor Resource Performance processes, this
process responsible for converting the received information into a form suitable for the
Resource Performance Management processes, and for requesting additional
information if required.
Explanatory
Mandatory
Where the resource performance degradation report is created as a result of a
notification or request from processes other than Monitor Resource Performance
processes, this process responsible for converting the received information into a form
suitable for the Resource Performance Management processes, and for requesting
Optional
Interactions
Notification or request from processes other than Monitor Resource Performance
processes concerning resource performance degradation report, and requests back for
1.5.9.6 Track & Manage Resource Performance Resolution

Figure 320: 1.5.9.6 Track & Manage Resource Performance Resolution decomposition
Track & Manage Resource Performance Resolution

Brief Description
efficiently, and that escalation is invoked as required for any open resource
performance degradation reports in jeopardy
The objective of the Track & Manage Resource Performance Resolution processes is to
efficiently assign, coordinate and track specific resource performance analysis and
control activities, and escalate any open resource performance degradation reports in
jeopardy.
• Adding additional information to an open resource performance degradation report

• Scheduling, assigning and coordinating analysis and specific resource performance
• Generating the respective other parties problem report creation request(s) to Initiate
other parties Problem Report processes based on specific resource performance
degradation reports where analysis the root cause is related to other parties products;
• Modifying information in an existing resource performance degradation report based
on assignments;
• Modifying the resource performance degradation report status;
• Canceling a resource performance degradation report when the specific request was
related to a false resource failure event
• Monitoring the jeopardy status of open resource performance degradation reports,

and escalating resource performance degradation reports as necessary.
The Track & Manage Resource Performance Resolution processes will also inform the
Close Resource Performance Degradation Report processes by modifying the resource
performance degradation report status to cleared when the specific resource
performance issues have been resolved.
Explanatory
Mandatory
Optional
Interactions
Coordinate Resource Performance

Brief Description
existing Resource Performance Degradation Report based on assignments, and modifies
the Resource Performance Degradation Report status
Explanatory
Mandatory
existing Resource Performance Degradation Report based on assignments, and modifies
the Resource Performance Degradation Report status
Optional

Interactions
Request Other Parties Performance Degradation Report Creation and Update

Brief Description
This process generates the respective other parties problem report creation request(s)
to Initiate other parties Problem Report processes based on specific resource
performance degradation reports where analysis the root cause is related to other
parties products.
Explanatory
Mandatory
This process generates the respective S/P problem report creation request(s) to Initiate
S/P Problem Report processes based on specific resource performance degradation
reports where analysis the root cause is related to S/P products.
Optional
Interactions
Update First in Resource Testing Results

Brief Description
This process adds additional information to an open Resource Performance Degradation
Explanatory
Mandatory
This process adds additional information to an open Resource Performance Degradation

Optional
Interactions
Cancel Resource Performance Degradation Report

Brief Description
This process cancels a resource Performance Degradation Report when the specific
trouble was related to a false resource failure event.
Explanatory
Mandatory
This process cancels a resource Performance Degradation Report when the specific
trouble was related to a false resource failure event.
Optional
Interactions
Escalate/End Resource Performance Degradation Report

Brief Description
This process monitors the jeopardy status of open Resource Performance Degradation
Reports, and escalates Resource Performance Degradation Reports as necessary.
Explanatory
Mandatory
This process monitors the jeopardy status of open Resource Performance Degradation
Reports, and escalates Resource Performance Degradation Reports as necessary.

Optional
Interactions
Clear Resource Performance Degradation Report Status

Brief Description
This process informs the Close Resource Performance Degradation Report process by
modifying the Resource Performance Degradation Report status to cleared when the
specific resource performance quality issues have been resolved.
Explanatory
Mandatory
This process informs the Close Resource Performance Degradation Report process by
modifying the Resource Performance Degradation Report status to cleared when the
specific resource performance quality issues have been resolved.
Optional
Interactions
This process informs the Close Resource Performance Degradation Report processes
Engage External Party Resource

Brief Description
If some specific resource components are owned and managed by other parties, this
process is responsible for initiating requests, through other parties Performance
Management, for resolution by the other parties of the specific resource components.
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.

Explanatory
managed by suppliers/partners.
Mandatory
Where some specific resource components are owned and managed by
suppliers/partners, this process is responsible for initiating requests, through S/P
Performance Management, for resolution by the supplier/partner of the specific
resource components. This process will co-ordinate all the actions necessary in order to
sequence.
Optional
Interactions
Interaction with Suppliers / Partners
1.5.10 Resource Mediation & Reporting
Figure 321: 1.5.10 Resource Mediation & Reporting decomposition
Resource Mediation & Reporting

Brief Description
Manage resource events by correlating and formatting them into a useful format.
Resource Mediation & Reporting processes manage resource events by correlating and
formatting them into a useful format. These processes include the mediation and
reporting of resource records. Investigation of resource related billing event problems is
also part of these processes.
These processes are often handled by appropriate network elements.
Explanatory
Mandatory
Optional
Interactions
Mediate Resource Usage Records

Brief Description
Validate, normalize, convert and correlate usage records collected from the network.
The purpose of the Mediate Usage Records processes is to validate, normalize, convert
and correlate usage records collected from various pieces of equipment in the network.
It also removes any duplicate usage records that have already been processed.
Explanatory
Mandatory
Optional
Interactions

Report Resource Usage Records

Brief Description
Generate reports on resource usage records based on requests from other processes.
The purpose of the Report Resource Usage Records is to 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 or network problems.
Explanatory
Mandatory
Optional
Interactions
1.5.10.1 Mediate Resource Usage Records
Figure 322: 1.5.10.1 Mediate Resource Usage Records decomposition
Mediate Resource Usage Records

Brief Description
Validate, normalize, convert and correlate usage records collected from the network.

The purpose of the Mediate Usage Records processes is to validate, normalize, convert
and correlate usage records collected from various pieces of equipment in the network.
It also removes any duplicate usage records that have already been processed.
Explanatory
Mandatory
Optional
Interactions
Validate Resource Usage Records

Brief Description
Validate resource usage record collected from the network.
Explanatory
For example, checking loss of Resource Usage Records, illegal characters in Resource
Usage Records, invalid field length in Resource Usage Records, the resource usage
duration mismatching to start time and end time.
Mandatory
The purpose of Validate Resource Usage Record process is to validate Resource Usage
Record collected from various pieces of equipment in the network. This process is
responsible for collecting the Resource Usage Records, filtering out of non-billing
relevant Resource Usage Records, validating the Resource Usage Records and their
integrity and avoiding records collection leakage.
Optional
Interactions
Normalize Resource Usage Records

Brief Description
Normalize resource usage records to specific expression format.
Explanatory
For example, the expression for date can be YYY-MM-DD, DD-MM-YYY, DD-MM-YY or
other combinations. This process is responsible for unifying all Resource Usage Records
to specific expression format for subsequent processes use.
Mandatory
The purpose of Normalize Resource Usage Record process is to normalize Resource
Usage Records to specific expression format. Resource Usage Records generated by
different systems are used distinct expressions for same record data.
Optional
Interactions
Convert Resource Usage Records

Brief Description
Convert resource usage records to specific data format.
Explanatory
Mandatory
The purpose of Convert Resource Usage Record process is to convert Resource Usage
Records to specific data format. The Resource Usage Records are collected from
different network equipment and stored in different file formats, e.g. fixed-length
binary file, fixed-length text files, variable-length text files, ASN.1. This process is
responsible for identifying the data formats of collected Resource Usage Records and
changing them to specific common data format for downstream system using.
Optional

Interactions
Correlate Resource Usage Records

Brief Description
Correlate collected resource usage records.
Explanatory
Mandatory
The purpose of Correlate Resource Usage Record process is to correlate collected
Resource Usage Records. The Resource Usage Records are collected from different
network equipment, sometime more than one Resource Usage Records store same
service consumption. In order to resolve this case, this process is responsible for
identifying the correlative Resource Usage Records and associating them together for
downstream system use.
Optional
Interactions
Remove Duplicate Resource Usage Records

Brief Description
Remove duplicate resource usage records.
Explanatory
Mandatory
The purpose of Remove Resource Usage Record process is to remove any duplicate
usage records that have already been processed. This process includes detect duplicate

records and removing them from billing process. The duplication detection is usually by
checking the values of the key fields of Resource Usage Records with combined criteria.
Optional
Interactions
1.6.1 Party Strategy & Planning
Figure 323: 1.6.1 Party Strategy & Planning decomposition

Brief Description
N/A

N/A
Explanatory
Mandatory
Optional
Interactions
Party Strategy & Planning

Brief Description
Develop the strategies and policies of the enterprise for engagement with other parties
Party Strategy & Planning processes develop the strategies and policies of the enterprise
for engaging with other parties. To support the enterprise’s supply and sourcing strategy
the Party Strategy and Planning processes develops the policies for party engagement
and interaction. For example, 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. The effectuation of this is done according to
policies and strategies set by the Party Strategy and Planning processes.
Explanatory
Mandatory
Optional
Interactions

1.6.2 Party Tender Management
Figure 324: 1.6.2 Party Tender Management decomposition
Party Tender Management

Brief Description
Party Tender Management processes manage the activities associated with developing
tender documents, running tender processes, gaining enterprise agreement to tender
decisions.
Party Tender Management processes manage the activities associated with developing
tender documents, running tender processes, gaining enterprise agreement to tender
decisions.
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 gaining
enterprise agreement are used for these regulated and competitive activities.
They also manage the evaluation of agreements with parties, to determine those with
the products and services that best meet the enterprise’s needs.
Explanatory
Mandatory
Optional

Interactions
Determine the Sourcing Requirements

Brief Description
Manage the collection and finalization of the specific requirements to be achieved from
the sourcing process.
The Determine the Sourcing Requirements processes 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.
The Party Strategy and Planning processes will also provide a set of enterprise level
requirements that the sourcing process will need to satisfy.
ensure that the requirements meets the needs of all stakeholders
Explanatory
Mandatory
Optional
Interactions
Determine Potential Parties


Brief Description
Determine the appropriate short list of parties to meet the specific enterprise
requirements.
The Determine Potential Parties processes determine the appropriate short list of
parties to meet the specific enterprise requirements (for example, expected technical
capability, anticipated delivery timeframes, anticipated costs, etc..). The processes
provide detailed analysis of potential parties, leveraging information available from the
Gather & Analyze Value Fabric Information
ensure that the selected short list meets the needs of all stakeholders
Explanatory
Mandatory
Optional
Interactions
Manage the Tender Process

Brief Description
Manage and administer the mechanics of the tender process.
The Manage the Tender Process processes manage and administer the mechanics of
the tender process. The processes determine the engagement interactions with
potential parties, 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 Party Order Handling processes in the event that the
order process requires a tender to select between previously contracted parties.
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.
Explanatory

Mandatory
Optional
Interactions
Gain Tender Decision Approval

Brief Description
proposals to develop and deliver the required resource capabilities.
The Gain Tender Decision Approval processes capture all activities required to provide
management oversight on the tender process and gain approval for the sourcing
decision and party selection. These processes cover the establishment of any tender
selection boards, the reporting processes and timetables, and the final approval of the
tender decisions.
ensure that the tender decisions are supported by all stakeholders
Explanatory
Mandatory
Optional
Interactions
1.6.2.1 Determine the Sourcing Requirements

Figure 325: 1.6.2.1 Determine the Sourcing Requirements decomposition
Determine the Sourcing Requirements

Brief Description
Manage the collection and finalization of the specific requirements to be achieved from
the sourcing process.
The Determine the Sourcing Requirements processes 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.
The Party Strategy and Planning processes will also provide a set of enterprise level
requirements that the sourcing process will need to satisfy.
ensure that the requirements meets the needs of all stakeholders
Explanatory

Mandatory
Optional
Interactions
Capture Sourcing Requirements

Brief Description
These processes manage the collection of the specific requirements and timetable to be
achieved from the sourcing process. 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.
These processes manage the collection of the specific requirements and timetable to be
achieved from the sourcing process. 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.
Detailed analysis of new resource requirements linked to relevant geographic
distributions. These processes also establish the detailed performance
requirements....much of the following about demand and capacity is performed by
P/S/R Capability Delivery processes...so it should reference them rather than duplicating
the tasks performed by them... These processes take the forecast information available
requirements.

availabilities, etc. The Party Strategy and Planning processes will also provide a set of
enterprise level requirements that the sourcing process will need to satisfy.
Explanatory
Mandatory
Optional
Interactions
Finalize Sourcing Requirements

Brief Description
These processes manage the finalization of the specific requirements to be achieved
from the sourcing process including a chronological timetable for anticipated sourcing
activities.
These processes manage the finalization of the specific requirements to be achieved
from the sourcing process including a chronological timetable for anticipated sourcing
activities. The processes include any cross-enterprise coordination and management
functions to ensure that the ...what is demand distribution?...demand distributions
capture the needs of all stakeholders.
Explanatory
Mandatory
Optional
Interactions
Prepare Tender Document


Brief Description
Develop a formal tender document that contains specific requirements to be achieved
from the sourcing process created by the Finalize Sourcing Requirements process.
Prepare Tender Document develops a formal tender document that contains specific
requirements to be achieved from the sourcing process created by the Finalize Sourcing
Requirements process.
The tender document may be in the form of a request for proposal (RFP), request for
information (RFI), or a request for quotation (RFQ). Once prepared it is issued to
potential parties as part of the Determine Potential Parties process.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.6.2.2 Determine Potential Parties
Figure 326: 1.6.2.2 Determine Potential Parties decomposition
Determine Potential Parties

Brief Description
Determine the appropriate short list of parties to meet the specific enterprise
requirements.

The Determine Potential Parties processes determine the appropriate short list of
parties to meet the specific enterprise requirements (for example, expected technical
capability, anticipated delivery timeframes, anticipated costs, etc..). The processes
provide detailed analysis of potential parties, leveraging information available from the
Gather & Analyze Value Fabric Information
ensure that the selected short list meets the needs of all stakeholders
Explanatory
Mandatory
Optional
Interactions
Analyze Potential Parties

Brief Description
These processes provide detailed analysis of potential parties, leveraging information
available from the Gather & Analyze Value Fabric Information processes...need to align
this with the final name of this process - it was Supply Chain instead of VF, as well as
other specific inputs available from within the enterprise, or from external party
research organizations at the specific time the need arises.
Explanatory
Mandatory
Optional
Interactions

Short List Potential Parties

Brief Description
These processes specify the appropriate short list of parties, based on the available
analysis of potential parties, to meet the specific enterprise requirements (for example,
expected technical capability, anticipated delivery timeframes, anticipated costs, etc..).
Explanatory
Mandatory
Optional
Interactions
Identify Potential Parties

Brief Description
Identify potential parties who may engage with the enterprise.
Identify Potential Parties identifies potential parties who may engage with the
enterprise. Their identification is based on, but not limited to information gathered by
the Party Strategy & Planning process and other research performed as part of this
process.
In some cases a nondisclosure agreement may be required with a potential party that
would trigger the Party Agreement Management process. For example the exchange of
catalogs may require such an agreement.
Explanatory
N/A
Mandatory
N/A
Optional
N/A

Interactions
N/A
Issue Tender Document

Brief Description
Issue the prepared tender document to selected parties.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Receive Tender Document Response

Brief Description
Receive tender document response from a identified party to whom the tender
document was sent.
Receive Tender Document Response accepts a tender document response from a party
to whom the tender document was sent. The response is used by the Selected Short-
listed Party process which selects on or more parties with whom agreements are
negotiated.
Explanatory
N/A
Mandatory
N/A
Optional
N/A

Interactions
N/A
Select Short-listed Party

Brief Description
Select a party with whom an agreement is to be negotiated.
Select Short-listed Party select a party with whom an agreement is to be negotiated.
The party may be selected based on their response to a formal tender document that
was issued or only based on the results of using requirements gathered by the
applicable Determine Sourcing Requirements sub-processes and the other Determine
Potential Parties sub-processes.
This process typically involves some form of interaction with a short-listed party, such as
a visit to the party's site(s), a visit to the enterprise site(s) , conference calls, and so
forth. The interaction should include one or more demonstrations of the party's
capability to satisfy requirements.
This process may be repeated if more than one party is selected from the short list of
parties.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.6.2.3 Manage the Tender Process

Figure 327: 1.6.2.3 Manage the Tender Process decomposition
Manage the Tender Process

Brief Description
Manage and administer the mechanics of the tender process.
The Manage the Tender Process processes manage and administer the mechanics of
the tender process. The processes determine the engagement interactions with
potential parties, 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.
Explanatory

Mandatory
Optional
Interactions
Specify the Tender Process

Brief Description
These processes determine the engagement interactions with potential parties, 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.
Explanatory
Mandatory
Optional
Interactions
Administer the Tender Process

Brief Description
These processes manage the tender analysis team engagement approach.

Explanatory
Mandatory
Optional
Interactions
1.6.2.4 Gain Tender Decision Approval
Figure 328: 1.6.2.4 Gain Tender Decision Approval decomposition
Gain Tender Decision Approval


Brief Description
proposals to develop and deliver the required resource capabilities.
The Gain Tender Decision Approval processes capture all activities required to provide
management oversight on the tender process and gain approval for the sourcing
decision and party selection. These processes cover the establishment of any tender
selection boards, the reporting processes and timetables, and the final approval of the
tender decisions.
ensure that the tender decisions are supported by all stakeholders
Explanatory
Mandatory
Optional
Interactions
Provide Management Oversight on Tenders

Brief Description
These processes capture all activities required to provide management oversight on the
tender process. These processes cover the establishment of any tender selection
boards, the reporting processes and timetables
Explanatory
Mandatory
Optional
Interactions

Approve Tender Decisions

Brief Description
These processes capture all activities required to gain approval for the sourcing decision
and party selection, including final approval of the tender decisions.
Explanatory
Mandatory
Optional
Interactions
1.6.3 Party Relationship Development & Retirement
Figure 329: 1.6.3 Party Relationship Development & Retirement decomposition
Party Relationship Development & Retirement


Brief Description
Manage the lifecycles of parties with whom the enterprise has a relationship.
Relationship with new parties may be required to broaden the services an enterprise
offers, to improve performance, for outsourcing and out-tasking requirements, and so
forth.
Party Relationship Development & Retirement manages the lifecycles of parties with
whom the enterprise has a relationship. Relationship with new parties may be required
to broaden the services an enterprise offers, to improve performance, for outsourcing
and out-tasking requirements, and so forth.
Included processes that manage the party's lifecycle, such as establishing and
terminating a relationship, demographic collection, profiling, and community
involvement.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Party Relationship Management

Brief Description
Support the lifecycles (development and retirement) of an enterprise's relationships
with parties.
Party Relationship Management manages the lifecycles of an enterprise's relationships
with parties. A relationship with new parties may be required to broaden the services a
service provider offers, to improve performance, for outsourcing and out-tasking
requirements, and so forth.
These processes also manage the termination and re-establishment of a relationship

with other parties, as well as evaluating the viability of continuing the relationship with
the party according to party agreements.

Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Party Demographic Collection

Brief Description
Defines and collect demographic information about parties, such as their size, growth,
density, and distribution, as well as statistics regarding birth, marriage, disease, and
death.
Party Demographic Collection defines and collects demographic information about
parties, such as their size, growth, density, and distribution, as well as statistics
regarding birth, marriage, disease, and death.
Demographic data is information about parties that allows decisions to be made such as
the make-up and size of a market segment, classification and ranking of customers, and
so forth. Demographics provide the key “what” information and can be broken down
into two categories: individual demographics and organization demographics.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Party Profiling

Brief Description
Define and collect attributes that are used to create and maintain party profiles or
profiles for a role played by a party. These attributes are in addition to basic
information maintained about a party, such as name, identification, contact
information, and demographics.
Party Profiling defines and collects attributes that are used to create and maintain party
profiles or profiles for a role played by a party. These attributes are in addition to basic
information, and demographics. Profile attributes may include product offering
preferences, social media memberships, and so forth.
Party profiles can be used in a number of ways including targeting parties for marketing
campaigns and/or product offerings and classifying parties into market segments.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.6.3.1 Party Relationship Management
Figure 330: 1.6.3.1 Party Relationship Management decomposition
Party Relationship Management


Brief Description
Support the lifecycles (development and retirement) of an enterprise's relationships
with parties.
Party Relationship Management manages the lifecycles of an enterprise's relationships
with parties. A relationship with new parties may be required to broaden the services a
service provider offers, to improve performance, for outsourcing and out-tasking
requirements, and so forth.
These processes also manage the termination and re-establishment of a relationship

with other parties, as well as evaluating the viability of continuing the relationship with
the party according to party agreements.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Establish Party Relationship

Brief Description
Verify the party identity and manage a party's identity across the enterprise.
Establish Party Relationship verifies that a party is who they claim they are to ensure
only one party identity exists across an enterprise, which can be referenced across the
whole enterprise and allows the party to quickly and easily identify itself, to establish
and verify the Identity and to issue a unique Identifier and authentication information.
Before establishing an identity for a new party it is essential to check that it does not
already have an Identity with the Enterprise.
Explanatory
N/A
Mandatory
N/A

Optional
N/A
Interactions
N/A
Manage Party Relationship

Brief Description
Establish and manage the on-going processes to support the commercial, strategic,
delivery and operational interactions between an enterprise and party.
Manage Party Relationship establishes and manages the on-going processes to support
the commercial, strategic, delivery and operational interactions between the enterprise
and a party. It monitors, reviews, and agrees on changes to the commercial, strategic
and operational interaction processes to improve their effectiveness.
This process oversees and administers any agreed joint management and/or process
improvement activities between an enterprise and a party. These joint activities could
include operations monitoring and management, project related build and
implementation activities, joint strategic management meetings, etc.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Re-establish Party Relationship

Brief Description
Re-establish a relationship with a party which was suspended or terminated in the past.
This process recovers the appropriate party information along with past interactions
and provides them to the operational systems in order to provide continuity in the Party
Relationship Management processes.

Re-establish Party Relationship re-establishes a relationship with a party which was
suspended or terminated in the past. It recovers the appropriate party information
along with past interactions and provides them to the operational systems in order to
provide continuity in the Party Relationship Management processes.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Terminate Party Relationship

Brief Description
Manage the removal of a party from an enterprise's value fabric.
Terminate Party Relationship manages the removal of a party from an enterprise's value
fabric, based on the continued inadequate performance based on monitoring and
analysis performed by the Party Performance Management processes, and unsuccessful
resolution through Manage Party Relationship Management processes.
A new party may need to be found to replace the terminated party. In this case the
applicable processes, such as Identify Potential Parties, would be performed to
accomplish this.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Collect Party Data

Brief Description
Collect data about a party and/or a party playing a role. Data includes basic party data,
identification data, contact data, and additional attributes.
Collect Party Data collects data about a party and/or a party playing a role. Data
includes basic party data, identification data, contact data, and additional attributes.
This process also enables modification and removal of party data and party role data
and establishes the types of roles a party can play.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Develop Party Relationship

Brief Description
Provide an initial welcome to a party, create an initial engagement plan, provide
information useful to a party's success, and provide training.
Develop Party Relationship provides an initial welcome to the party with whom a
relationship has started. It creates an initial engagement plan which includes rules of
engagement, initial plans for training, and describes the on-boarding process in more
detail. Material is provided to a party that they should find useful as their relationship
with an enterprise continues to be developed, such as downloadable resources and
brochures/datasheets/whitepapers. It also provide online and in person training,
ongoing training on new solutions, new marketing strategies, and so forth.
Explanatory
N/A
Mandatory
N/A

Optional
N/A
Interactions
N/A
1.6.3.1.2 Manage Party Relationship
Figure 331: 1.6.3.1.2 Manage Party Relationship decomposition
Manage Party Relationship

Brief Description
Establish and manage the on-going processes to support the commercial, strategic,
delivery and operational interactions between an enterprise and party.
Manage Party Relationship establishes and manages the on-going processes to support
the commercial, strategic, delivery and operational interactions between the enterprise
and a party. It monitors, reviews, and agrees on changes to the commercial, strategic
and operational interaction processes to improve their effectiveness.
This process oversees and administers any agreed joint management and/or process
improvement activities between an enterprise and a party. These joint activities could
include operations monitoring and management, project related build and
implementation activities, joint strategic management meetings, etc.

Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Monitor Party Relationship

Brief Description
Monitor changes to the commercial, strategic and operational interaction processes.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Review Party Relationship

Brief Description
Review changes to the commercial, strategic and operational interaction processes.
Explanatory
N/A
Mandatory
N/A

Optional
N/A
Interactions
N/A
Approve Party Relationship

Brief Description
Approve changes to the commercial, strategic and operational interaction processes.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.6.3.1.5 Collect Party Data
Figure 332: 1.6.3.1.5 Collect Party Data decomposition
Collect Party Data

Brief Description
Collect data about a party and/or a party playing a role. Data includes basic party data,
identification data, contact data, and additional attributes.
Collect Party Data collects data about a party and/or a party playing a role. Data
includes basic party data, identification data, contact data, and additional attributes.
This process also enables modification and removal of party data and party role data
and establishes the types of roles a party can play.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Collect Basic Party Data

Brief Description
Collect basic data about a party, such as name, accounts and account contacts, credit
profiles.
Collect Basic Party Data collects basic data about a party, such as name, billing and bank
accounts and account contacts (such as email and mobile number of the party as well as
other parties and their email and mobile number), credit profiles, and language ability. It
also establishes relationships among party accounts and party roles.
It also establishes a type of role a party can play as well as categorizations of roles.
Explanatory
N/A
Mandatory
N/A
Optional
N/A

Interactions
N/A
Collect Party Identification

Brief Description
Collect identification data about a party (individual or organization), such as passport
and company (organization) registration.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Collect Party Contact

Brief Description
Collect the medium in which a party playing a role can be contacted, such as mobile
phone and email.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Collect Party Skill

Brief Description
Collect the skills possessed by a party and/or a role played by a party.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Collect Additional Party Attribute

Brief Description
Collect additional attributes about a party and/or a role a party plays.
Collect Additional Party Attribute collects additional attributes about a party and/or a
role a party plays. This is in addition to any other attributes collected for a party or role
a party plays, including attributes collected by the Collect Party Data processes, and
party and/or party role demographics and profiles. For example, for a party playing the
role of "lead" an attribute that defines how the lead found out about an enterprise may
be defined.
This process also defines what attributes are to be collected for each type of party/party
role.
Explanatory
N/A
Mandatory
N/A

Optional
N/A
Interactions
N/A
1.6.3.1.6 Develop Party Relationship
Figure 333: 1.6.3.1.6 Develop Party Relationship decomposition
Develop Party Relationship

Brief Description
Provide an initial welcome to a party, create an initial engagement plan, provide
information useful to a party's success, and provide training.
Develop Party Relationship provides an initial welcome to the party with whom a
relationship has started. It creates an initial engagement plan which includes rules of
engagement, initial plans for training, and describes the on-boarding process in more
detail. Material is provided to a party that they should find useful as their relationship
with an enterprise continues to be developed, such as downloadable resources and
brochures/datasheets/whitepapers. It also provide online and in person training,
ongoing training on new solutions, new marketing strategies, and so forth.
Explanatory
N/A
Mandatory
N/A

Optional
N/A
Interactions
N/A
Welcome New Party

Brief Description
Provide an initial welcome to the party with whom a relationship has started.
Welcome New Party provides an initial welcome to the party with whom a relationship
has started. The welcome may be communicated in a number of ways, such as a phone
call, email, or visit to a party.
A visit may be used if a party is considered to be one in a top tier, such as a customer or
partner who will contribute a significant amount of revenue to an enterprise.
Scheduling, conducting, next steps, and evaluating a meeting are the responsibility of an
appointment/calendaring process that would reside in Enterprise domain/Common
Enterprise Processes; it has yet to be developed.
The communication would include:

-Executive & team introduction
-Access/explanation to the further on-boarding process
-Access to partner portal
The communication should provide the right level of detail to get the new party started
without being overwhelming.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Develop Party Relationship Success Business Plan

Brief Description
Create an initial engagement plan which includes rules of engagement, initial plans for
training, and describes the on-boarding process in more detail.
Develop Party Relationship Success Business Plan creates an initial engagement plan
which includes rules of engagement, initial plans for training, describes on-boarding
processes in more detail such as profile, demographic. For partners it further describes
party or enterprise product offering on-boarding and agrees to marketing activities. It
also defines how an enterprise and a party will both measure success.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Enable Party
Brief Description
Provide material to a party that they should find useful as their relationship with an
enterprise continues to be developed, such as downloadable resources and
brochures/datasheets/whitepapers.
Enable Party provides material to a party that they should find useful as their
relationship with an enterprise continues to be developed. This includes, but is not
limited to downloadable resources, brochures/datasheets/whitepapers, and product
offering pricing information/configuration tools. For partners it includes messaging
documents and competitive information.
Explanatory
N/A
Mandatory
N/A
Optional
N/A

Interactions
N/A
Train Party
Brief Description
Provide online and in person training, ongoing training on new solutions, new marketing
strategies, and so forth.
Train Party provides online and in person training, ongoing training on new solutions,
new marketing strategies, and so forth.
The Party Training & Education process is employed to develop any party specific
training and carry out the training.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.6.3.2 Party Demographic Collection
Figure 334: 1.6.3.2 Party Demographic Collection decomposition
Party Demographic Collection

Brief Description
Defines and collect demographic information about parties, such as their size, growth,
density, and distribution, as well as statistics regarding birth, marriage, disease, and
death.
Party Demographic Collection defines and collects demographic information about
parties, such as their size, growth, density, and distribution, as well as statistics
regarding birth, marriage, disease, and death.
Demographic data is information about parties that allows decisions to be made such as
the make-up and size of a market segment, classification and ranking of customers, and
so forth. Demographics provide the key “what” information and can be broken down
into two categories: individual demographics and organization demographics.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Specify Party Demographic Definition

Brief Description
Define a type of demographics to be collected about parties and/or a role a party plays.
Specify Party Demographic Definition defines a type of demographic to be collected
about parties and/or a role a party plays. This includes specifying the permitted values
associated with a demographic, such as age ranges, income ranges, as well as
associations to market segments and so forth. This process also enables changes to be
made to any of these aspects for a demographics definition.
Explanatory
N/A
Mandatory
N/A

Optional
N/A
Interactions
N/A
Specify Party Demographic Definition Group

Brief Description
Group party demographic definitions or define a group of groups.
Specify Party Demographic Definition Group defines a group party demographic
definitions or defines a group of groups. For example for an organization a group may
represent a collection of demographics about the organization itself, such as
headquarters location, number and location of offices (domestic vs. international,
regions/triads); each have different access requirements.
This process also enables changes and deletions to be made to any grouping.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Remove Party Demographic Definition

Brief Description
Remove a party demographic definition, either by deleting it or indicating it is no longer
valid.
Remove Party Demographic Definition removes a party demographic definition, either
by deleting it or indicating it is no longer valid. Care must be taken when deleting a
demographic definition, because any party demographics related to it may also be

deleted or could lose their context. Often the choice is to mark the demographic as no
longer valid to preclude collecting it for any more parties.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Collect Party Demographic

Brief Description
Collect a demographic about a party and/or one or more roles a party plays.
Collect Party Demographic collects a demographic about a party and/or one or more
roles a party plays. The demographic is placed in a group according to the definition of
the demographic. Its relationship to a geographic area, product offering, or market
segment may also be established.
It can be collected directly from a party or from another source, such as social media,
professional groups to which a party belongs, and census data.
This process also enables changes to be made to any of these aspects for a
demographic.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Remove Party Demographic

Brief Description
Remove a party demographic, either by deleting it or indicating it is no longer valid.
Remove Party Demographic removes a party demographic, either by deleting it or
indicating it is no longer valid. For example, a party privacy agreement may specify that
a certain fact about a part be removed via deletion after an agreed upon period of time;
this is typically referred to "as the right to be forgotten".
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.6.3.3 Party Profiling
Figure 335: 1.6.3.3 Party Profiling decomposition
Party Profiling
Brief Description
Define and collect attributes that are used to create and maintain party profiles or
profiles for a role played by a party. These attributes are in addition to basic
information, and demographics.

Party Profiling defines and collects attributes that are used to create and maintain party
profiles or profiles for a role played by a party. These attributes are in addition to basic
information, and demographics. Profile attributes may include product offering
preferences, social media memberships, and so forth.
Party profiles can be used in a number of ways including targeting parties for marketing
campaigns and/or product offerings and classifying parties into market segments.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Define Party Profile Type

Brief Description
Define a type of party profile and its attributes to be collected about parties and/or a
role a party plays.
Define Party Profile Type defines a type of party profile and its attributes to be collected
about parties and/or a role a party plays. This includes specifying the permitted values
associated with a party profile attribute, such as interests/hobbies, education, product
offering preferences. Demographic information can also be linked to a party profile
type's attributes. This process also enables changes to be made to any of these aspects
for a demographics' definition.
This process may also relate a party profile type to a market segment for grouping
parties into segments or to marketing campaigns and product offerings to target parties
for them.
Explanatory
N/A
Mandatory
N/A

Optional
N/A
Interactions
N/A
Define Party Profile Type Attribute Group

Brief Description
Group party profile type attributes or define a group of groups.
Define Party Profile Type Attribute Group defines a group party profile attributes or
defines a group of groups. For example for an individual a group may represent a
collection of educational information or interests and hobbies.
This process also enables changes and deletions to be made to any grouping.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Remove Party Profile Type

Brief Description
Remove a party profile type and/or one or more of its attributes, either by deleting it or
indicating it is no longer valid.
Remove Party Profile Type removes a party profile type and/or one or more of its
attributes, either by deleting it or indicating it is no longer valid. Care must be taken
when deleting a profile type and/or one or more of its attributes, because any party
profiles or party profile attribute(s) related to them may also be deleted or could lose
their context. Often the choice is to mark the profile type and/or attribute(s) as no
longer valid to preclude collecting it for any more parties.

Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Collect Party Profile

Brief Description
Create a profile for a party and/or a party role and collect profile attribute values. For
example, a list of hobbies in which a party is involved.
Collect Party Profile creates a profile for a party and/or a party role and collects profile
attribute values. For example, a list of hobbies in which a party is involved. The attribute
is placed in a group if it is defined as part of one. Demographics about the party may
become part of the profile if a relationship between the two has been specified.
It can be collected directly from a party or from another source, such as social media or
professional groups to which a party belongs,.
This process also enables changes to be made to any of these aspects for a profile or a
profile's attribute(s).
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Remove Party Profile


Brief Description
Remove a party profile and/or one or more profile attributes, either by deleting it or
indicating it is no longer valid.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.6.4 Party Offering Development & Retirement
Figure 336: 1.6.4 Party Offering Development & Retirement decomposition
Party Offering Development & Retirement

Brief Description
Manage on-boarding and off-boarding another party's product specifications and
product offerings that a required to facilitate the business model of the enterprise.
Party Offering Development & Retirement supports the management of on-boarding
and off-boarding another party's product specifications and product offerings that a
required to facilitate the business model of the enterprise.
It also manages the involvement the enterprise has with a product specification and
product offering. For example, the enterprise may accept an order for one of its
offerings, but it may be fulfilled by another party.
Note:
- Product Specification Development & Retirement and Product Offering Development
& Retirement processes are used to manage most of the lifecycle of product
specifications and product offerings. This is done to eliminate redundant processes. For
example, the Product Offering Pricing processes are used to manage the prices
associated with on-boarded product offerings.
- This process therefore focuses on managing the relationship that parties, including the
enterprise, have with product specifications and product offerings as well as the impact
of off-boarding specifications and offerings on a provider's service and resource
infrastructure.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
On-board Party Product Specification & Offering

Brief Description
Manages the on-boarding another party's product offering or a product specification
upon which the offering is based.
Also manage the involvement the enterprise has with a product specification and

offering. For example, the enterprise may accept an order for one of its offerings, but it
may be fulfilled by another party.
On-board Party Product Specification & Offering manages the on-boarding another
party's product offering or a product specification upon which the offering is based.
It also manages the involvement the enterprise has with a party's product specification
and offering. For example, the enterprise may accept an order for one of its offerings,
but it may be fulfilled by another party.
By using the on-boarded specifications, this process allows the enterprise to create new
product offerings that leverage its own product offerings as well as the acquired product
offerings. It may also make a party's offerings available as-is to the market.
The specifications for the product offering made available by another party in catalog
may be from a wholesaler’s perspective, while the specification in the enterprise’s
catalog may be from a retailer’s perspective, therefore this process maintains the
relationship between the enterprise's product specification and product offering and
those provided by another party.
It is also used to modify the involvement associated with a party's, including the
enterprise, product specifications or offerings. For example, if the party who accept
payments for a purchased product offering changes.
This process is initially invoked during and after the agreement for a particular product
specification and/or product offering has been established and approved. It is also
invoked when modifications to the product specifications or offerings are implemented
by another party in accordance with the terms and conditions and the process to
manage the variance of an agreement.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Off-Board Party Offering & Specification


Brief Description
Off-board a party's offering or specification. If a specification is off-boarded all
associated offerings are off-boarded. This can occur when the agreement for a product
specification and/or offering is terminated. If an agreement covers multiple
specifications and/or offerings off-boarding is done for the item on an agreement that is
terminated.
Off-Board Party Offering & Specification off-boards a party's offering or specification. If
a specification is off-boarded all associated offerings are off-boarded. This can occur
when the agreement for a product specification and/or offering is terminated. If an
agreement covers multiple specifications and/or offerings off-boarding is done for the
item on an agreement that is terminated. When the final product offering related to a
product specification is off-boarded the product specification may also be off-boarded.
If a product specification is off-boarded then disposition of related service

specifications, services, resource specifications, and/or resources is made.
The off-boarding by the enterprise of the capabilities is gradual and allows enough time
to account for any contractual obligations of the enterprise with its customers, but
without violating the terms and conditions of any agreement with the party.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.6.4.1 On-board Party Product Specification & Offering

Figure 337: 1.6.4.1 On-board Party Product Specification & Offering decomposition
On-board Party Product Specification & Offering

Brief Description
Manages the on-boarding another party's product offering or a product specification
upon which the offering is based.
Also manage the involvement the enterprise has with a product specification and
offering. For example, the enterprise may accept an order for one of its offerings, but it
may be fulfilled by another party.
On-board Party Product Specification & Offering manages the on-boarding another
party's product offering or a product specification upon which the offering is based.
It also manages the involvement the enterprise has with a party's product specification
and offering. For example, the enterprise may accept an order for one of its offerings,
but it may be fulfilled by another party.
product offerings that leverage its own product offerings as well as the acquired product
offerings. It may also make a party's offerings available as-is to the market.

The specifications for the product offering made available by another party in catalog
may be from a wholesaler’s perspective, while the specification in the enterprise’s
catalog may be from a retailer’s perspective, therefore this process maintains the
relationship between the enterprise's product specification and product offering and
those provided by another party.
enterprise, product specifications or offerings. For example, if the party who accept
payments for a purchased product offering changes.
This process is initially invoked during and after the agreement for a particular product
specification and/or product offering has been established and approved. It is also
invoked when modifications to the product specifications or offerings are implemented
by another party in accordance with the terms and conditions and the process to
manage the variance of an agreement.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Define Party Product Specification Involvement

Brief Description
On-board a product specification from another party's catalog. Also manage the
enterprise's relationship with a product specification.
Define Party Product Specification Involvement on-boards a product specification from
another party's catalog It also manages the enterprise's relationship with a product
specification. It also manages the relationships between an enterprises product
specification and that of another party. Until an on-boarding agreement is approved the
product specification is marked as tentatively on-boarded. Once the agreement is
approved the specification is marked as on-boarded.
product offerings that leverage its own product offering as well as another party's

offering.
The specifications for the product offering made available by another party may be
from a wholesaler’s perspective, while the enterprise's specification may be from a
retailer’s perspective. Therefore this process also maintains the relationship between
the enterprise's product specification and one provided by another party.
enterprise, product specifications
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Define Party Product Offering Involvement

Brief Description
On-board a product offering from the another party's catalog to the enterprise’s
inventory of product offerings and its catalogs.
Define Party Product Offering Involvement on-boards a product offering from the
another party's catalog to the enterprise’s inventory of product offerings and its
catalogs. It also manages the relationships between an enterprises product offering and
that of another party; for example a relationship that indicates an enterprises orders an
offering from another party. Until an on-boarding agreement is approved the product
offering is marked as tentatively on-boarded. Once the agreement is approved the
offering is marked as on-boarded.
It defines the involvement from a process perspective that a party, including the
enterprise, has with its offering. For example, if a party takes an order, fulfills it after
taking the order, accepts payment, receives payment, after sales service provided for
the offering after it is acquired, and so forth.
It also manages the enterprise's relationship with a product offering and its relationship
with those provided by another party. For example, an enterprise may make an offering

available on behalf of another party or acquire an offering for re-sale from another
party.
enterprise, product offerings. For example, if the party who accept payments for a
purchased product offering changes.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.6.4.2 Off-Board Party Offering & Specification
Figure 338: 1.6.4.2 Off-Board Party Offering & Specification decomposition
Off-Board Party Offering & Specification

Brief Description
Off-board a party's offering or specification. If a specification is off-boarded all
associated offerings are off-boarded. This can occur when the agreement for a product
specification and/or offering is terminated. If an agreement covers multiple
specifications and/or offerings off-boarding is done for the item on an agreement that is
terminated.
Off-Board Party Offering & Specification off-boards a party's offering or specification. If
a specification is off-boarded all associated offerings are off-boarded. This can occur
when the agreement for a product specification and/or offering is terminated. If an
agreement covers multiple specifications and/or offerings off-boarding is done for the
item on an agreement that is terminated. When the final product offering related to a
product specification is off-boarded the product specification may also be off-boarded.
If a product specification is off-boarded then disposition of related service

The off-boarding by the enterprise of the capabilities is gradual and allows enough time
to account for any contractual obligations of the enterprise with its customers, but
without violating the terms and conditions of any agreement with the party.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Off-Board Party Product Offering

Brief Description
Off-board a party's product offering. This can occur when an agreement or an item on
an agreement associated with a product offering is terminated.
Off-Board Party Product Offering off-boards a party's product offering. This can occur
when an agreement or an item on an agreement associated with a product offering is

terminated.
When the final product offering related to a product specification is off-boarded the
product specification may also be off-boarded by the Off-Board Party Product
Specification process.
Note that this process will interact with the Manage Product Offering Exit process which
is part of Product Offering Development & Retirement.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Off-Board Party Product Specification

Brief Description
Off-board a party's product specification.
This can occur when the agreement for this product specification is terminated or an
item on an agreement associated with the specification for this product offering is
terminated.
Off-Board Party Product Specification off-boards a party's product specification. This can
occur when the agreement for this product specification is terminated or an item on an
agreement associated with the specification for this product offering is terminated.
When a product specification is off-boarded then disposition of related service

The off-boarding of the specifications and retirement of the product specification by the
enterprise is gradual. This allows enough time to account for any contractual
obligations of the enterprise with its customers, but without violating the terms and
conditions of agreements with the party.
Explanatory
N/A

Mandatory
N/A
Optional
N/A
Interactions
N/A
1.6.4.2.2 Off-Board Party Product Specification
Figure 339: 1.6.4.2.2 Off-Board Party Product Specification decomposition
Off-Board Party Product Specification

Brief Description
Off-board a party's product specification.
terminated.
Off-Board Party Product Specification off-boards a party's product specification. This can
occur when the agreement for this product specification is terminated or an item on an
agreement associated with the specification for this product offering is terminated.

When a product specification is off-boarded then disposition of related service

The off-boarding of the specifications and retirement of the product specification by the
enterprise is gradual. This allows enough time to account for any contractual
obligations of the enterprise with its customers, but without violating the terms and
conditions of agreements with the party.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Remove Party Product Specification

Brief Description
Remove a party's product specification.
Remove Party Product Specification removes a party's product specification.
terminated.
Note that this process will interact with the Remove Product Specification Exit process
which is part of Product Specification Development & Retirement.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

De-activate Off-boarded Preconfigured Services

Brief Description
Deactivate any services have been pre-configured for the associated party's product
specification. This is accomplished by notifying the Service Configuration & Activation
to de-activate them.
De-activate Off-boarded Preconfigured Services deactivates any services have been pre-
configured for the associated party's product specification. This is accomplished by
notifying the Service Configuration & Activation to de-activate them. If the deactivated
services are the final ones associated with a service specification the Manage Service
Exit process is notified for possible removal of the service specification.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Return Remaining Off-boarded Product (Resource) Inventory

Brief Description
Return goods to a party for a related off-boarded product specification by notifying the
applicable Resource Logistics process. Logical resources, such as content, are removed
from devices by notifying the applicable process.
Return Remaining Off-boarded Product (Resource) Inventory returns goods to a party
for a related off-boarded product specification by notifying the applicable Resource
Logistics process. Logical resources, such as content, are removed from devices by
notifying the applicable process. If the resources are the final ones associated with a
resource specification the Manage Resource Exit process is notified for possible removal
of the resource specification.
Explanatory
N/A

Mandatory
N/A
Optional
N/A
Interactions
N/A
1.6.5 Party Agreement Management
Figure 340: 1.6.5 Party Agreement Management decomposition
Party Agreement Management

Brief Description
Manage the evaluation of agreements with parties, including customers. Initiate and
complete business agreements when one or more other parties are involved.
Party Agreement Management manages all aspects of agreements with parties,
including customers. Agreements include:
· Purchasing agreements for products, services, and resources that meet the
enterprise’s needs
· On-boarding agreements for a party's offerings
· Service Level Agreements with one or more other parties
· Agreements to use a party as a sales channel
· Reusable template agreements that can be used to create any of the above.
Note: Applicable sub-processes are also used by other processes, such as Product
Offering Agreement Management and Party Privacy Agreement Management to
manage these types of agreements to avoid duplication of the sub-processes.

Initiate and complete business agreements with a party or parties, 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 party and the
enterprise, ready to allow specific processes and product offerings to be developed.
Another example might be contracts for the supply of personal computers or office
supplies for the enterprise.
This process is also responsible for the establishment of commercial agreements

between the enterprise and external parties/providers on B2B frameworks and
interactions.
Party Agreement Management also manages the on-going arrangements and processes
between the enterprise and the selected party, and manage the periodic agreement on
specifications for deliverables within the context of the negotiated agreement.
This process particularly applies when the commercial arrangements between 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 Party Support &
Readiness processes may have a role in this case).
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Prepare Party Agreement

Brief Description
Prepare an agreement between the enterprise and a party or a template agreement
that can be used as the basis for party-specific agreements.
Prepare Party Agreement prepares an agreement between the enterprise and a party or
a template agreement that can be used as the basis for party-specific agreements. After

approval of agreement between the enterprise and the party, the party can be on-
boarded.
Party or parties involved in an agreement make information available to the enterprise,

including contact information, bank information, account information, service
integration information, and so forth available to Party Engagement Development &
Retirement process. For a product, service, or resource related agreement the party or
parties make these available to the enterprise as products in the party catalog.
It also defines the commercial terms and conditions and requirements for the product
to comply with the technical / operational specifications defined in the party catalog.
It can be applied with other similar processes, for example, Party Order Handling, where
the process to manage the implementation of the established agreement is addressed.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Manage Party Agreement Commercial Negotiations

Brief Description
Manage the commercial negotiations between the enterprise negotiation team and the
selected party or parties, or with competitors in a regulated market.
Manage Party Agreement Commercial Negotiations manages the commercial
negotiations between the enterprise negotiation team and the selected party or parties,
or with competitors in a regulated market. These processes manage the establishment
of the negotiating strategy, and the determination of the negotiating parameters. The
processes also manage the negotiating timetables and determination of the enterprise
negotiating team.
Explanatory
N/A

Mandatory
N/A
Optional
N/A
Interactions
N/A
Gain Approval for Party Agreement

Brief Description
Gain enterprise and involved party(ies) commitment to the negotiated commercial
agreement or the enterprise's for a template commercial agreement, and provide
authorization to sign an agreement.
Gain Approval for Party Agreement gains enterprise and involved party(ies)
commitment to the negotiated commercial agreement or the enterprise's for a
template commercial agreement, and provide authorization to sign an agreement.
Included are all aspects of identification of stakeholders and providing regular reporting
to gain stakeholder approval.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Manage Party Agreement Variation

Brief Description
Manage changes to the commercial terms of an agreement during its term.
Manage Party Agreement Variation manages changes to the terms/conditions of an
agreement during its term of agreement. Variations can occur to the commercial terms

themselves, (such as to prices, or to the technical, functional and operational

specifications on which the agreement was based. In addition, changes can occur to the
list of items (modification, expansion or reduction) within the agreement upon which
processes can place orders. Manage all activities which result in a joint agreement to
vary the terms of the original negotiated agreement.
In addition, manage any agreements between the enterprise and the party of “within
agreement” product volumes, their specification, pricing and delivery timetable.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Terminate Party Agreement

Brief Description
Terminate an agreement between the enterprise and a party or parties.
Terminate Party Agreement terminates an agreement between the enterprise and the
party or parties. This process does not terminate the entire relationship (which is
handled by the Manage Party Termination process), but just the agreement.
The process supports activities that cease the enterprise from offering any
products/services to its customers that depend on the party's or parties'
products/services.
This process also triggers any commercial settlements for this particular agreement, the
off-boarding of the offerings and specifications from the enterprise catalog and the
recovery of the resources into the party or parties inventory.
When the “Manage Party Termination” process is invoked, this automatically terminates
all agreements and therefore this process will be invoked for each of the agreements.
Explanatory
N/A

Mandatory
N/A
Optional
N/A
Interactions
N/A
1.6.5.1 Prepare Party Agreement
Figure 341: 1.6.5.1 Prepare Party Agreement decomposition
Prepare Party Agreement

Brief Description
Prepare an agreement between the enterprise and a party or a template agreement
that can be used as the basis for party-specific agreements.
Prepare Party Agreement prepares an agreement between the enterprise and a party or
a template agreement that can be used as the basis for party-specific agreements. After
approval of agreement between the enterprise and the party, the party can be on-
boarded.
Party or parties involved in an agreement make information available to the enterprise,

including contact information, bank information, account information, service
integration information, and so forth available to Party Engagement Development &
Retirement process. For a product, service, or resource related agreement the party or
parties make these available to the enterprise as products in the party catalog.

It also defines the commercial terms and conditions and requirements for the product
to comply with the technical / operational specifications defined in the party catalog.
It can be applied with other similar processes, for example, Party Order Handling, where
the process to manage the implementation of the established agreement is addressed.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Begin Party Agreement Preparation

Brief Description
Begin the preparation of the agreement by specifying common agreement attributes.
Begin Party Agreement Preparation prepares common agreement attributes, such as
the agreement number, its date, period, statement of intent, locations to which the
agreement applies, and so forth.
For party specific agreements it also specifies the parties engaged in the agreement,
such as an enterprise and a partner, the roles involved in the agreement, such as various
approvers or reviewers, as well as if the role is involved in authorizing the agreement.
For template agreements it specifies the types of parties that will be engaged in an
agreement based on the template as well as their role, including involvement in
authorization.
Relationships with other agreements may also be defined.
Explanatory
N/A
Mandatory
N/A
Optional
N/A

Interactions
N/A
Specify Party Agreement Terms and Conditions

Brief Description
Specify terms and conditions associated with an agreement.
Specify Party Agreement Terms and Conditions for the agreement. These are
aspects of an agreement not formally specified elsewhere in the agreement and that
cannot be captured elsewhere in a formal notation, or automatically monitored and
require a more human level of management. Examples include definition of key words
and phrases or user rights and responsibilities.
Terms and conditions may be associated with an entire agreement or with one or more
items on an agreement.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Specify Agreement Items

Brief Description
Define the types of products, services, resources and/or instances of them associated
with the agreement.
Specify Agreement Items defines the types of products, services, resources and/or
instances of them associated with the agreement. For example, a service level
agreement may include the product offerings covered by the agreement.
Individual agreement items may also be related to terms and conditions specific to
them.

Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Specify Type Specific Agreement Component

Brief Description
Specify a type specific agreement component such as the product offering price
associated with an offering included in the agreement.
Specify Type Specific Agreement Component specifies a type specific agreement
component.
Type specific components may include:

· specifying the product offering price associated with an offering included in a pricing
agreement
· specifying the product offering price for on-boarding agreements for another party's
offerings that will be offered in some way by an enterprise - for an on-boarding
agreement the applicable on-boarding processes will indicate the offering, and if its
product specification is being initially being on-boarded, is/are tentatively on-boarded
until the agreement is approved
· specifying product, service, and/or resource key quality indicators and key
performance indicators for service level agreements with another party.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

1.6.5.1.1 Begin Party Agreement Preparation
Figure 342: 1.6.5.1.1 Begin Party Agreement Preparation decomposition
Begin Party Agreement Preparation

Brief Description
Begin the preparation of the agreement by specifying common agreement attributes.
Begin Party Agreement Preparation prepares common agreement attributes, such as
the agreement number, its date, period, statement of intent, locations to which the
For party specific agreements it also specifies the parties engaged in the agreement,
such as an enterprise and a partner, the roles involved in the agreement, such as various
approvers or reviewers, as well as if the role is involved in authorizing the agreement.
For template agreements it specifies the types of parties that will be engaged in an
agreement based on the template as well as their role, including involvement in
authorization.
Relationships with other agreements may also be defined.
Explanatory
N/A
Mandatory
N/A

Optional
N/A
Interactions
N/A
Prepare Common Agreement Attributes

Brief Description
Prepare common agreement attributes, such as the agreement number, its date, period,
statement of intent.
Prepare Common Agreement Attributes prepares common agreement attributes, such
as the agreement number, its date, period, statement of intent, locations to which the
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Specify Agreement Parties

Brief Description
Specify the parties engaged in the agreement, such as an enterprise and a partner.
Specify Agreement Parties specifies the parties engaged in the agreement, such as an
enterprise and a partner. In cases of an agreement with a customer a regulatory body
who approves the agreement may also be involved. The roles for parties involved in the
agreement are also defined, such as various approvers or reviewers, as well as if the role
is involved in authorizing the agreement.
Explanatory
N/A

Mandatory
N/A
Optional
N/A
Interactions
N/A
Specify Template Agreement Party Types

Brief Description
Specify the types of parties that will be engaged in an agreement based on the
template.
Specify Template Agreement Party Types specifies the types of parties that will be
engaged in an agreement based on the template as well as their role, including
involvement in authorization.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Define Inter-Agreement Relationship

Brief Description
Define relationship(s) with other agreement(s), such as a group of service level
agreements.
Define Inter-Agreement Relationship defines relationship(s) with other agreement(s).
For example a service level agreement for an end-to-end service may be related to
individual service level agreements with other parties who provide components of the

service; or relating a purchase agreements with the applicable service level

agreement(s).
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.6.5.2 Manage Party Agreement Commercial Negotiations
Figure 343: 1.6.5.2 Manage Party Agreement Commercial Negotiations decomposition
Manage Party Agreement Commercial Negotiations


Brief Description
Manage Party Agreement Commercial Negotiations manages the commercial
negotiations between the enterprise negotiation team and the selected party or parties,
or with competitors in a regulated market. These processes manage the establishment
of the negotiating strategy, and the determination of the negotiating parameters. The
processes also manage the negotiating timetables and determination of the enterprise
negotiating team.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Establish Commercial Negotiating Strategy

Brief Description
Manage the establishment of the commercial negotiating strategy, and determine the
negotiating parameters. Also manage the negotiating timetables and identify the
enterprise negotiating team.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Manage Commercial Negotiations

Brief Description
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.6.5.3 Gain Approval for Party Agreement

Figure 344: 1.6.5.3 Gain Approval for Party Agreement decomposition
Gain Approval for Party Agreement

Brief Description
authorization to sign an agreement.
Gain Approval for Party Agreement gains enterprise and involved party(ies)
commitment to the negotiated commercial agreement or the enterprise's for a
template commercial agreement, and provide authorization to sign an agreement.
Included are all aspects of identification of stakeholders and providing regular reporting
to gain stakeholder approval.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Report to Party Agreement Stakeholders

Brief Description
Provide regular reporting to gain internal and external stakeholder approval.
Explanatory
N/A
Mandatory
N/A
Optional
N/A

Interactions
N/A
Commit & Approve Party Agreement

Brief Description
authorization to sign an agreement. In the case of an existing template this process
gains acceptance of an agreement from another party.
authorization to sign an agreement. In the case of an existing template this process
gains acceptance of an agreement from another party; for example, this may occur
when a party completes self-on-boarding and acceptance of one or more agreements is
required.
For on-boarding agreements for another party's offering the applicable on-boarding
processes will indicate that the offering, and if its product specification is being initially
being on-boarded, is/are on-boarded.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.6.6 Party Support & Readiness

Figure 345: 1.6.6 Party Support & Readiness decomposition
Support Party Problem Reporting & Management [Deleted]

Brief Description
Deleted
Deleted
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Party Support & Readiness

Brief Description
Party Support & Readiness processes are responsible for ensuring that all necessary
facilities related to the interaction with other parties are ready and functioning.
Moreover, these processes are responsible for the resolution of problems related to
these facilities.
Party Support & Readiness processes are responsible for ensuring that management
processes are in place to engage parties who own and manage infrastructure, provide
infrastructure capabilities, are involved in other activities that provide value to or
continue to provide value to Customers of the provider/operator. They may also be
responsible for ensuring that necessary facilities related to the interaction with parties

in delivering products and/or services to support provider/operator owned and

managed infrastructure are ready and functioning.
Parties may be engaged by the provider/operator in infrastructure level
Explanatory
Mandatory
Optional
Interactions
Support Party Requisition Management

Brief Description
Manage engagement with parties who own and manage outsourced infrastructure, and
to ensure that the Party Requisition Management processes are operating effectively.
The purpose of the Support Party Requisition Management processes is twofold - to
manage requisition activity with parties who own and manage outsourced
infrastructure, and to ensure that the Party Requisition Management processes can
External parties are engaged by the service provider in infrastructure level provisioning-
related activities when the service provider has outsourced the relevant infrastructure
ownership and management to parties providing this (i.e. outsourced network or IT
bureau arrangements).
The actual engagement with the party is initiated by the specific fulfillment or
provisioning enablement processes of the Customer-Ops, Service-Ops or Resource-Ops
process layers.
Where Enable Party Requisition Management processes are engaged to manage new
and/or modified infrastructure deployment and/or capacity availability, these processes
are responsible to ensure on-time and correct deployment and delivery of the
requested infrastructure.
For the Party Requisition Management processes the role of the Support Party
Requisition Management processes is to make sure that there is sufficient process
capacity and capability (for example, information, materials, systems and resources) so
that the Party Requisition Management processes can operate effectively. Examples are:
information on how to process requisitions for specific party products, materials needed
to confirm requisition requests, systems needed to validate party product and service

availability.
•arranging and managing external party access to appropriate service provider
infrastructure deployment support tools (including any appropriate Inventories) and
processes;
•arranging and managing service provider access to appropriate external party
processes;
•oversight of party roll-out, in accordance with approved plans, of the approved new
and/or modified infrastructure;
•reporting on deployed external party resource infrastructure capacity;
•tracking and monitoring of the requested party infrastructure deployment;
•reporting on party deployment capability;
• establishing and managing party requisition notification facilities and lists to support
the Party Requisition Management notification and reporting processes;
•updating the inventories related to parties of any changes to the party infrastructure
deployment requests and progress;
•updating party product and/or service information, etc. to support the Party
Requisition Management processes
•undertaking, and reporting on, trend analysis on Party Requisition Management
processes, including types of associated requisition requests, response duration, delays
and other process measures.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Support Party Performance Management

Brief Description
Manage performance restoration activity with parties who own and manage outsourced
infrastructure, and to ensure that the Party Performance Management processes can
The purpose of the Support Party Performance Management processes is twofold - to

manage performance restoration activity with parties who own and manage outsourced
External parties are engaged by the service provider in infrastructure level performance-
ownership and management to parties (i.e. outsourced network or IT bureau
arrangements).
The actual engagement with the party is initiated by the specific performance support
processes of the Customer-Ops, Service-Ops or Resource-Ops process layers. Where
Support Party Performance Management processes are engaged to resolve
infrastructure level performance issues, these processes are responsible to ensure on-
time and correct resolution and re-establishment of normal infrastructure operation.
For the Party Performance Management processes the role of the Support Party
Performance Management processes is to ensure that there is capability (for example,
information, materials, systems and resources) so that the Party Performance
Management processes can operate effectively.
•Arranging and managing party access to appropriate service provider performance

management support tools (including any appropriate Inventories) and processes;
•Arranging and managing service provider access to appropriate party performance
•Monitoring and reporting on party progress towards resolving reported infrastructure
performance issues;
•Initiating reviews and recommendations for party infrastructure performance
improvements;
•Updating the Party Inventory of any changes to the party infrastructure performance
resolution requests and progress;
•Updating party product and/or service performance information, etc. to support the
Party Requisition Management processes
•Undertaking and reporting on, trend analysis on Party Performance Management
processes, including types of associated performance resolution requests, response
duration, delays and other process measures.
•
Explanatory
N/A
Mandatory
N/A
Optional
N/A

Interactions
N/A
Support Party Settlements & Payments Management

Brief Description
resources) so that the Party Settlements & Payments Management processes can
operate effectively
The purpose of the Support Party Settlements & Payments Management processes is to
ensure that there is capability (for example, information, materials, systems and
operate effectively. Examples are information on how to respond to current settlements
and payment issues with suppliers and partners, materials needed to process payments
and invoices with parties: systems needed to create payments, handle invoices or
analyze party payment and settlement concerns, requests for provisioning of additional
resources where it has been identified that current levels will impact on timely payment
preparation, and complaint handling.
External parties are engaged by the service provider in infrastructure level payment and
settlement-related activities when the service provider has outsourced the relevant
infrastructure ownership and management to parties (i.e. outsourced network or IT
These processes undertake trend analysis on payment and invoicing, including
problems, delays and complaints.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Support Party Interface Management


Brief Description
Ensure that there is capability so that the Party Interface Management processes can
operate effectively
The purpose of the Support Party Interface Management processes is to ensure that
the Party 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
timely contact handling.
These processes are responsible for implementing generic and specific changes to party
interfaces. This support could be in updating agent scripts, Web pages, etc. Support
Party Interface Management processes keep up to date all information concerning
suppliers and partners.
These processes undertake trend analysis on party contacts, e.g. type, frequency,
duration, outcome.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Manage Party Inventory

Brief Description
Manage the administration of the enterprise's party inventory.
The purpose of the Manage Party Inventory processes are twofold - establish, manage
and administer the enterprise's party inventory, as embodied in the Party Inventory
Database, and monitor and report on the usage and access to the party inventory, and
The supplier/partner inventory maintains records of all commercial arrangements with

parties, and any modifications to them. It also records all details of contacts with parties
as well as commercial information, including details of party products and services,

required to support Party Requisition Management and other processes.
The party inventory is also responsible for maintaining the association between product
instances, service instances, resource instances and party product instances, created as
a result of the Party Requisition Management processes.

•Identifying the inventory-relevant information requirements to be captured to support
the Party Relationship Management and other processes;
•Identifying, establishing and maintaining party inventory repository facilities;
•Establishing and managing the party inventory management and information capture
processes;
create, modify, update, delete and/or download party data to and from the party
inventory;
•Ensuring the inventories related to other parties repository accurately captures and
records all identified supplier/partner details, through use of automated or manual
audits;
•Tracking and monitoring of the usage of, and access to, the supplier/partner inventory
•Identifying any technical driven shortcomings of the supplier/partner inventory
•
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.6.6.1 Support Party Requisition Management

Figure 346: 1.6.6.1 Support Party Requisition Management decomposition
Support Party Requisition Management

Brief Description
Manage engagement with parties who own and manage outsourced infrastructure, and
to ensure that the Party Requisition Management processes are operating effectively.
The purpose of the Support Party Requisition Management processes is twofold - to
manage requisition activity with parties who own and manage outsourced
infrastructure, and to ensure that the Party Requisition Management processes can
External parties are engaged by the service provider in infrastructure level provisioning-
ownership and management to parties providing this (i.e. outsourced network or IT
The actual engagement with the party is initiated by the specific fulfillment or
provisioning enablement processes of the Customer-Ops, Service-Ops or Resource-Ops
process layers.
Where Enable Party Requisition Management processes are engaged to manage new
and/or modified infrastructure deployment and/or capacity availability, these processes
are responsible to ensure on-time and correct deployment and delivery of the
requested infrastructure.
For the Party Requisition Management processes the role of the Support Party
Requisition Management processes is to make sure that there is sufficient process
capacity and capability (for example, information, materials, systems and resources) so
that the Party Requisition Management processes can operate effectively. Examples are:

information on how to process requisitions for specific party products, materials needed
to confirm requisition requests, systems needed to validate party product and service
availability.
•arranging and managing external party access to appropriate service provider
processes;
•arranging and managing service provider access to appropriate external party
processes;
•oversight of party roll-out, in accordance with approved plans, of the approved new
•reporting on deployed external party resource infrastructure capacity;
•tracking and monitoring of the requested party infrastructure deployment;
•reporting on party deployment capability;
• establishing and managing party requisition notification facilities and lists to support
the Party Requisition Management notification and reporting processes;
•updating the inventories related to parties of any changes to the party infrastructure
deployment requests and progress;
•updating party product and/or service information, etc. to support the Party
Requisition Management processes
•undertaking, and reporting on, trend analysis on Party Requisition Management
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Arrange and Manage Access from external parties to Service Provider

Provisioning Tools and Processes
Brief Description
Performing the supervision of the interfaces from external parties to Service Provider
support tools in order to keep always up and running the accessibility.

• Arranging and managing external party access to appropriate service provider
processes;
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Supervise Party Rollout & and Report Party Capacity

Brief Description
• Oversight of party roll-out, in accordance with approved plans, of the approved new
Supervising the rollout activities of new and/or modified resource infrastructure.
Monitoring and reporting on party capacity and capability.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Monitoring Party Requested Infrastructure Deployment

Brief Description
• tracking and monitoring of the requested party infrastructure deployment;

Tracking and monitoring of the requested party infrastructure deployment in order to
provide inputs to the Inventory.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Reporting Party Deployment Capability

Brief Description
Supporting the deployment of these support tools and any problem resolution to their
functionality.
• Reporting on party deployment capability;
• Establishing and managing party requisition notification facilities and lists to support
the party Requisition Management notification and reporting processes;
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Detect impact on Party Inventory Infrastructure and Update

Brief Description
Receiving and sending related information over communication channel in order to
update the party Inventory.

• Updating the party Inventory of any changes to the party infrastructure deployment
requests and progress;
• Updating supplier/partner product and/or service information, etc. to support the
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Analyzing Party Requisition Processes Performance

Brief Description
Analyzing trend analysis reports and managing requisition processes performance.
Undertaking, and reporting on, trend analysis on Party Requisition Management
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.6.6.2 Support Party Problem Reporting & Management

Figure 347: 1.6.6.2 Support Party Problem Reporting & Management decomposition
Support Party Problem Reporting & Management [Deleted]

Brief Description
Deleted
Deleted
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Arrange and Manage Access for Party to Service Provider Problem Mgmt. Tools
and Processes [Deleted]
Brief Description
Deleted
Deleted
Explanatory
N/A

Mandatory
N/A
Optional
N/A
Interactions
N/A
Arrange and Manage Access to Party Tools and Processes [Deleted]

Brief Description
Deleted
Deleted
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Monitor, Report for Party Performance and Provide Recommendations [Deleted]

Brief Description
Deleted
Deleted
Explanatory
N/A
Mandatory
N/A
Optional
N/A

Interactions
N/A
Analyzing Party Problem Processes Performance [Deleted]

Brief Description
Deleted
Deleted
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.6.6.3 Support Party Performance Management
Figure 348: 1.6.6.3 Support Party Performance Management decomposition
Support Party Performance Management

Brief Description
Manage performance restoration activity with parties who own and manage outsourced

The purpose of the Support Party Performance Management processes is twofold - to
manage performance restoration activity with parties who own and manage outsourced
External parties are engaged by the service provider in infrastructure level performance-
ownership and management to parties (i.e. outsourced network or IT bureau
arrangements).
The actual engagement with the party is initiated by the specific performance support
processes of the Customer-Ops, Service-Ops or Resource-Ops process layers. Where
Support Party Performance Management processes are engaged to resolve
infrastructure level performance issues, these processes are responsible to ensure on-
time and correct resolution and re-establishment of normal infrastructure operation.
For the Party Performance Management processes the role of the Support Party
Performance Management processes is to ensure that there is capability (for example,
information, materials, systems and resources) so that the Party Performance
Management processes can operate effectively.
•Arranging and managing party access to appropriate service provider performance

•Arranging and managing service provider access to appropriate party performance
•Monitoring and reporting on party progress towards resolving reported infrastructure
performance issues;
•Initiating reviews and recommendations for party infrastructure performance
improvements;
•Updating the Party Inventory of any changes to the party infrastructure performance
•Updating party product and/or service performance information, etc. to support the
•Undertaking and reporting on, trend analysis on Party Performance Management
•
Explanatory
N/A

Mandatory
N/A
Optional
N/A
Interactions
N/A
Arrange and Manage Access for Party to Service Performance Mgmt. Tools and
Processes
Brief Description
Performing the supervision of the interfaces from Party to Service Provider performance
support tools in order to keep always up and running the accessibility.
Arranging and managing party access to appropriate service provider performance
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Arrange and Manage Access to Party Service Performance Mgmt. Tools and
Processes
Brief Description
Supervising of the interfaces from Service Provider to party support tools in order to
keep always up and running the accessibility.
Arranging and managing service provider access to appropriate party performance

Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Monitor and Report Party Performance Issues and Provide Recommendations

Brief Description
Supervising party performance issues resolution progress and planning for the necessary
improvements.
• Monitoring and reporting on party progress towards resolving reported infrastructure
performance issues;
• Initiating reviews and recommendations for party infrastructure performance
improvements;
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Detect Change on Party Inventory Infrastructure and Update

Brief Description
• Updating the Party Inventory of any changes to the party infrastructure performance
• Updating party product and/or service performance information, etc. to support the

Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Analyzing Party Performance Processes' Performance

Brief Description
Analyzing trend analysis reports and managing Party performance reporting and mgmt.
processes performance.
Undertaking and reporting on, trend analysis on Party Performance Management
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.6.6.4 Support Party Settlements & Payments Management

Figure 349: 1.6.6.4 Support Party Settlements & Payments Management decomposition
Support Party Settlements & Payments Management

Brief Description
operate effectively
The purpose of the Support Party Settlements & Payments Management processes is to
ensure that there is capability (for example, information, materials, systems and
operate effectively. Examples are information on how to respond to current settlements
and payment issues with suppliers and partners, materials needed to process payments
and invoices with parties: systems needed to create payments, handle invoices or
analyze party payment and settlement concerns, requests for provisioning of additional
resources where it has been identified that current levels will impact on timely payment
preparation, and complaint handling.
External parties are engaged by the service provider in infrastructure level payment and
settlement-related activities when the service provider has outsourced the relevant
infrastructure ownership and management to parties (i.e. outsourced network or IT

These processes undertake trend analysis on payment and invoicing, including

Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Arrange Facilities, Tools and Systems to Support Processes

Brief Description
• Making sure that there is capability (for example, information, materials, systems and
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Analyze Party Settlements & Payments Process Performance

Brief Description

• These processes undertake trend analysis on payment and invoicing, including
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.6.6.5 Support Party Interface Management
Figure 350: 1.6.6.5 Support Party Interface Management decomposition
Support Party Interface Management

Brief Description
Ensure that there is capability so that the Party Interface Management processes can
operate effectively
The purpose of the Support Party Interface Management processes is to ensure that

the Party 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
timely contact handling.
These processes are responsible for implementing generic and specific changes to party
interfaces. This support could be in updating agent scripts, Web pages, etc. Support
Party Interface Management processes keep up to date all information concerning
suppliers and partners.
These processes undertake trend analysis on party contacts, e.g. type, frequency,
duration, outcome.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Check Interface List, Status and Availability

Brief Description
• Checking the interface process capability (e.g. interconnection system availability,
information system functionality and capacity, automated procedures between
interface support tools, etc.);
• Making sure that the interface contact list contains all the related information used to
communicate with party e.g. the name of interface, description, technical parameters,
reference to documentation etc.
Explanatory
N/A
Mandatory
N/A
Optional
N/A

Interactions
N/A
Identify Contact Changes and Update

Brief Description
• Implementing generic and specific changes to party interfaces (example: updating
agent scripts, Web pages, etc.
• Gathering all the information available related to the contact identified and keep up to
date all information concerning parties.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Assess Party Interface Performance

Brief Description
• Undertaking the trend analysis on party contacts, e.g. type, frequency, duration,
outcome.
Explanatory
N/A
Mandatory
N/A
Optional
N/A

Interactions
N/A
1.6.6.6 Manage Party Inventory
Figure 351: 1.6.6.6 Manage Party Inventory decomposition
Manage Party Inventory

Brief Description
Manage the administration of the enterprise's party inventory.
The purpose of the Manage Party Inventory processes are twofold - establish, manage
and administer the enterprise's party inventory, as embodied in the Party Inventory
Database, and monitor and report on the usage and access to the party inventory, and
The supplier/partner inventory maintains records of all commercial arrangements with

parties, and any modifications to them. It also records all details of contacts with parties
as well as commercial information, including details of party products and services,
required to support Party Requisition Management and other processes.
The party inventory is also responsible for maintaining the association between product
instances, service instances, resource instances and party product instances, created as
a result of the Party Requisition Management processes.

•Identifying the inventory-relevant information requirements to be captured to support
•Identifying, establishing and maintaining party inventory repository facilities;
•Establishing and managing the party inventory management and information capture

processes;
create, modify, update, delete and/or download party data to and from the party
inventory;
•Ensuring the inventories related to other parties repository accurately captures and
records all identified supplier/partner details, through use of automated or manual
audits;
•Tracking and monitoring of the usage of, and access to, the supplier/partner inventory
•Identifying any technical driven shortcomings of the supplier/partner inventory
•
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Manage S/P Inventory Repository

Brief Description
• Identifying the inventory-relevant information requirements to be captured to support
• Identifying, establishing and maintaining party inventory repository facilities;
Explanatory
N/A
Mandatory
N/A
Optional
N/A

Interactions
N/A
Manage and Administer Party Inventory

Brief Description
• Establishing and managing the party inventory management and information capture
processes;
create, modify, update, delete and/or download external party data to and from the
party inventory;
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Perform Audit Tests

Brief Description
Ensuring the party inventory repository accurately captures and records all identified
party details, through use of automated or manual audits;
Ensuring the resource inventory repository accurately captures and records all identified
resource infrastructure and resource instance details, through use of automated or
manual audits;
Explanatory
N/A
Mandatory
N/A

Optional
N/A
Interactions
N/A
Track and Monitor Party Inventory

Brief Description
• Tracking and monitoring of the usage of, and access to, the party inventory repository
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Identify Issues and Provide Reports

Brief Description
• Identifying any technical driven shortcomings of the party inventory repository, and
issues.
Explanatory
N/A
Mandatory
N/A

Optional
N/A
Interactions
N/A
1.6.7 Party Privacy Management
Figure 352: 1.6.7 Party Privacy Management decomposition
Party Privacy Management

Brief Description
Manage the Privacy of Data Subject Party Information in accordance with privacy
regulations and the Data Subject’s explicit wishes. Create and define the Privacy Profile
Type, manage the definition of the Privacy Profile with the Data Subject Party as well as
the evolution of this profile if required, and ensure that the Data Controller Party can
demonstrate compliance by itself and any other Party.
The Party Privacy Management processes manage the Privacy between a Data
Controller Party, a Data Subject Party and the Data Processor Party. These processes are
used :
- to define the Privacy Management scope
- to define the information that constitutes Personally Identifiable Information (PII)
where Privacy Policy applies, to define a default privacy setting for each type of PII and
the values possible to be set/modified by the Data Subject
- to capture the Data Subject’s explicit consent and define with him a Privacy Policy
according to their wishes and the Data Controller default Privacy Policy possible values,
and to modify/update this Policy according to future needs or requirements

- to enforce the Privacy Policy and ensure that Party information is managed correctly
according to privacy policies established by the Party
- to communicate the relevant PII processing standards to any third parties with whom
the information is shared"
Data Subject : User, an identified natural person or a natural person who can be
identified, directly or indirectly, by means reasonably likely to be used by the controller
or by any other natural or legal person, in particular by reference to an identification
number, location data, online identifier or to one or more factors specific to the
physical, physiological, genetic, mental, economic, cultural or social identity of that
person.
Data Processor : a natural or legal person, public authority, agency or any other body
which processes personal data on behalf of the controller.
Data Controller : the natural or legal person, public authority, agency or any other body
which alone or jointly with others determines the purposes and means of the processing
of personal data; where the purposes and means of processing are determined by
national or Community laws or regulations, the controller or the specific criteria for his
nomination may be designated by national or Community law.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Party Privacy Management Definition

Brief Description
Define the Privacy Management that applies to the category of Data Subject Party (i.e. a
ProfileType of a PartyRole)
The Party Privacy Management Definition processes manage the definition of the
Privacy Management that applies to a particular category of Data Subject Party. It is
used to determine the legal elements the Data Controller Party wants to apply and use,
such as jurisdiction, location, Regulation, and standards.

Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Party Privacy Profile Type Development

Brief Description
Develop the Privacy Profile Type for a Party Profile Type (i.e. a type of Data Subject),
including the Information from the SID concerned by the Privacy Management, as well
as the default values for each Privacy Policy and potential values the Data Subject Party
can use.
Establishes the Privacy Profile Type for a Party Profile. The Data Controller Party defines
for a category of Data Subject Party the different elements that constitute the Privacy
Profile :
- the locations and jurisdictions that PII will be processed in, the regulations that must
be complied with in those locations and jurisdictions.
- according to the previous point, the information that constitutes PII
- the standards that must be applied to the processing of PII for the different elements
of the Privacy Policy
- the default values, and possible values which can be set by the Data Subject"
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Party Privacy Profile Management

Brief Description
Manage the Privacy Profile for each Privacy Profile Type, including the enforcement of
the Party Privacy Profile, processes to display, modify the Privacy Profile and the
import/export of the Privacy Profile Rules.
The Party privacy Profile Management processes are used to handle the life cycle of the
Privacy Profile. This set of processes is crucial to Party Privacy Management, because it
helps the Data Processor Party to conform with Laws & Regulation and privacy by design
principles. It is composed of:
- the enforcement of the Party Privacy Profile, meaning the application of the Privacy
Rules for each purpose/retention, both internal and external, of a Data Subject’s PII.
- the processes to import/export the Privacy Profile for each element of PII received or
sent from or to another Party
- the process to modify a Privacy Profile, through the Dashboard

or consents
- the process required to meet other requirements from regional Laws & Regulations,
such as the demonstration of compliance, the Right of Erasure or Right to be forgotten
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Party Privacy Profile Agreement

Brief Description
Establish the agreement between the Data Controller and the Data Subject
The Party Privacy Profile Agreement and Amendment processes aims to provide
processes to Data Subject Party to create the agreement between the Data Controller
and the Data Subject on Privacy Policy Rules values, initialized by default in the Privacy
Profile Type Development, and potentially modified by the Data Subject within Consent

screens or Dashboard.
This Process is used to prove the conformance with Laws & Regulation, particularly
showing the explicit consent and information about the Purposes and Retention of any
PII"
It creates the agreement regarding the Privacy Management of a Data Subject. When
subscribing to a service or product, or when a relationship is created with any Engaged
Party , this Party has to agree with a Privacy Policy, originally coming from the default
privacy policy of the company. Depending on the flexibility of the PII privacy attributes,
the Party can agree on some parameters or change the setting to increase or decrease
the Rules openness. It corresponds to the electronic version of the Terms of Service and
Privacy Policy related to a Company and Service provided by this Company.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.6.7.1 Party Privacy Management Definition

Figure 353: 1.6.7.1 Party Privacy Management Definition decomposition
Party Privacy Management Definition

Brief Description
Define the Privacy Management that applies to the category of Data Subject Party (i.e. a
ProfileType of a PartyRole)
The Party Privacy Management Definition processes manage the definition of the
Privacy Management that applies to a particular category of Data Subject Party. It is
used to determine the legal elements the Data Controller Party wants to apply and use,
such as jurisdiction, location, Regulation, and standards.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Define Party Privacy Location, Jurisdiction and Regulation

Brief Description
define how the relevant privacy regulations that must be followed are to be identified.
This will include the geographical region which a product will be offered to customers;
the location of the Data Controller and any Data Processors.
The Define Party Privacy Location, Jurisdiction and Regulation process is used:
- to identify the countries that a product will be offered in
- to define the countries where Data Controller and Data Processors will be located
- to define the privacy regulations that apply in those countries

- to define the dominant regulation
- If multiple legislations apply then to define the highest standards in each regulation for
each part
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Define Party PII Privacy Standards

Brief Description
define the standards that must be applied to PII (Personally Identifiable Information)
during the retention, storage and processing. This includes roles, responsibilities,
obligations and privileges of all Engaged Parties
The Define Party PII Privacy Standards process is used : 
- to define the roles of each engaged party

- to define the responsibilities of each engaged party

- to define the obligations of each engaged party
- to define the privileges of each engaged party
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.6.7.2 Party Privacy Profile Type Development
Figure 354: 1.6.7.2 Party Privacy Profile Type Development decomposition
Party Privacy Profile Type Development

Brief Description
Develop the Privacy Profile Type for a Party Profile Type (i.e. a type of Data Subject),
including the Information from the SID concerned by the Privacy Management, as well
as the default values for each Privacy Policy and potential values the Data Subject Party
can use.

Establishes the Privacy Profile Type for a Party Profile. The Data Controller Party defines
for a category of Data Subject Party the different elements that constitute the Privacy
Profile :
- the locations and jurisdictions that PII will be processed in, the regulations that must
be complied with in those locations and jurisdictions.
- according to the previous point, the information that constitutes PII
- the standards that must be applied to the processing of PII for the different elements
of the Privacy Policy
- the default values, and possible values which can be set by the Data Subject"
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Define Default Privacy Information

Brief Description
Define what Information on the Data Subject Party from the SID can be considered PII
and where Privacy Management applies.
The Define Default Privacy Information process identifies the information contained in
the SID that can be considered Personally Identifiable Information. That information can
be :
- information explicitly defined in the SID model, such as first or last name, address,
email address
- information about Service Usage, for example the Product Usage Record
- information very specific to a service, such as Party Demographic
Explanatory
N/A
Mandatory
N/A
Optional
N/A

Interactions
N/A
Define Default Privacy Profile Rules

Brief Description
Define the default values for the Privacy Profile Rules based for each Personally
Identifiable Information defined by the Define Default Privacy Information process.
The Define Default Privacy Profile Rules processes is used by the Data Controller to
define the default values for the Privacy Policy Rules based for each element of
Personally Identifiable Information identified by the Define Default Privacy Information
process:
- the Internal Purpose Rule : the purpose behind each possible use of a PII element
within/by the Data Controller Party (i.e. Data Processor)
- the External Purpose Rule : the purpose behind each possible use of a PII element
outside the Data Controller Party
- the Internal Retention Rule : possible retention times for each PII element within the
Data Controller Party
- the External Retention Rule : possible retention times for each PII element outside the
Data Controller Party (by a third party)
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Define Privacy Policy Rules Values


Brief Description
Define the values possible for each Privacy Profile Rule that can be chosen by the Data
Subject Party, through Consent and in later versions, the Dashboard.
Define the values possible for each Privacy Profile Rule (Internal/External Purpose Rules,
Internal/External Retention Rules) that can be chosen by the Data Subject Party,
through Consent and in later versions, the Dashboard. The values can decrease or
increase the permissions defined in the default value.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.6.7.3 Party Privacy Profile Management
Figure 355: 1.6.7.3 Party Privacy Profile Management decomposition
Party Privacy Profile Management


Brief Description
Manage the Privacy Profile for each Privacy Profile Type, including the enforcement of
the Party Privacy Profile, processes to display, modify the Privacy Profile and the
import/export of the Privacy Profile Rules.
The Party privacy Profile Management processes are used to handle the life cycle of the
Privacy Profile. This set of processes is crucial to Party Privacy Management, because it
helps the Data Processor Party to conform with Laws & Regulation and privacy by design
principles. It is composed of:
- the enforcement of the Party Privacy Profile, meaning the application of the Privacy
Rules for each purpose/retention, both internal and external, of a Data Subject’s PII.
- the processes to import/export the Privacy Profile for each element of PII received or
sent from or to another Party
- the process to modify a Privacy Profile, through the Dashboard

or consents
- the process required to meet other requirements from regional Laws & Regulations,
such as the demonstration of compliance, the Right of Erasure or Right to be forgotten
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Enforce Party Privacy Profile

Brief Description
Enforce the Party Privacy Profile, i.e. apply the Privacy Profile Rules for each element of
PII defined in the Party Privacy Profile Type.
The Enforce Party Privacy Profile process manages the application of the Data Subject
Privacy Profile so that the Data Processor can comply with mandatory legislation, and
the agreed wishes of the Data Subject, on each occasion involving the use of that Data
Subject’s PII.. For each action performed by the Data Controller Party on the PII defined,

the Data Controller must ensure this action is compliant with the Rules set by default
and validated or amended by the Data Subject.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Send Party Privacy Profile

Brief Description
Communicate a Privacy Policy Profile attached to a PII to a Data Processor Party so that
the Privacy of PII is still protected outside of the Data Controller and when with the
Data Processor. Ensuring the end-to-end protection of the PII , ensuring privacy, is an
essential requirement to avoid flaws in the data processing processes.
The Send Party Privacy Profile process manages the application of External Privacy Policy
Rules when a PII must be sent to a Data Processor Party. It applies the External Rules,
then transforms the existing Party Privacy Profile External Rules into Internal Rules, in
order the Data Processor Party can import it into its Privacy Management.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Receive Party Privacy Profile


Brief Description
Receive a Data Subject’s Privacy Profile from a Data Processor.
The Receive Party Privacy Profile process is used to receive a Party Profile from a Data
Controller. In this process, the Data Processor can then become a Data Controller for
this PII, with permissions defined by the rules defined in the Privacy Profile.
This process checks if all the authorization required are agreed by the Data Subject, else
a request for changing it will be triggered.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Request Party Privacy Profile Extension

Brief Description
Offer the possibility for the Data Processor to request modification of a Privacy Profile
by the Data Subject.
The Request Party Privacy Profile Extension process is used by the Data Controller to
request the change of Privacy Profile rule after its agreement between Data Controller
and Data Subject. Those modifications typically occur in the Consent Screen, at the
moment the evolution of the settings are required to deliver a new service, in the case a
PII must be sent to a new Processor Party, etc.
If the External Rules prevent the sending of an element of PII
- that is required to deliver a Service
- to a Data Processor party, the Data Controller can request an extension of the Privacy
Policy through the ‘Request Party Privacy Profile extension’ process.
Explanatory
N/A
Mandatory
N/A

Optional
N/A
Interactions
N/A
Modify Party Privacy Policy

Brief Description
offer the possibility for the Data Subject to modify an existing Party Privacy Profile.
The Modify Party Privacy Profile process is used to modify the Rules of Privacy Profiles
through the Privacy Dashboard after the agreement of the Privacy Profile between Data
Controller and Data Subject. Those modifications typically occur in the Dashboard.
Those modifications are done according to the values authorized by the Privacy Policy
Type.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Erase Party Privacy Profile Information

Brief Description
Enforce the right of erasure of Party Privacy Profile Information
Delete all information referenced in the Privacy Profile according to Data Processor
Rules.
It can be done according to Data Subject request or retention rules.
Explanatory
N/A

Mandatory
N/A
Optional
N/A
Interactions
N/A
Import Data Subject Party Privacy Profile

Brief Description
import the Privacy Profile pre-defined by a Data Subject Party and integrate it into the
Privacy Profile
import the Privacy Profile pre-defined by a Data Subject Party and integrate it into the
Privacy Profile
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.6.8 Party Order Handling
Figure 356: 1.6.8 Party Order Handling decomposition
Party Order Handling

Brief Description
Track, monitor and report on an order to another party to ensure that the interactions
are in accordance with the agreed commercial agreements with the other party.
The Party Order Handling processes track, monitor and report on an order to another
party to ensure that the interactions are in accordance with the agreed commercial
agreements with the other party.
External parties are engaged when:
• specific resources need to be purchased and delivered to satisfy resource orders;
• the enterprise has outsourced specific activities to another party that are required to
be utilized as part of an activity (i.e. outsourced installation activities);
• the specific service is purchased from another party (as in an interconnect service);
• the specific product and/or service, or specific product and/or service component, is
owned and delivered by an another party, or
• previously issued orders for specific resources or services need to be modified or
cancelled.
Explanatory
Mandatory
Optional
Interactions
Select External Party for Party Order

Brief Description
agreement exists.
The responsibility of the Select External Party processes is to identify the most
appropriate external party or parties amongst those with whom an appropriate
agreement exists.
Based on the particular product, service and/or resource requirements, select the most
appropriate party from the range of parties with whom an agreement exists.

Explanatory
Mandatory
Optional
Interactions
Determine Party Pre-Order Feasibility

Brief Description
within the specified requirements.
The Determine Party Pre-Order Feasibility processes are responsible for determining the
ability of parties to deliver the specific resources, services or products, within the
specified requirements.
These processes query a set of candidate parties to check for party specific resource,
service or 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 parties will have been defined during the Select Order
Party processes.
Once a supplier/partner is chosen, it must be established that the specific resource,
service or 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 party specific resource, service or
product availability.
There may be a number of suppliers who in principle can meet the business need, and
so, within the confines of existing commercial agreements, there may be a process of
evaluating each party's specific resource, service or product offering (and options)
against the business need.
Explanatory
Mandatory

Optional
Interactions
Track & Manage Party Orders

Brief Description
Ensure a party's orders are being processed and delivered efficiently and effectively.
The objective of the Track & Manage Party Orders processes is to ensure a party's
orders are being processed and delivered efficiently and effectively, and that escalation
is being invoked as required for any open party orders in jeopardy.

• Managing regular interaction with the party to establish progress of party orders;
• Modifying information in an existing party order based on feedback of progress from
the party
• Modifying the party order status;
• Cancelling a party order when the specific order requirements are no longer required
as notified by the other processes
• Monitoring the jeopardy status of open party orders, and initiating escalation of party
orders as necessary.
These processes track progress with the party, 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 party (e.g. periodically or at key events). These
processes also initiate jeopardy and risk management in relation to the supplied specific
resources, services and products, their availability and delivery schedule.
These processes also manage notifications or requests from parties regarding forced or
requested changes to the party order or delivery schedule. These change requests may
be caused by the party or may be outside its control. Change requests are sent to the
originating processes where a resolution is agreed.
The Track & Manage Party Order processes will also inform the Close Party Order
process by modifying the party order status to completed when the party order has
been successfully delivered.
Explanatory

Mandatory
Optional
Interactions
Receive & Accept Party Order

Brief Description
Records delivery of a party order and arranges for any acceptance testing or
commissioning required.
Receive & Accept Party Order records delivery of a party order and arranges for any
acceptance testing or commissioning required.
These processes facilitate and support coordination of internal activities with activities
performed by the party, that are required to:
• Configure a bought-in party product;
• Bring a bought-in party product into service; or
• Restore a bought-in party product to service.
The actual performance of any acceptance testing and/or commissioning activities by

the enterprise is managed within the appropriate process(es) as required.
These processes also manage negotiations with a party where there have been
problems with a party product's supply, and determine through dialogue with the party,
how best to resolve such issues.
The party delivery acceptance may involve co-ordination with internal processes, where
the supplied specific resource, service or product forms part of a composite, or is to be
onward shipped.
These processes report and document on acceptance, and record final acceptance of
party deliveries.
Explanatory
Mandatory
Optional

Interactions
Issue Party Order

Brief Description
Generate a correctly formatted and specified party order and issue this to the selected
party.
Initiate Party Order processes is responsible for generating a correctly formatted and
specified Party order and issuing this to the selected party. A request for an order is
passed to the from the Track & Manage processes in the Customer, Service, and
Resource domains. The Initiate Party Order contains the originating request identifier to
allow for appropriate linking to the processes which originally caused the party order to
be initiated.
Explanatory
Mandatory
Optional
Interactions
Report Party Orders

Brief Description
Monitor the status of party orders, provide notifications of any changes and provide
management reports
The objective of the Report Party processes is to monitor the status of party orders,
provide notifications of any changes and provide management reports.
These processes are responsible for continuously monitoring the status of party orders
the Support Party Order processes.
These processes record, analyze and assess the party order status changes to provide

of the overall Party Order process. These specialized summaries could be specific
reports required by specific audiences.
Explanatory
Mandatory
Optional
Interactions
Close Party Order

Brief Description
Close a party order when it has been successfully completed
The objective of the Close Party Order processes is to close a party order when it has
been successfully completed.
These processes monitor the status of all open party orders, and recognize that a party
order is ready to be closed when the status is changed to completed. .
Explanatory
Mandatory
Optional
Interactions
1.6.8.1 Select External Party for Party Order

Figure 357: 1.6.8.1 Select External Party for Party Order decomposition
Select External Party for Party Order

Brief Description
agreement exists.
The responsibility of the Select External Party processes is to identify the most
appropriate external party or parties amongst those with whom an appropriate
agreement exists.
Based on the particular product, service and/or resource requirements, select the most
appropriate party from the range of parties with whom an agreement exists.
Explanatory
Mandatory
Optional

Interactions
Identify External Party for Order

Brief Description
agreement exists.
Explanatory
Mandatory
Optional
Interactions
Select Most Appropriate Party

Brief Description
Select the most appropriate party from the range of party with whom a an appropriate
agreement exists for particular product, service and/or resource requirements.
Explanatory
Mandatory
Optional
Interactions

1.6.8.2 Determine Party Pre-Order Feasibility
Figure 358: 1.6.8.2 Determine Party Pre-Order Feasibility decomposition
Determine Party Pre-Order Feasibility

Brief Description
within the specified requirements.
The Determine Party Pre-Order Feasibility processes are responsible for determining the
ability of parties to deliver the specific resources, services or products, within the
specified requirements.
These processes query a set of candidate parties to check for party specific resource,
service or 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 parties will have been defined during the Select Order
Party processes.
Once a supplier/partner is chosen, it must be established that the specific resource,
service or 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 party specific resource, service or
product availability.
There may be a number of suppliers who in principle can meet the business need, and

so, within the confines of existing commercial agreements, there may be a process of
evaluating each party's specific resource, service or product offering (and options)
against the business need.
Explanatory
Mandatory
Optional
Interactions
Assess Party Delivery Capabilities

Brief Description
Query a set of candidate parties to check for party specific resource, service or product
availability and ability to meet delivery volumes, delivery time-scales and schedules,
locations, specific technical and other requirements (including relevant standards).
Explanatory
Mandatory
Optional
Interactions
Verify Party Inventory Availability

Brief Description
Establish that the specific resource, service or 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 party regarding delivery scheduling and
party specific resource, service or product availability.
Explanatory
Mandatory
Optional
Interactions
Evaluate Party Against Business Needs

Brief Description
Evaluate each party's specific resource, service or product offering (and options) against
the business needs as there may be a number of parties who in principle can meet the
business need, and so, within the confines of existing commercial agreements.
Explanatory
Mandatory
Optional
Interactions
1.6.8.3 Track & Manage Party Orders

Figure 359: 1.6.8.3 Track & Manage Party Orders decomposition
Track & Manage Party Orders

Brief Description
Ensure a party's orders are being processed and delivered efficiently and effectively.
The objective of the Track & Manage Party Orders processes is to ensure a party's
orders are being processed and delivered efficiently and effectively, and that escalation
is being invoked as required for any open party orders in jeopardy.

• Managing regular interaction with the party to establish progress of party orders;
• Modifying information in an existing party order based on feedback of progress from
the party
• Modifying the party order status;
• Cancelling a party order when the specific order requirements are no longer required
as notified by the other processes
• Monitoring the jeopardy status of open party orders, and initiating escalation of party
orders as necessary.
or triggered by reports from the party (e.g. periodically or at key events). These
These processes also manage notifications or requests from parties regarding forced or
requested changes to the party order or delivery schedule. These change requests may
be caused by the party or may be outside its control. Change requests are sent to the
originating processes where a resolution is agreed.
The Track & Manage Party Order processes will also inform the Close Party Order
process by modifying the party order status to completed when the party order has
been successfully delivered.

Explanatory
Mandatory
Optional
Interactions
Modify Party Order

Brief Description
Modify information in an existing party order based on feedback of progress from the
party.
Explanatory
Mandatory
Optional
Interactions
Cancel Party Order

Brief Description
Cancel a party order when the specific order requirements are no longer required as
notified by the other processes.
Explanatory

Mandatory
Optional
Interactions
Escalate Party Order

Brief Description
Initiate escalation of a party order as required for any open party orders in jeopardy.
Explanatory
Mandatory
Optional
Interactions
Manage Party Orders

Brief Description
Processes ensure party orders are being processed and delivered efficiently and
effectively.
Manage Party Orders processes manages orders to ensure they are being processed and
delivered efficiently and effectively. These processes also manage notifications or
requests from parties regarding forced or requested changes to the order or delivery
schedule. These change requests may be caused by the party or may be outside their
control. Change requests are provided to the originating process(es) where a resolution
is agreed.

Explanatory
Mandatory
Optional
Interactions
Monitor Jeopardy Status

Brief Description
Monitor the jeopardy status of open party orders.
Explanatory
Mandatory
Optional
Interactions
Track Party Orders

Brief Description
or triggered by reports from the party (such as periodically or at key events). These

Explanatory
Mandatory
Optional
Interactions
Complete Party Order

Brief Description
Inform the Close Party Order process by modifying the party order status to completed
when the order has been successfully delivered.
Explanatory
Mandatory
Optional
Interactions
1.6.8.4 Receive & Accept Party Order

Figure 360: 1.6.8.4 Receive & Accept Party Order decomposition
Receive & Accept Party Order

Brief Description
Records delivery of a party order and arranges for any acceptance testing or
commissioning required.
Receive & Accept Party Order records delivery of a party order and arranges for any
acceptance testing or commissioning required.
These processes facilitate and support coordination of internal activities with activities
performed by the party, that are required to:
• Configure a bought-in party product;
• Bring a bought-in party product into service; or
• Restore a bought-in party product to service.

the enterprise is managed within the appropriate process(es) as required.
These processes also manage negotiations with a party where there have been
problems with a party product's supply, and determine through dialogue with the party,
how best to resolve such issues.
onward shipped.
party deliveries.
Explanatory
Mandatory

Optional
Interactions
Receive Party Order

Brief Description
Receive party order and arrange for any acceptance testing or commissioning required.
Explanatory
Mandatory
Optional
Interactions
Accept Party Order

Brief Description
party deliveries.
party deliveries.

the service provider is managed within the appropriate process(es) as required.
onward shipped.

Explanatory
Mandatory
Optional
Interactions
Negotiate Party Order Problem

Brief Description
Manage negotiations with party where there's is problem with party products supply
and resolve such issues. Generate report and document on acceptance.
Explanatory
Mandatory
Optional
Interactions
Facilitate Party Product Configuration

Brief Description
Configure a bought-in party product, bring a bought-in party product into service, and
restore a bought-in party product to service.
Explanatory

Mandatory
Optional
Interactions
1.6.8.6 Report Party Orders
Figure 361: 1.6.8.6 Report Party Orders decomposition
Report Party Orders

Brief Description
Monitor the status of party orders, provide notifications of any changes and provide
management reports
The objective of the Report Party processes is to monitor the status of party orders,
provide notifications of any changes and provide management reports.
These processes are responsible for continuously monitoring the status of party orders
the Support Party Order processes.
These processes record, analyze and assess the party order status changes to provide

of the overall Party Order process. These specialized summaries could be specific
reports required by specific audiences.
Explanatory
Mandatory
Optional
Interactions
Monitor Party Orders Status

Brief Description
Continuously monitor the status of party orders.
Explanatory
Mandatory
Optional
Interactions
Manage Party Order Status Notification

Brief Description

Explanatory
Mandatory
Optional
Interactions
Report Party Orders Status

Brief Description
Record, analyze and assess the party orders status changes to provide management
Party Order Handling process, including specific reports required by specific audiences.
Explanatory
Mandatory
Optional
Interactions
1.6.9 Party Interaction Management

Figure 362: 1.6.9 Party Interaction Management decomposition
Party Interaction Management

Brief Description
Manage interactions between parties and the enterprise. Interactions can be triggered
by the enterprise (as a result of a query or complaint) or by a party (for example sending
bills or other notifications.)
The purpose of this process is to manage interactions between a party and the
enterprise. Interactions can be triggered by the enterprise (as a result of a query or
complaint) or by the party (for example sending bills or other notifications.) All
interactions are logged by the enterprise in order to provide a full track record of the
activity to the enterprise representatives. Interactions may be short lived (such as in the
case of a query that is answered immediately) or may take long time to complete (such
as in the case of complex orders or requests concerning back office intervention). When
interactions are long the process is in charge of making sure the party and enterprise are
notified in a timely manner about the progress of the request. Interaction history may
be used by BI systems in order to gather information about party profile and
satisfaction. Interactions can span over multiple channels (such as: phone calls, web
self-service and devices.) each party involved in the interaction has a role that mandates
its credentials. For some interactions users may need to login/authenticate themselves
in order to get the appropriate role assigned to them.
Explanatory
Mandatory

Optional
Interactions
Log Party Interaction

Brief Description
Record and maintain all information about the Party interaction.
The purpose of this process is to record and maintain all information about the Party
interaction. This information can be used in future interaction or as input for data
analysis processes.
Explanatory
Mandatory
Optional
Interactions
Notify Party
Brief Description
Notify the Party when interesting events related to an ongoing interaction is happening.
The purpose of this process is to notify the Party when events related to existing
interactions or to significant Party experience happen. Some notifications can be sent
immediately using interactive media( such as SMS, Push to applications, etc.) and other
notifications can be sent later using asynchronous media such as mail.
Explanatory
Mandatory

Optional
Interactions
Track and Manage Party Interaction

Brief Description
Ensure that Party Interactions are managed and tracked efficiently to meet the Party
interaction policies and SLA requirements.
The purpose of this process is to ensure that Party Interactions are managed and
tracked efficiently across all interaction channels in order to meet the agreed SLA with
the Party. Responsibilities of these process include but are not limited to:
· Ensure interactions are completed and closed in a timely manner
· Monitor the interaction and Notify the Party when SLA or deadlines cannot be met
· Track Party responses when these are required
· Measure KPIs in order to improve the Interactions efficiency
Explanatory
Mandatory
Optional
Interactions
Handle Party Interaction (Including Self Service)

Brief Description
Handle all interactions (inbound and outbound) made by potential and existing Parties
potential and existing Parties. 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.
Explanatory
Mandatory
Optional
Interactions
Analyze & Report Party Interactions

Brief Description
Perform all required analysis on closed requests and on Party contacts and generate
related reports
The purpose of this process is to perform all required analysis on closed (completed or
unfulfilled) requests and on Party contacts and it generates related reports, to be
Explanatory
Mandatory
Optional
Interactions
Mediate & Orchestrate Party Interactions

Brief Description
Ensure that transaction message structure and interactions conform to agreed or
externally defined standards used by the enterprise and its Parties

The purpose of the Mediate & Orchestrate Party Interactions is to ensure that
transaction message structure and interactions conform to agreed or externally defined
standards used by the enterprise and its Parties. Increasingly transactions with external
parties (e.g. Parties 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 Party Interface Management and Support Selling L3s.
Explanatory
Mandatory
Optional
Interactions
Login Party
Brief Description
Login a party at the beginning of an interaction or at some point during an interaction.
Login Party provides the ability for a party to login at the beginning of an interaction or
at some point during an interaction.
This is often referred to as logging into an account where an account identification,

sometimes an email address, and password are provided by a party.
Explanatory
N/A
Mandatory
N/A
Optional
N/A

Interactions
N/A
1.6.9.1 Log Party Interaction
Figure 363: 1.6.9.1 Log Party Interaction decomposition
Log Party Interaction

Brief Description
Record and maintain all information about the Party interaction.
The purpose of this process is to record and maintain all information about the Party
interaction. This information can be used in future interaction or as input for data
analysis processes.
Explanatory
Mandatory

Optional
Interactions
Create Party Interaction Log

Brief Description
Create a record that logs the Party interaction.
The purpose of this process is to create a record that logs the Party interaction. The
Party interaction can be initiated by the Party or by the enterprise.
Explanatory
Mandatory
Optional
Interactions
Update Party Interaction

Brief Description
Update the Party interaction log
The purpose of this process is to update the Party interaction, typically when additional
action is carried out during long-lived interactions. When the Party should be notified
about the update, this process triggers the Notify Party process to perform the
notification.
Explanatory
Mandatory

Optional
Interactions
1.6.9.5 Handle Party Interaction (Including Self Service)
Figure 364: 1.6.9.5 Handle Party Interaction (Including Self Service) decomposition
Handle Party Interaction (Including Self Service)

Brief Description
Handle all interactions (inbound and outbound) made by potential and existing Parties
potential and existing Parties. 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.
Explanatory
Mandatory

Optional
Interactions
Handle Interaction
Brief Description
Receive the interaction requests and authenticate the party contact. Either enable its
originator to automatically fulfill it, or identify and activate the opportune process to
accomplish the request.
Receive the interaction requests and authenticate the party contact. Either enable its
originator to automatically fulfill it, or identify and activate the opportune process to
accomplish the request.
Explanatory
Mandatory
Optional
Interactions
Monitor Interaction Status

Brief Description
Manages the status of the ongoing interactions and is able to provide status information
at any moment in which the request is active
The purpose of this process is to monitor the status of a Party interaction. These
processes analyze and assess the Party interaction status changes to initiate
notifications or reports.
Explanatory

Mandatory
Optional
Interactions
Close Interaction
Brief Description
Formally closes the interaction when all related activities have been terminated
The purpose of this process is to close the Party interaction when both parties agree
that the interaction is closed, or according to party interaction policies when an
interaction is regarded as timed out.
Explanatory
Mandatory
Optional
Interactions
1.6.9.6 Analyze & Report Party Interactions

Figure 365: 1.6.9.6 Analyze & Report Party Interactions decomposition
Analyze & Report Party Interactions

Brief Description
Perform all required analysis on closed requests and on Party contacts and generate
related reports
unfulfilled) requests and on Party contacts and it generates related reports, to be
Explanatory
Mandatory
Optional
Interactions

Analyze Party Interactions

Brief Description
Perform all required analysis on closed (completed or unfulfilled) requests and on Party
contacts
unfulfilled) requests and on Party contacts.
Explanatory
Mandatory
Optional
Interactions
Report Party Interaction

Brief Description
Generates related reports, to be utilized for process improvement activities, proactive
The purpose of this process is to generate related reports, to be utilized for process
improvement activities, proactive problems prevention, up-sell opportunities definition,
etc.
Explanatory
Mandatory
Optional
Interactions

1.6.9.7 Mediate & Orchestrate Party Interactions
Figure 366: 1.6.9.7 Mediate & Orchestrate Party Interactions decomposition
Mediate & Orchestrate Party Interactions

Brief Description
Ensure that transaction message structure and interactions conform to agreed or
externally defined standards used by the enterprise and its Parties
The purpose of the Mediate & Orchestrate Party Interactions is to ensure that
transaction message structure and interactions conform to agreed or externally defined
standards used by the enterprise and its Parties. Increasingly transactions with external
parties (e.g. Parties 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 Party Interface Management and Support Selling L3s.
Explanatory

Mandatory
Optional
Interactions
Identify Party Interactions Data Formats

Brief Description
Identifies the necessary data formats to be sent externally according to the agreement.
Performs identification of the necessary data formats to be sent externally. Increasingly
transactions with external parties (e.g. Parties using RosettaNet or Web Services
standards) will need to conform to message and data formats defined by third parties or
third party organizations. The actual agreement between the parties to use specific
interaction standards is part of the Support Party Interface Management and Support
Selling L3s.
Explanatory
Mandatory
Optional
Interactions
Orchestrate Party Interactions

Brief Description
The purpose of Orchestrate Party Interactions is to ensure that the messages are
orchestrated according to the agreed message exchange patterns.
Where required, orchestrates interactions with external parties so that messages and
transactions are undertaken with defined and agreed message exchange.

Explanatory
Mandatory
Optional
Interactions
Mediate Party Interactions

Brief Description
enterprise formats, and manages conversion to agreed externally send message
formats.
The purpose of the Mediate Party Interactions is to ensure that transaction message
structure and interactions conform to agreed or externally defined or agreed standards
used by the enterprise and its Parties. Increasingly transactions with external parties
(e.g. Parties using RosettaNet or Web Services standards) will need to conform to
message and data formats defined by third parties or third party organizations.
Explanatory
Mandatory
Optional
Interactions
1.6.10 Party Problem Handling
Figure 367: 1.6.10 Party Problem Handling decomposition

Party Problem Handling

Brief Description
Ensure the timely and effective resolution of all party problems initiated by an
enterprise or initiated by another party, such as a partner.
Party Problem Handling ensures the timely and effective resolution of all party problems
initiated by an enterprise or initiated by another party, such as a partner. External
parties may report discovered problems to an enterprise which may impact product,
resources, services and/or customers. It includes the receiving and sending party
problems regarding a product, managing the entire problem lifecycle, reporting changes
to and updates to, and closure of a problem when all activities have been completed. It
also ensures that the interactions are in accordance with the agreed commercial
arrangements between an enterprise and another party.
External parties are engaged by an enterprise in solving and resolving received party
problems by communicating a problem to them when:
- A higher level expertise and/or higher level support is required to resolve a problem
- An enterprise has outsourced specific activities to another party which are needed as
part of solving and resolving problems, for example outsourced field maintenance
- A product has been purchased from another party
- A product or product component is owned and maintained by an external party.
Explanatory
Mandatory
Optional
Interactions
Receive Party Problem

Brief Description
Receive a party problem.
Receive Party Problem creates a party problem. A party problem may be created as a

result of a specific party initiated problem. It may also request and receive additional
information from a party if needed to further process the problem.
Explanatory
Mandatory
Optional
Interactions
Assess Party Problem

Brief Description
Assess a party problem to determine the nature of a problem and to isolate a problem.
Assess Party Problem assesses a party problem to determine the nature of a problem
and to isolate a problem.
- Involving external parties if necessary to assess a party problem
- Verifying whether the information supplied by a party is correct
- Categorizing a party problem
- Updating the party problem as required during the assessment and when the root
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Submit Party Problem

Brief Description
Prepare and submit a party problem to another party.
Prepare Party Problem process prepares and submits a party problem to another party.
A submission may supply additional information if requested by the party. A party
problem may be prepared and submitted by an enterprise as a result of a failure of a
product to work or to work ineffectively.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Track Party Problem

Brief Description
Assign and monitor the jeopardy status of a party problem.
Track Party Problem assigns and monitors the jeopardy status of a party problem, may
escalate its jeopardy status, and notify applicable parties of a party problem in jeopardy.
Note that lists of contacts related to a process such as this can be maintained by a
generalized process such as Process Management & Support that is part of Enterprise
Effectiveness Management in the Enterprise domain.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Resolve Party Problem

Brief Description
Resolve a party problem and record how the inquiry was resolved. Update a party
problem status to resolved.
Resolve Party Problem resolves a party problem and makes the results of the
assessment and investigation available to other processes. It records how a party
problem inquiry was resolved. For example, a party may accept that a product is now
working properly after its underlying service(s) and/or resource(s) have been
reconfigured or replaced in the case of resource(s). It also updates the status of a party
problem to resolved and informs the Close Party Problem process that a party problem
has been resolved. Note that external parties may also be involved in the resolution.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Manage Party Problem

Brief Description
Modify or cancel a party problem.
Manage Party Problem modifies any information about a party problem and cancels an
inquiry if necessary.
Explanatory
N/A
Mandatory
N/A

Optional
N/A
Interactions
N/A
Report Party Problem

Brief Description
Monitor the status of one or more party problems, provide notifications of any changes
Report Party Problem monitors the status of party problems, provides notifications of
any changes, and provides management reports. Note that the jeopardy status is
monitored by the Track Party Problem process.
These processes are responsible for continuously monitoring the status of party
problems and managing notifications to other processes and to other parties, including
partners, registered to receive notifications of any status changes.
These processes record, analyze and assess party problem status changes to provide
of the overall Party Problem Handling processes. These specialized summaries could be
specific reports required by specific audiences, such as partners..
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Close Party Problem

Brief Description
Close a party problem when the problem has been resolved.
Close Party Problem closes a party problem when a problem has been resolved. It
monitors the status of all open party problems and recognizes that a party problem is
ready to be closed when the status is changed to resolved.
This process provides this information to Provide Party Problem Change Notification
which notifies applicable parties that a problem has been closed.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Analyze Party Problem Trend

Brief Description
Undertake trend analysis on party problems.
Analyze Party Problem Trend conducts trend analysis on party problems. Trend Analysis
may report the results of trend analysis to the Product Specification & Offering
Development & Retirement process to influence the development of new and/or
modified product offerings. Results may also indicate the effectiveness of the overall
Party Problem Handling process.
Explanatory
N/A
Mandatory
N/A
Optional
N/A

Interactions
N/A
1.6.10.1 Receive Party Problem
Figure 368: 1.6.10.1 Receive Party Problem decomposition

Brief Description
Explanatory
Mandatory
Optional
Interactions

Create Party Problem

Brief Description
Create a party problem as a result of a specific party initiated problem.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Request Additional Party Problem Information

Brief Description
Request additional information from a party if needed to further process a party
problem.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Receive Additional Party Problem Information

Brief Description
Receive requested additional party problem information from a party and update the
problem with it.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.6.10.2 Assess Party Problem
Figure 369: 1.6.10.2 Assess Party Problem decomposition
Assess Party Problem

Brief Description
Assess a party problem to determine the nature of a problem and to isolate a problem.
Assess Party Problem assesses a party problem to determine the nature of a problem
and to isolate a problem.

- Involving external parties if necessary to assess a party problem

- Verifying whether the information supplied by a party is correct
- Categorizing a party problem
- Updating the party problem as required during the assessment and when the root
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Involve External Party in Party Problem Assessment

Brief Description
Involve an external party in the assessment of a party problem.
Involve External Party in Party Problem Assessment involves an external party in the
assessment of a party problem if necessary. The need for their involvement is
communicated to them and their acceptance, or not, is received. The external party
then becomes involved in the assessment process when their response indicates
acceptance of the request.
External parties are engaged by an enterprise in assessing a received party problem by

interacting with them when a problem assessment requires:
Explanatory
N/A
Mandatory
N/A
Optional
N/A

Interactions
N/A
Verify Party Problem

Brief Description
Verify whether the party problem information supplied by the party is correct.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Categorize Party Problem

Brief Description
Determine the nature of a party problem.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Isolate Party Problem

Brief Description
Identify the root cause of a party problem.
Isolate Party Problem identifies the root cause of a party problem. It verifies whether
the product is being used correctly, performs diagnostics based on information provided
by a party to determine whether the root cause of the party problem is linked to the
underlying services/resources. It also updates a party problem, as required during the
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Complete Party Problem Assessment & Investigation

Brief Description
Complete the assessment and investigation of a party problem and make the results of
the assessment and investigation available to other processes.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

1.6.10.2.1 Involve External Party in Party Problem Assessment
Figure 370: 1.6.10.2.1 Involve External Party in Party Problem Assessment decomposition
Involve External Party in Party Problem Assessment

Brief Description
Involve an external party in the assessment of a party problem.
Involve External Party in Party Problem Assessment involves an external party in the
assessment of a party problem if necessary. The need for their involvement is
communicated to them and their acceptance, or not, is received. The external party
then becomes involved in the assessment process when their response indicates
acceptance of the request.
External parties are engaged by an enterprise in assessing a received party problem by

interacting with them when a problem assessment requires:
Explanatory
N/A

Mandatory
N/A
Optional
N/A
Interactions
N/A
Identify External Party for Party Problem Assessment

Brief Description
Identify a potential external party that may provide support in assessing a party
problem.
Identify External Party for Party Problem Assessment identifies a potential external
party that may provide support in assessing a party problem. An external party may be a
partner or supplier associated with the product offering that was acquired by a party
the reports a problem.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Request External Party Support for Party Problem

Brief Description
Send a request to an external party asking for their support in assessing a party
problem.
Explanatory
N/A

Mandatory
N/A
Optional
N/A
Interactions
N/A
Receive Response for External Party Support for Party Problem

Brief Description
Receive a response to the request for support in assessing a party problem from an
external party.
Receive Response for External Party Support for Party Problem receives a response to
the request for support in assessing a party problem from an external party. The
external party then becomes involved in the assessment process if their response
indicates acceptance of the request.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.6.10.2.4 Isolate Party Problem

Figure 371: 1.6.10.2.4 Isolate Party Problem decomposition
Isolate Party Problem

Brief Description
Identify the root cause of a party problem.
Isolate Party Problem identifies the root cause of a party problem. It verifies whether
the product is being used correctly, performs diagnostics based on information provided
by a party to determine whether the root cause of the party problem is linked to the
underlying services/resources. It also updates a party problem, as required during the
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Verify Product Proper Product Use

Brief Description
Verify whether the product is being used correctly.
Verify Product Proper Product Use verifies whether the product is being used correctly.
This may be done via interaction with the using party who explains how the product is
being used and then comparing the use to how the product should be used.
If the interaction determines improper use, and the party now understands how to
properly use the product and demonstrates its proper use this process notifies the
Identify Party Problem Root Cause that improper use was the root cause of a party
problem.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Perform Party Problem Product Diagnostic Testing

Brief Description
Perform diagnostic testing based on party provided information to determine whether
the root cause of a problem is linked to the underlying services and/or resources used to
realize a product.
Perform Party Problem Product Diagnostic Test performs diagnostic testing based on
party provided information to determine whether the root cause of a problem is linked
to the underlying services and or resources used to realize a product.
Since a product can only be tested by testing the underlying services and/or resources
used to realize a product this process interacts with service(s) and/or resource(s) test
processes to perform one or more tests. The results of any tests performed may result
in service(s) and/resource(s) being reconfigured to bring the product back into a useful
state. For resource(s) replacements of them may be necessary. These processes
communicate the results back to this process. This process then may notifies the

Identify Party Problem Root Cause that underlying service(s) and/or resource(s) was the
root cause of a party problem.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Identify Party Problem Root Cause

Brief Description
Receive notification from another process that the root cause for a party problem has
been identified. If not, then attempt to identify the root cause.
Identify Party Problem Root Cause may receive notification from Verify Product Proper
Product Use or Perform Party Problem Product Diagnostic Testing that the root cause
has been identified. If not, it attempts to identify the root cause of a party problem,
which could involve the assistance of one or more external parties who have agreed to
assist.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.6.10.3 Submit Party Problem

Figure 372: 1.6.10.3 Submit Party Problem decomposition
Submit Party Problem

Brief Description
Prepare and submit a party problem to another party.
Prepare Party Problem process prepares and submits a party problem to another party.
A submission may supply additional information if requested by the party. A party
problem may be prepared and submitted by an enterprise as a result of a failure of a
product to work or to work ineffectively.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Prepare Party Problem

Brief Description
Prepare a party problem.
Prepare Party Problem prepares a party problem to be submitted to another party or
prepares additional information requested by the party.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Submit Prepared Party Problem

Brief Description
Submit a party problem or send additional information if requested.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.6.10.4 Report Party Problem Resolution

Figure 373: 1.6.10.4 Report Party Problem Resolution decomposition
Report Party Problem Resolution [Deleted]

Brief Description
Deleted
Deleted
Explanatory
Mandatory
Optional
Interactions
Monitor Party Problem [Deleted]

Brief Description
Deleted
Deleted
Explanatory

Mandatory
Optional
Interactions
Provide Party Problem Management Summaries [Deleted]

Brief Description
Deleted
Deleted
Explanatory
Mandatory
Optional
Interactions
Provide Party Problem Management Reports [Deleted]

Brief Description
Deleted
Deleted
Explanatory
Mandatory
Optional

Interactions
Provide Party Problem Status Change Notification [Deleted]

Brief Description
Deleted
Deleted
Explanatory
Mandatory
Optional
Interactions
1.6.10.4 Track Party Problem
Figure 374: 1.6.10.4 Track Party Problem decomposition
Track Party Problem


Brief Description
Assign and monitor the jeopardy status of a party problem.
Track Party Problem assigns and monitors the jeopardy status of a party problem, may
escalate its jeopardy status, and notify applicable parties of a party problem in jeopardy.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Assign Party Problem Jeopardy Status

Brief Description
Assign a jeopardy status to a party problem.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Monitor Party Problem Jeopardy Status


Brief Description
Monitor the jeopardy status of a party problem.
Explanatory
Mandatory
Optional
Interactions
Escalate Party Problem Jeopardy Status

Brief Description
Escalate the jeopardy status of a party problem.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Provide Party Problem Jeopardy Notification

Brief Description
Provide notification to parties that a party problem is in jeopardy or the jeopardy status
has changed.

Provide Party Problem Jeopardy Notification provides notification to parties that a party
problem is in jeopardy or the jeopardy status has changed.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.6.10.5 Resolve Party Problem
Figure 375: 1.6.10.5 Resolve Party Problem decomposition

Resolve Party Problem

Brief Description
Resolve a party problem and record how the inquiry was resolved. Update a party
problem status to resolved.
Resolve Party Problem resolves a party problem and makes the results of the
assessment and investigation available to other processes. It records how a party
problem inquiry was resolved. For example, a party may accept that a product is now
working properly after its underlying service(s) and/or resource(s) have been
reconfigured or replaced in the case of resource(s). It also updates the status of a party
problem to resolved and informs the Close Party Problem process that a party problem
has been resolved. Note that external parties may also be involved in the resolution.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Record Party Problem Resolution

Brief Description
Resolve a party problem and record how the inquiry was resolved.
Record Party Problem Resolution resolves a party problem and records how the inquiry
was resolved. For example, a party may accept that a product is now working properly
after its underlying service(s) and/or resource(s) have been reconfigured or replaced in
the case of resource(s).
Explanatory
N/A
Mandatory
N/A

Optional
N/A
Interactions
N/A
Update Party Problem Status to Resolved

Brief Description
Update the party problem status to resolved.
Update Party Problem Status to Resolved updates the party problem status to resolved
and informs the Close Party Problem process that a party problem has been resolved.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.6.10.6 Manage Party Problem

Figure 376: 1.6.10.6 Manage Party Problem decomposition
Manage Party Problem

Brief Description
Modify or cancel a party problem.
Manage Party Problem modifies any information about a party problem and cancels an
inquiry if necessary.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Modify Party Problem

Brief Description
Modify any information about a party problem.
Explanatory
Mandatory
Optional
Interactions
Cancel Party Problem

Brief Description
Cancel a party problem.
Cancel Party Problem cancels a party problem. A party problem may be cancelled for a
reason, such a party realizes that a product was not being properly used or incorrectly
reported, because the problem was with another product. The reason for cancellation is
recorded and the status of a party problem is changed to cancelled.
Explanatory
Mandatory
Optional
Interactions
1.6.10.7 Report Party Problem

Figure 377: 1.6.10.7 Report Party Problem decomposition
Report Party Problem

Brief Description
Monitor the status of one or more party problems, provide notifications of any changes
Report Party Problem monitors the status of party problems, provides notifications of
any changes, and provides management reports. Note that the jeopardy status is
monitored by the Track Party Problem process.
These processes are responsible for continuously monitoring the status of party
problems and managing notifications to other processes and to other parties, including
These processes record, analyze and assess party problem status changes to provide
of the overall Party Problem Handling processes. These specialized summaries could be
specific reports required by specific audiences, such as partners..
Explanatory
N/A

Mandatory
N/A
Optional
N/A
Interactions
N/A
Monitor Party Problems

Brief Description
Continuously monitor the status of one or more party problems.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Provide Party Problem Change Notification

Brief Description
Manage party problem notifications to other processes and to other parties.
Provide Party Problem Change Notification manages party problem notifications to
other processes and to other parties. A notification may be made to other processes
and/or to other parties, including partners, registered to receive notifications of any
status changes.

Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Provide Party Problem Management Report

Brief Description
effectiveness of the overall Party Problem Handling processes.
Provide Party Problem Management Report produces management reports and any
specialized summaries of the efficiency and effectiveness of the overall Party Problem
Handling processes.
It records, analyzes, and assesses the party problem status changes to provide reports
and any specialized summaries of the efficiency and effectiveness of the overall Party
Problem Handling processes. These specialized summaries could be specific reports
required by specific audiences, such as partners.
Note that lists of recipients related to a process such as this can be maintained by a
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

1.6.11 Party Performance Management
Figure 378: 1.6.11 Party Performance Management decomposition
Party Performance Management

Brief Description
Track, monitor and report on performance to ensure that the interactions are in
accordance with the agreed commercial arrangements between the service provider
and another party.
The Party Performance Management processes track, monitor and report on
performance to ensure that the interactions are in accordance with the agreed
commercial arrangements between the service provider and another party.
Parties are engaged by the service provider in performance related activities when:
• higher level expertise and/or higher level support is required to resolve the product
performance, service performance or resource performance issues;
• the service provider has outsourced specific activities to another party which are
needed as part of performance improvement activity (i.e. outsourced field
maintenance);
• the specific product and/or service are purchased from an external party (as in an
interconnect service); or
• the specific product and/or service, or specific product and/or service component, are
owned and delivered by an external party.
Explanatory
Mandatory
Optional

Interactions
Monitor & Control Party Performance

Brief Description
Collect and analyze performance of a product delivered by a party.
Monitor & Control Party Performance processes control the performance measurement
activities, collect performance data on a specified product, analyze this against the
relevant SLA for the party and report performance data and any SLA violations to other
processes. These processes also carry out impact analysis on any SLA violations and
initiate corrective actions.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Track & Manage Party Performance Resolution

Brief Description
Track progress of the performance resolution as advised by the party.
Track & Manage Party Performance Resolution ensures improvement and restoration
activities are being assigned, coordinated and tracked efficiently, and that escalation is
being invoked as required for any open party performance degradation reports in
jeopardy.
•Managing regular interaction with the party to establish resolution progress for party
performance degradation reports
•Modifying information in an existing party performance degradation report based on
feedback of progress from the party
•Modifying the party performance degradation report status

•Canceling a party performance degradation report when the specific performance

issue is discovered to not be related to the party
•Monitoring the jeopardy status of open party performance degradation reports, and
initiating escalation of party performance degradation reports as necessary.
The Track & Manage Party Performance Resolution process also informs the Close Party
Performance Degradation Report processes by modifying the party performance
degradation report status to cleared when the party performance issue has been
resolved.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Report Party Performance

Brief Description
Monitor the status of party performance degradation reports, provide notifications of
any changes and provide management reports.
Report Party Performance monitors the status of party performance degradation
reports, provide notifications of any changes and provide management reports.
Continuously monitor the status of party performance degradation reports and manage
notifications to processes and other parties registered to receive notifications of any
status changes. Notification lists are managed and maintained by the Support Party
Performance Management process.
Record, analyze and assess the party performance degradation report status changes to
effectiveness of the overall Party Performance Management process. These specialized
Explanatory
N/A
Mandatory
N/A

Optional
N/A
Interactions
N/A
Close Party Performance Degradation Report

Brief Description
Close a party performance degradation report when the performance of the party
product has been resolved.
Close Party Performance Degradation Report closes a party performance degradation
report when the performance of the party product has been resolved.
These processes monitor the status of all open party performance degradation reports,
and recognize that a party performance degradation report is ready to be closed when
the status is changed to cleared.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Initiate Party Performance Degradation Report

Brief Description
Report specific performance issues to a party.
Initiate Party Performance Degradation Report reports specific performance issues to a
party. These performance issues are passed to the Party Performance Management
processes from either the Service Quality Management and Resource Performance
Management Track and Manage processes as well as from Monitor & Control Party
Performance.

The party performance degradation report contains the originating service and/or
resource performance degradation report or performance degradation report identifier
to allow for appropriate linking to the processes which originally caused the party
performance degradation report to be initiated.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.6.11.1 Monitor & Control Party Performance
Figure 379: 1.6.11.1 Monitor & Control Party Performance decomposition
Monitor & Control Party Performance

Brief Description
Collect and analyze performance of a product delivered by a party.
Monitor & Control Party Performance processes control the performance measurement
activities, collect performance data on a specified product, analyze this against the

relevant SLA for the party and report performance data and any SLA violations to other
processes. These processes also carry out impact analysis on any SLA violations and
initiate corrective actions.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Collect Party Performance Data

Brief Description
Collects performance data on a specified party's product.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Analyze Party Performance Data

Brief Description
Analyze performance data against the relevant SLA for the party and report

performance data and any party SLA violations to other processes. These processes also
carry out impact analysis on any party SLA violations.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Initiate Party Performance Corrective Actions

Brief Description
Based on impact analysis of any party SLA violations, initiate corrective actions.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.6.11.2 Track & Manage Party Performance Resolution

Figure 380: 1.6.11.2 Track & Manage Party Performance Resolution decomposition
Track & Manage Party Performance Resolution

Brief Description
Track progress of the performance resolution as advised by the party.
Track & Manage Party Performance Resolution ensures improvement and restoration
activities are being assigned, coordinated and tracked efficiently, and that escalation is
being invoked as required for any open party performance degradation reports in
jeopardy.
•Managing regular interaction with the party to establish resolution progress for party
performance degradation reports
•Modifying information in an existing party performance degradation report based on
feedback of progress from the party
•Modifying the party performance degradation report status
•Canceling a party performance degradation report when the specific performance
issue is discovered to not be related to the party
•Monitoring the jeopardy status of open party performance degradation reports, and
initiating escalation of party performance degradation reports as necessary.
The Track & Manage Party Performance Resolution process also informs the Close Party
Performance Degradation Report processes by modifying the party performance
degradation report status to cleared when the party performance issue has been
resolved.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Modify Party Performance Degradation Report

Brief Description
Modify information in an existing party performance degradation report based on
feedback of progress from the party.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Cancel Party Performance Degradation Report

Brief Description
Cancel a party performance degradation report when the specific performance issue is
discovered to not be related to the party.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Escalate Party Performance Degradation Report

Brief Description
Initiate escalation of party performance degradation reports as necessary.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Manage Party Performance Degradation Report

Brief Description
Ensure improvement and restoration activities are being assigned and coordinated for
party performance degradation reports and managing the party performance
degradation reports status.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Monitor Party Performance Jeopardy Status


Brief Description
Monitor the jeopardy status of open party performance degradation reports.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Modify Party Performance Degradation Report Status

Brief Description
Modify the party performance degradation report status to cleared when the party
performance issue has been resolved. Inform the Close Party Performance Degradation
Report process about the modification.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.6.11.3 Report Party Performance

Figure 381: 1.6.11.3 Report Party Performance decomposition
Report Party Performance

Brief Description
Monitor the status of party performance degradation reports, provide notifications of
any changes and provide management reports.
Report Party Performance monitors the status of party performance degradation
reports, provide notifications of any changes and provide management reports.
Continuously monitor the status of party performance degradation reports and manage
notifications to processes and other parties registered to receive notifications of any
status changes. Notification lists are managed and maintained by the Support Party
Performance Management process.
effectiveness of the overall Party Performance Management process. These specialized
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Monitor Party Performance

Brief Description
Monitor the status of party performance degradation reports and manage notifications
to processes and other parties registered to receive notifications of any status changes.
Notification lists are managed and maintained by the Support Party Performance
Management process.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Distribute Party Performance Management Summaries

Brief Description
Provide specialized summaries of the efficiency and effectiveness of the overall Party
Performance Management process. These specialized summaries could be specific
reports required.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Distribute Party Performance Management Reports

Brief Description
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.6.11.4 Close Party Performance Degradation Report

Figure 382: 1.6.11.4 Close Party Performance Degradation Report decomposition
Close Party Performance Degradation Report

Brief Description
Close a party performance degradation report when the performance of the party
product has been resolved.
Close Party Performance Degradation Report closes a party performance degradation
report when the performance of the party product has been resolved.
These processes monitor the status of all open party performance degradation reports,
and recognize that a party performance degradation report is ready to be closed when
the status is changed to cleared.
Explanatory
N/A
Mandatory
N/A
Optional
N/A

Interactions
N/A
Monitor Party Performance Degradation Report

Brief Description
Monitors the status of all open party performance degradation reports
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Close Cleared Party Performance Degradation Report

Brief Description
Closes a party performance degradation report when status is changed to cleared.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

1.6.11.5 Initiate Party Performance Degradation Report
Figure 383: 1.6.11.5 Initiate Party Performance Degradation Report decomposition
Initiate Party Performance Degradation Report

Brief Description
Report specific performance issues to a party.
Initiate Party Performance Degradation Report reports specific performance issues to a
party. These performance issues are passed to the Party Performance Management
processes from either the Service Quality Management and Resource Performance
Management Track and Manage processes as well as from Monitor & Control Party
Performance.
The party performance degradation report contains the originating service and/or
resource performance degradation report or performance degradation report identifier
to allow for appropriate linking to the processes which originally caused the party
performance degradation report to be initiated.
Explanatory
N/A

Mandatory
N/A
Optional
N/A
Interactions
N/A
Create Party Performance Degradation Report

Brief Description
Generate a correctly formatted and specified party performance degradation report.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Issue Party Performance Degradation Report

Brief Description
Report specific issues to a party.
Explanatory
N/A
Mandatory
N/A
Optional
N/A

Interactions
N/A
1.6.12 Party Revenue Management
Figure 384: 1.6.12 Party Revenue Management decomposition
Party Revenue Management

Brief Description
Manage party billing events, charge parties for products, manage bills/invoices, manage
payments, sharing revenue, manage account balances, and handle bill/invoice inquiries.
Party Revenue Management manages party billing events, charging parties for products,
managing bills/invoices, managing payments, sharing revenue, managing account
balances, and handling bill/invoice inquiries.
Party Billing Event Management enriches, guides, distributes, mediates, summarizes,

accumulates, and analyzes billing events. These processes may occur in real-time, near
real-time, or may be executed on a periodic basis. Party Charging assigns a value
(monetary or other) to an event or product, or combination (bundle or aggregate) of the
above. The charge may be either a credit or a debit and can be handled either online or
offline.
Party Bill/Invoice Management manages the party bill/invoice process, controls

bills/invoices, manages the lifecycle of bills/invoices. Party Payment Management
manages methods used by parties to make payments, administers payment plans,
handles payments, and collects debt.
Party Revenue Sharing develops party revenue sharing models, prepares party revenue
sharing agreements, determines party revenue shares, and reconciles party revenue
shares.
Party Account Balance Management manages, calculates, applies policies to manage,

and manages functionality/interfaces for party account balances. Party Bill Inquiry
Handling ensure the timely and effective resolution of all bill inquiries and complaints
sent to and received from other parties.
Party Charging assigns a value (monetary or other) to an event or product, or

combination (bundle or aggregate) of the above. The charge may be either a credit or a
debit and can be handled either online or offline.
Party Payment Management manages methods used by parties to make payments,

administers payment plans, handles payments, and collects debt.
Party Revenue Sharing and Settlement develops party revenue sharing models, prepares
party revenue sharing agreements, determines party revenue shares, and reconciles
party revenue shares.
Party Bill Inquiry Handling ensures the timely and effective resolution of all party bill
inquiries and complaints initiated by an enterprise or initiated by another party, such as
a partner. It includes the receiving and sending inquiries regarding a bill/invoice,
managing the entire bill inquiry lifecycle, reporting changes to and updates to, and
closure of a bill inquiry when all activities have been completed.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Party Bill/Invoice Management

Brief Description
Manage the party bill/invoice process, control bills/invoices, manage the lifecycle of
bills/invoices, and perform bill/invoice trend analysis.
A bill is a notice for payment which is supposed to be preceded by an invoice in most

cases. An invoice typically does not summarize to total outstanding payment or
payments due. A bill typically contains the payment due date and balance.

bills/invoices, manages the lifecycle of bills/invoices.

payments due. A bill typically contains the payment due date and outstanding payment
or advanced payment.
Party Bill/Invoice Process Management makes certain that there is capability so that the
Bill Invoice Management processes can operate effectively. It also designs and develops
an enterprises invoicing process.
Party Bill/Invoice Control establishes and maintains party bill invoice formats, and any
interaction with specific parties to modify the format. It maintains lists of parties who
are eligible for receiving bills/invoices.
Party Bill/Invoice Lifecycle Management generates bills/invoices for products that were
provided by an enterprise on behalf of another party. It also receives bills/invoices for
products that were provided by another party on an enterprise's behalf.
Major Differentiation Factors for a separate Invoice Generation:

• Invoice Timeliness - Generation happen monthly but often also biweekly. In contrast
to Retail where it is critical customer's invoice is being generating on time, (Cost of
Infrastructure, ability to re-invoice, apply adjustments) and dependency on
reconciliation (often manually externally driven), requires
• Invoice Accuracy – The tolerance for accepting differences between the balance of
two invoices is much higher than for retail. By implication checks and balances
The Invoice document does not summarize to total outstanding payment or payments
due. The Bill contains the payment due date and Balance.
Interconnect charges may be incurred for all call attempts rather than just those that
succeed and are charged to the retail customer.
Further Sub processes impacted

Tax Jurisdiction Applied -The process of applying Taxes according to applicable
Jurisdictions for National and Multinational Customers applicable for various services. In
certain countries it is standard practice to outsource sub functions of Tax
Determinations to specialized external entities.
Reflect the whole route of the call, not just the origination and termination points.
As a consequence, for example the Interconnect Invoice will be generated from
• Data & Voice CDRs that is only billable for Interconnect providers. E.g.: Outgoing calls

(revenue shared), Outgoing Transit calls, Incoming calls, etc. The model simplifies it in
terms of a balance in MOU (minutes of use). The Outgoing calls are the expense and
Incoming calls are the revenue for the Telecom Provider.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Party Billing Event Management

Brief Description
Enrich, guide, distribute, mediate, summarize, accumulate, and analyze party billing
events.
real-time, or may be executed on a periodic basis.
Party billing events include the acquisition of a product offering that is used to
determine charges to another party. For example, an enterprise may charge a fee to
another party for collecting payments based on sales of the party's offerings in an
enterprise's marketplace. Events can also include the need for periodic billing of a
recurring product rate. For example, a listing fee charged to another party that lists its
products in an enterprise's market place.
Guiding ensures that the event used in the billing processes are appropriately related to
the correct party billing account and products.
The billing events are edited and, if necessary, reformatted (mediated) to meet the
needs of subsequent processes. The billing events may also be enriched with additional
data during this process.
Note that this process is typically performed to support outbound party bills/invoices
and is not applicable to bills/invoices received from another party.

Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Party Revenue Sharing and Settlement

Brief Description
Develops party revenue sharing models, prepare party revenue sharing agreements,
determine party revenue shares, and reconcile party revenue shares.
shares.
Party Revenue Sharing Model Development develops, maintains, and removes party
revenue sharing models that define how revenue is shared by and enterprise with one
or more other parties. Revenue sharing models are a key component revenue sharing
agreements.
Party Revenue Sharing Agreement Management develops an agreement that specifies

how revenue will be shared between an enterprise and one or more other parties
whose product offerings are made available in some way by an enterprise.
Party Revenue Share Determination uses existing artefacts such as usage, invoices,
product prices, and applied billing rates to determine how revenues will be shared.
Party Revenue Sharing Reconciliation ensures that two sets of party revenue sharing
records are aligned and agreed upon.
Explanatory
N/A
Mandatory
N/A

Optional
N/A
Interactions
N/A
Party Payment Management

Brief Description
Manage methods used by parties to make payments, administer payment plans, handle
payments, and collect debt.
Party Payment Method Management defines and manages the various types of
payment methods and the methods by which an individual party may make an inbound
and/or outbound payment. Party Payment Plan Administration develops and manages
payment plans that specify how a party will pay over a specified period of time for a
product that has been acquired.
Party Payment Handling receives payments from parties, remits payments to parties,
and applies payments to any form of request for payment, such as bills, settlements or
other forms of revenue sharing, purchases, charges, or payment plans as needed. Party
Debt Collection collects past due payments from parties with whom an enterprise does
business. It monitors the amount due from parties, for example check whether the
payments are made on time, and implements necessary activities and policies to
recover amounts overdue.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Party Charging

Brief Description
Manage the assignment of a value (monetary or other) to an event or product, or

may affect how a product is rendered and enables an enterprise to provide prepaid
products to parties. Whereas offline charging is performed after the product is rendered
and is not required to be done in real-time and generally relates to subscription based
products.
The charge may appear on a party invoice via Apply Party Pricing, Discounting,
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Party Account Balance Management

Brief Description
Manage parties' account balances.
and manages functionality/interfaces for party account balances. The values resulting
from rating and the application of discounts are applied to parties' account balance. This
process also authorizes product requests, such as usage events, based on available
balance as needed.
A party account balance includes monetary and non-monetary balances (or shared) and

are used as prepaid balances (enabling real-time product authorization), postpaid

balances (in conjunction with an Account Receivables [AR] processes). Examples of non-
monetary balances and allowances are free minutes, gigabytes allowance, and number
of downloads.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Party Bill Inquiry Handling

Brief Description
Ensure the timely and effective resolution of all party bill inquiries and complaints
initiated by an enterprise or initiated by another party, such as a partner.
Explanatory
Mandatory
Optional
Interactions
1.6.12.1 Party Bill/Invoice Management

Figure 385: 1.6.12.1 Party Bill/Invoice Management decomposition
Party Bill/Invoice Management

Brief Description
Manage the party bill/invoice process, control bills/invoices, manage the lifecycle of
bills/invoices, and perform bill/invoice trend analysis.

payments due. A bill typically contains the payment due date and balance.
bills/invoices, manages the lifecycle of bills/invoices.

payments due. A bill typically contains the payment due date and outstanding payment
or advanced payment.
are eligible for receiving bills/invoices.
Party Bill/Invoice Lifecycle Management generates bills/invoices for products that were
provided by an enterprise on behalf of another party. It also receives bills/invoices for
products that were provided by another party on an enterprise's behalf.

Major Differentiation Factors for a separate Invoice Generation:

• Invoice Timeliness - Generation happen monthly but often also biweekly. In contrast
to Retail where it is critical customer's invoice is being generating on time, (Cost of
Infrastructure, ability to re-invoice, apply adjustments) and dependency on
reconciliation (often manually externally driven), requires
• Invoice Accuracy – The tolerance for accepting differences between the balance of
two invoices is much higher than for retail. By implication checks and balances
The Invoice document does not summarize to total outstanding payment or payments
due. The Bill contains the payment due date and Balance.
Further Sub processes impacted

Tax Jurisdiction Applied -The process of applying Taxes according to applicable
Jurisdictions for National and Multinational Customers applicable for various services. In
certain countries it is standard practice to outsource sub functions of Tax
Determinations to specialized external entities.
Reflect the whole route of the call, not just the origination and termination points.
As a consequence, for example the Interconnect Invoice will be generated from
• Data & Voice CDRs that is only billable for Interconnect providers. E.g.: Outgoing calls
(revenue shared), Outgoing Transit calls, Incoming calls, etc. The model simplifies it in
terms of a balance in MOU (minutes of use). The Outgoing calls are the expense and
Incoming calls are the revenue for the Telecom Provider.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Party Bill/Invoice Process Management


Brief Description
Make certain that there is capability so that the Bill Invoice Management processes can
operate effectively and design and develop an enterprise's invoicing process.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Party Bill/Invoice Control

Brief Description
Establish and maintain party bill invoice formats, maintain lists of parties who are
eligible for receiving bills/invoices, and define the billing cycles.
are eligible for receiving bills/invoices. It also defines the billing cycles and respective
dates according to cash flow needs as established by financial management processes.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Party Bill/Invoice Lifecycle Management

Brief Description
Ensure bills/invoices are created, physically and/or electronically produced and
distributed to parties, and that the appropriate taxes, discounts, adjustments, rebates
and credits for the products delivered to parties have been applied.
Party Bill/Invoice Lifecycle Management ensures party bills/invoices are created,
physically and/or electronically produced and distributed to parties, and that the
appropriate taxes, discounts, adjustments, rebates and credits for the products
delivered to parties have been applied. These processes are accountable for assuring
that enterprise revenue is billed and bills/invoices delivered appropriately to parties.

• Establishment and application of taxes and charges to the products delivered to
parties
• Application of adjustments (adjustment decision done in Party Bill Inquiry Handling
and other applicable processes)
• Creation of accurate bills/invoices including all adjustments, rebates, discounts,
credits, and so forth
• Production & distribution of bills/invoices in physical and/or electronic form to parties
in accordance with a billing cycle or as needed
• Forecasting of physical resources associated with bill/invoice production, such as
paper and envelope quantities
• Alignment and management of promotional material insertion into distributed
bills/invoices
• Interaction with Party Tender Management and Party Agreement Management to
establish and manage of third party arrangements to support bill/invoice generation,
production and distribution.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Specific Party Revenue Handling

Brief Description
Specific Parties Revenue Handling process performs specific revenue model actions that
do not follow the generic Billing Invoice procedure. Different revenue management
methods are applied towards different parties due to different billing and settlement.
Include:
Perform Roaming Party Billing
Handle Interconnect Party Billing
Handle MVNO&MVNE Billing
Calculate Sales Party Commissions
Handle Content Party Billing
Execute Party Billing on Behalf
Perform 3rd Party Billing
Handle Clearing House Billing
Perform Supplier Billing
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.6.12.1.1 Party Bill/Invoice Process Management

Figure 386: 1.6.12.1.1 Party Bill/Invoice Process Management decomposition
Party Bill/Invoice Process Management

Brief Description
operate effectively and design and develop an enterprise's invoicing process.
Explanatory
N/A
Mandatory
N/A
Optional
N/A

Interactions
N/A
Determine Party Bill Invoice Management Capability

Brief Description
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Design & Develop Party Bill/Invoice Process

Brief Description
Design and develop an enterprise's invoicing process.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

1.6.12.1.1.4 Mediate Party Billing Event
Figure 387: 1.6.12.1.1.4 Mediate Party Billing Event decomposition
Mediate Party Billing Event

Brief Description
Edit and reformat a party billing event for recipient processes.
Mediate Party Billing Event edits and reformats a party billing event to meet the needs
of other processes.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Edit Party Billing Event

Brief Description
Edit a party billing event for recipient processes.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Reformat Party Billing Event

Brief Description
Reformat a party billing event for recipient processes.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.6.12.1.1.5 Report Party Billing Events

Figure 388: 1.6.12.1.1.5 Report Party Billing Events decomposition
Report Party Billing Events

Brief Description
Generate reports for party billing events based on requests from other processes.
Report Party Billing Events provides raw data(e.g. rated CDR/error CDR) for party billing
events based on requests from other processes.
by fraudulent activity or related to party complaints. Investigation of problems related
to these events is also part of this process.
These processes also support other processes such as the party review of billing events
Explanatory
N/A
Mandatory
N/A

Optional
N/A
Interactions
N/A
Generate Party Billing Events Report

Brief Description
Generate a party billing event report based on requests from one or more other
processes.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Support Party Billing Event Related Processes

Brief Description
Support other processes, such as party review of billing events (pre-billing and post-
billing).
Explanatory
N/A
Mandatory
N/A
Optional
N/A

Interactions
N/A
1.6.12.1.3 Party Bill/Invoice Lifecycle Management
Figure 389: 1.6.12.1.3 Party Bill/Invoice Lifecycle Management decomposition
Party Bill/Invoice Lifecycle Management

Brief Description
Ensure bills/invoices are created, physically and/or electronically produced and
distributed to parties, and that the appropriate taxes, discounts, adjustments, rebates
and credits for the products delivered to parties have been applied.
Party Bill/Invoice Lifecycle Management ensures party bills/invoices are created,
physically and/or electronically produced and distributed to parties, and that the
appropriate taxes, discounts, adjustments, rebates and credits for the products
delivered to parties have been applied. These processes are accountable for assuring
that enterprise revenue is billed and bills/invoices delivered appropriately to parties.

• Establishment and application of taxes and charges to the products delivered to
parties
• Application of adjustments (adjustment decision done in Party Bill Inquiry Handling
and other applicable processes)
• Creation of accurate bills/invoices including all adjustments, rebates, discounts,
credits, and so forth
• Production & distribution of bills/invoices in physical and/or electronic form to parties
in accordance with a billing cycle or as needed
• Forecasting of physical resources associated with bill/invoice production, such as
paper and envelope quantities

• Alignment and management of promotional material insertion into distributed

bills/invoices
• Interaction with Party Tender Management and Party Agreement Management to
establish and manage of third party arrangements to support bill/invoice generation,
production and distribution.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Apply Party Pricing, Discounting, Adjustments & Rebates

Brief Description
Ensure that a bill/invoices is reflective of all the commercially agreed billable events and
any bill/invoice adjustments agreed between an enterprise and a party.
Apply Party Pricing, Discounting, Adjustments & Rebates ensures that the bill/invoice is
reflective of all the commercially agreed billable events and any bill/invoice adjustments
agreed between an enterprise and a party. In addition, it ensures that the appropriate
taxes, rebates (such as missed party commitments) and credits are applied to a party’s
bill/invoice(s). This process applies account and party specific pricing, charges,
discounting, credits and taxation for products delivered to parties by an enterprise. It
accepts events that have been collected, translated, correlated, assembled, guided and
product rated. It takes these events and determines account or party specific pricing,
charges, discounts, and taxation that should be delivered to the bills/invoice(s) for the
party. It reviews any agreed adjustments agreed in the previous billing cycle and
includes these in the bill/invoice. This process can execute in real-time as events are
product rated, or can be on a scheduled on a periodic basis at an enterprise’s discretion
Explanatory
N/A
Mandatory
N/A
Optional
N/A

Interactions
N/A
Create Party Bill/Invoice

Brief Description
Produce a timely and accurate bill/invoice in accordance with a specific billing cycle, on
demand after the purchase of an offering, on request by a party, and so forth. Ensure
that a bill/invoice is reflective of the final charges for products, together with any
adjustments, delivered to a party by an enterprise.
Create Party Bill Invoice produces a timely and accurate bill/invoice in accordance with a
specific billing cycle, on demand after the purchase of an offering, on request by a party,
and so forth. It ensures that a bill/invoice is reflective of the final charges for products,
together with any adjustments, delivered to a party by an enterprise.
It renders/formats a bill/invoice and verifies a bill/invoice quality prior to distribution to

the process responsible for invoice production and distribution. The flow of this process
can be viewed as an extension of an enterprise's e-business strategy. In this case, an
enterprise would render an invoice electronically, via the Internet for example.
Furthermore, this process uses a specification, defined by Establish & Maintain Party Bill
Invoice Format, for formatting a bill/invoices in different ways and to achieve different
publishing possibilities. The specification supports the creation of different bill/invoice
formats for different publication media. The process is further responsible for splitting
and re-arranging a bill/invoice for a party (particularly a party with a complex account
structures) according to agreements made with a party.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Distribute Party Bill/Invoice


Brief Description
Provide bills/invoices to one or more parties and ensure the delivery of bills/invoices to
one or more parties .
Distribute Party Bill/Invoice provides bills/invoices to one or more parties in accordance
with the specified billing cycle or as applicable, such as on demand or at the time of the
purchase of a product offering. It also ensures the delivery of bills/invoices to one or
more parties in some form, physically or electronically.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Manage Party Bill/Invoice Archive

Brief Description
Store a party bill/invoice for a period of time to address regulation and/or internal
requirements, during which it can be accessed to support any party, such as a
government/regulator agency or internal party, inquiries about a bill/invoice.
Manage Party Bill/Invoice Archive Additionally temporarily stores a party bill/invoice for
a period of time to address regulation and/or internal requirements, during which it can
be accessed to support any party or regulator agency inquiries about a bill/invoice.
It handles the receipt and query of a regulatory/government request or from some

other party (internal and external), fulfilling the information request (either
predetermined or unique) for a specific party. This can be due to bankruptcy or
investigations of other nature, and may lead to the providing financial information for a
party. Typically the bills/invoices over a given period, such as a year, are requested, but
the requests can be varied in nature, for example balances, payment regularity, and so
forth. These processes are usually only known to people with sufficient security
clearance.
Explanatory
N/A

Mandatory
N/A
Optional
N/A
Interactions
N/A
Receive Party Bill/Invoice

Brief Description
Receive and record the bill/invoice from a party . Compare a party bill/invoice against all
transactions with the party that would result in a bill/invoice being sent to the
enterprise. Manage the interactions between a party and an enterprise. Approve a party
bill/invoice for payment.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Administer Commercial Arrangement for Party Bill/Invoice Creation Capability

Brief Description
Establish the requirements for, and manage the agreed commercial arrangements with,
appropriate outsourced parties of the creation capabilities.
Administer Commercial Arrangement for Party Bill/Invoice Creation Capability

establishes the requirements for, and manages the agreed commercial arrangements
with, appropriate outsourced parties who will create bill/invoices for the enterprise.
An outsourced approach such as this requires the exchange of usage and latest party
details, including whatever is required for rating/pricing calculations, details of the
parties' products and their postal address, and will result in bills/invoices generated 'as
if' the enterprise had produced them internally. The business logos and contact details
on the invoices produced by the 'billing on behalf of' (BOBO) vendor will be those of the
enterprise outsourcing their billing. The BOBO vendor will usually not have any of their
details present on the bills/invoices since the BOBO vendor is providing a transparent
'back office' billing function about which the end parties are unaware.
Note that when establishing arrangements with an outsourced party or parties this
process interacts with Party Tender Management and Party Agreement Management to
select and manage agreements with the party or parties.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.6.12.1.3.1 Apply Party Pricing, Discounting, Adjustments & Rebates

Figure 390: 1.6.12.1.3.1 Apply Party Pricing, Discounting, Adjustments & Rebates decomposition
Apply Party Pricing, Discounting, Adjustments & Rebates

Brief Description
Ensure that a bill/invoices is reflective of all the commercially agreed billable events and
any bill/invoice adjustments agreed between an enterprise and a party.
Apply Party Pricing, Discounting, Adjustments & Rebates ensures that the bill/invoice is
reflective of all the commercially agreed billable events and any bill/invoice adjustments
agreed between an enterprise and a party. In addition, it ensures that the appropriate
taxes, rebates (such as missed party commitments) and credits are applied to a party’s
bill/invoice(s). This process applies account and party specific pricing, charges,
discounting, credits and taxation for products delivered to parties by an enterprise. It
accepts events that have been collected, translated, correlated, assembled, guided and
product rated. It takes these events and determines account or party specific pricing,
charges, discounts, and taxation that should be delivered to the bills/invoice(s) for the
party. It reviews any agreed adjustments agreed in the previous billing cycle and
includes these in the bill/invoice. This process can execute in real-time as events are
product rated, or can be on a scheduled on a periodic basis at an enterprise’s discretion
Explanatory
N/A
Mandatory
N/A

Optional
N/A
Interactions
N/A
Obtain Party Billing Events

Brief Description
Accept billing events that have been collected, translated, correlated, assembled,
guided and product rated before determining the information would be applied to a
party's bills/invoices.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Apply Party Pricing, Discounting, Adjustments & Rebates to Party Account

Brief Description
Determine the party account or party specific pricing, charges, discounts, and taxation
that should be delivered on the bills/invoice for a party.
Apply Party Pricing, Discounting, Adjustments & Rebates to Party Account determines
the party account or party specific pricing, charges, discounts, and taxation that should
be delivered on the bills/invoice for a party.
In certain countries it is standard practice to outsource sub functions of tax

determinations to specialized external parties.
An adjustment is a transaction that debits or credits a party's account by changing the

amount due for a bill/invoice item. Adjustments can also change non-currency balances
in the account. There are many reasons to apply adjustments, such as goodwill and
mistakes.
An adjustment may also be in the form of a credit memo that is issued because a party
returned goods to the enterprise, or there is a pricing dispute, or a marketing allowance,
or other reasons under which the party will not pay the enterprise the full amount of
the bill/invoice.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Apply Prior Bill Cycle Agreed Party Bill/Invoice Adjustment

Brief Description
Apply and review any adjustment agreed in the previous billing cycle and include it on
the bill/invoice.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.6.12.1.3.2 Create Party Bill/Invoice

Figure 391: 1.6.12.1.3.2 Create Party Bill/Invoice decomposition
Create Party Bill/Invoice

Brief Description
Produce a timely and accurate bill/invoice in accordance with a specific billing cycle, on
demand after the purchase of an offering, on request by a party, and so forth. Ensure
that a bill/invoice is reflective of the final charges for products, together with any
adjustments, delivered to a party by an enterprise.
Create Party Bill Invoice produces a timely and accurate bill/invoice in accordance with a
specific billing cycle, on demand after the purchase of an offering, on request by a party,
and so forth. It ensures that a bill/invoice is reflective of the final charges for products,
together with any adjustments, delivered to a party by an enterprise.
It renders/formats a bill/invoice and verifies a bill/invoice quality prior to distribution to

the process responsible for invoice production and distribution. The flow of this process
can be viewed as an extension of an enterprise's e-business strategy. In this case, an
enterprise would render an invoice electronically, via the Internet for example.
Furthermore, this process uses a specification, defined by Establish & Maintain Party Bill
Invoice Format, for formatting a bill/invoices in different ways and to achieve different

Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Render & Format Party Bill/Invoice

Brief Description
Render and format a party bill/invoice.
Render & Format Bill/Invoice renders and formats a party bill/invoice. A bill is a notice
for payment which is supposed to be preceded by an invoice in most cases. An invoice
typically does not summarize to total outstanding payment or payments due. A bill
typically contains the payment due date and balance.
This process uses a specification, defined by Establish & Maintain Party Bill Invoice
Format, for formatting a bill/invoices in different ways and to achieve different
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Aggregate/Combine Party Bill/Invoice


Brief Description
Aggregate and/or combine a number bills/invoices specific to a party for a specific
period.
Aggregate/Combine Party Bill/Invoice aggregates and/or combines a number invoices
for a specific period for a party. Aggregation entails a multiple number of invoices ,
corrections, revenue shares, memos, credit notes and adjustments received over a
determined time, where the period are contractually determined (monthly cannot be
assumed).
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Verify Party Bill/Invoice Quality

Brief Description
Verify party bill/invoice quality before distribution to the process responsible for
bill/invoice production and distribution.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

1.6.12.1.3.4 Manage Party Bill/Invoice Archive
Figure 392: 1.6.12.1.3.4 Manage Party Bill/Invoice Archive decomposition
Manage Party Bill/Invoice Archive

Brief Description
requirements, during which it can be accessed to support any party, such as a
government/regulator agency or internal party, inquiries about a bill/invoice.
Manage Party Bill/Invoice Archive Additionally temporarily stores a party bill/invoice for
a period of time to address regulation and/or internal requirements, during which it can
be accessed to support any party or regulator agency inquiries about a bill/invoice.
It handles the receipt and query of a regulatory/government request or from some

other party (internal and external), fulfilling the information request (either
predetermined or unique) for a specific party. This can be due to bankruptcy or
investigations of other nature, and may lead to the providing financial information for a

party. Typically the bills/invoices over a given period, such as a year, are requested, but
the requests can be varied in nature, for example balances, payment regularity, and so
forth. These processes are usually only known to people with sufficient security
clearance.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Archive Party Bill/Invoice

Brief Description
requirements.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Deliver Party Bill/Invoice Archive

Brief Description
Fulfill the information request (either predetermined or unique) for a specific party.
Deliver the archive to one or more external parties in the stipulated format and form,
such as detailed or aggregated.

Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.6.12.1.3.5 Receive Party Bill/Invoice
Figure 393: 1.6.12.1.3.5 Receive Party Bill/Invoice decomposition
Receive Party Bill/Invoice

Brief Description

Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Accept Party Bill/Invoice

Brief Description
Record the receipt of a bill/invoice from a party and verify that the party is one with
whom an enterprise does business.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Assess Party Bill/Invoice

Brief Description
Compare a party bill/invoice against purchases from the party, usage records and
offsets, and any other transactions with the party that would result in a bill/invoice
being sent to the enterprise.

Assess Party Bill/Invoice compares a party bill/invoice against purchases from the party,
usage records and offsets, and any other transactions with the party that would result in
a bill/invoice being sent to the enterprise. For a bill/invoice for products that were
provided by a party on behalf of an enterprise this process verifies whether it was done
on their behalf. For example that a party belongs the enterprise. This process also
manages the interactions between the party and the enterprise to confirm bill/invoice
items.
If the bill/invoice is related to revenue sharing then the Party Revenue Sharing
Reconciliation process is used to assess and negotiate the bill/invoice.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Negotiate Party Bill/Invoice

Brief Description
Manage the interactions between a party and an enterprise, in relation to inquiries
about the billing account, handling disputes and any subsequent negotiations.
Negotiate Party Bill/Invoice manages the interactions between a party and an
enterprise, in relation to inquiries about the billing account, handling disputes, and any
subsequent negotiations. If inquiries and/or disputes are involved then this process
interacts with the Party Bill/Invoice Inquiry Handling process which handles
inquiries/disputes.
If the bill/invoice is related to revenue sharing then the Party Revenue Sharing
Reconciliation process is used to assess and negotiate the bill/invoice.
Explanatory
N/A
Mandatory
N/A

Optional
N/A
Interactions
N/A
Approve Party Bill/Invoice

Brief Description
Approve a party bill/invoice for payment.
Approve Party Bill/Invoice approves a party bill/invoice for payment. If the bill/invoice is
related to revenue sharing then the Party Revenue Sharing Reconciliation process
notifies this process that reconciliation is complete.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.6.12.1.4 Unique Revenue Handling for Specific Parties

Figure 394: 1.6.12.1.4 Unique Revenue Handling for Specific Parties decomposition
Specific Party Revenue Handling

Brief Description
Include:
Calculate Sales Party Commissions
Explanatory
N/A
Mandatory
N/A

Optional
N/A
Interactions
N/A

Brief Description
Perform Roaming Party Billing process handles inbound and outbound roaming billing.
Generate bills to or from national/international party for own or foreign customer that
used services outside their national borders.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Brief Description
Handle Interconnect Party Billing process handle the billing with Interconnect Party .
Interconnect party entails the reception of records from networks outside the own
network, for various scenarios of outbound, inbound, and in transit communication for
the purpose of determining the cost and revenues incurred from or caused to other
communication service providers (often Fixed Line Voice or IP traffic), with the aim of
product of invoices, receiving payments for an interconnect partner .

This process includes:

(1)Perform Interconnect Party Netting process which calculates the balance of
money owed and earned from two partners.
(2) Handle IP Interconnect Billing process which handle particular billing which
occurs in IP Backhaul Traffic.
(3) Handle Interconnect Party Trading and Routing Billing process handling the
billing with interconnect party about trading and routing.
The following types of network can be involved in an interconnect process:

(1)Originating network: where a call originates, Transit network(s): network(s) which
passes the call on.
(2)Terminating network: where a call terminates.
An interconnect process always involves an originating and terminating network; a
transit network or networks possible but optional. The cost added for handling an
interconnect event is called the interconnect charge. An interconnect charge is
calculated according to a service agreement between interconnect parties.
Definition as per ITU: “interconnection may be said to be the sum of all the
commercial and technical arrangements which operators and service providers use to
connect their equipment, networks and services so as to provide their customers with
access to the customers, services and networks of other service providers.”
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Brief Description
Handle MVNO&MVNE Billing process handle billing chain of MVNO (Mobile Virtual
Network Operator) and/or MVNE (Mobile Virtual Network Enabler) for voice, data, VAS
or Content for local, international services.

This process include the ability to rerate events. This ability is often as required to
ensure accurate revenue from parties based on the latest rates. This includes
configurable settlement periods to ensure settlement according to individual MVNO
contract or agreement. Legal and contractual requirement for events in case of
extended settlement periods and disputes.
The MVNO tax and G/L(General Ledger) are applied . It means to apply and receive tax
details from MVNO and apply against records according to applicable billing policy.
For example, depending on the size of the operations, there might be slight variations
to the common process. Business Party maturity, culture, operational limitations,
competitive climate causes minor variations on the actual implemented process. This
evolving process(es) require deviations from the norm.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Handle Usage Records Relay , Non usage Records & Dispute Handling
Brief Description
Process which makes raw and consolidated raw records available to partners and
internal use.
Process which makes raw and consolidated raw records available to MVNO for
reporting, analysis, billing, invoicing & assurance purposes.
Explanatory
N/A
Mandatory
N/A
Optional
N/A

Interactions
N/A
Calculate Dealer & Retailer Billing & Commissions

Brief Description
Dealer & Retailer Billing & Commission process uses proof points (like raised orders) to
the determine cost and revenue with the aim of calculating commissions due based on
contracts sold, inventory turnover, cash received on behalf. It also allows sub processes
for Dealer & Retailer Disputes, Dealer Fraud Identification and Reporting. It further deals
with the acceptance of cash from the Cashier system.
Retailer & Dealership agreements contains various parameters i.e., subscriber type ,
number of subscriptions, equipment type and subscriber usage.
Dealers are managed as channels through commission rates, commission schemes and
rewards for the same products and sales channels. Handling dealers require definition
of Dealer internal organizational hierarchies .Due to the fact that sales commissions
needs to be handled in a unified way, internal sales force commissions (i.e. for POS) may
also managed here centrally. An interface for external dealers (as well as internal sales
force) to view commissions earned throughout the sales process (leads, order, returned,
backed-out, customer turn-over) needs to be provided. It is necessary to provide, on a
rolling basis, for commissions earned at any point throughout the month as well as
commissions split over organizational hierarchies.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Brief Description
Handle Content Party Billing process remunerate content parties according to the value
of many types of content.

There are major impacts from a revenue treatment perspective as following:
(1) Rating is generally performed outside
(2) Tax categories handled either as brutto or netto.
(3) Intellectual property and royalties
Specific mention must be given to the process of settlement and reconciliation for
intellectual property and royalties – from invoicing through to payment tracking and
resolving disputes.
Content party has a much fine granular product service offering, often short lived and
constantly changing offerings.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Brief Description
Perform 3rd Party Billing process is a form of Partner Billing which describes how
services contracted outside the CSP's are received and distributed, payment received
and shared
Perform 3rd Party Billing process is a form of Partner Billing which describes how
revenue is shared (proportionally) for the benefit of using the Billing Service of the CSP.
Known examples include water & electricity bills, municipal fees, etc.
3rd Party Billing has a Partner & Retail Component i.t.o Billing - is a process that has
allows existing customers to make purchases through other authorized merchants,
service providers and other telecommunications companies, and have charges placed
directly on their local phone bill, as an alternate payment option.
Explanatory
N/A

Mandatory
N/A
Optional
N/A
Interactions
N/A

Brief Description
Handle Clearing House Billing is responsible to perform roaming clearing, including for
example TAP-IN RAP-OUT and TAP-OUT RAP-IN processes, files exchange and data
validations .
validations .
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Brief Description
Perform Supplier Party Billing process manages settlement of goods delivered as part of
the Value Chain (Typically physical goods). Example includes simcards, Handset,
marketing collaterals etc.
Perform Supplier Party Billing process manages settlement of goods delivered as part of

the Value Chain (Typically physical goods). Example includes simcards, Handset,
marketing collaterals etc.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.6.12.1.6.2 Party Bill/Invoice Control
Figure 395: 1.6.12.1.6.2 Party Bill/Invoice Control decomposition
Party Bill/Invoice Control

Brief Description
Establish and maintain party bill invoice formats, maintain lists of parties who are
eligible for receiving bills/invoices, and define the billing cycles.

are eligible for receiving bills/invoices. It also defines the billing cycles and respective
dates according to cash flow needs as established by financial management processes.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Establish & Maintain Party Bill Invoice Format

Brief Description
Establish and maintain party bill invoice formats, and any interaction with specific
parties to modify the format.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Maintain Bill Invoice Party List

Brief Description
Maintain lists of parties who are eligible for receiving bills/invoices.

Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Define Party Billing Cycle

Brief Description
Define the billing cycles and their dates according to cash flow needs as established by
financial management processes.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.6.12.1.7.1 Perform Partner Roaming Billing

Figure 396: 1.6.12.1.7.1 Perform Partner Roaming Billing decomposition

Brief Description
Generate bills to or from national/international party for own or foreign customer that
used services outside their national borders.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Perform National Roaming Party Billing

Brief Description
Perform National Party Roaming Billing process generate roaming billing which are
within national borders.

Perform National Party Roaming Billing process generate roaming billing which are
within national borders.
Roaming within national borders where CSP coverage is not available and an
agreement is reached with another National CSP to provide service. Includes inbound
and outbound roaming billing.
National roaming are usually transparent to the own customer and cost neutral.
Legally, this type of roaming is not allowed unless under very specific circumstances and
under regulatory scrutiny. It requires specific business scenario considerations in
mediation, business party billing as well as the dynamic nature of network coverage
(customer temporarily on-net off-net).
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Perform International Party Roaming Billing

Brief Description
Perform International Party Roaming Billing generate roaming billing which are with
International roaming.
International roaming services are provided when mobile subscribers outside their
national borders.
Perform International Party Roaming Billing generate roaming billing which are with
International roaming.
International roaming is provided when mobile subscribers travel abroad and make use
of the network of an operator in the foreign country. Billing varies based on the
agreement stipulated: inbound, outbound, bilateral.
Explanatory
N/A
Mandatory
N/A

Optional
N/A
Interactions
N/A
Receive Incollect Invoice

Brief Description
Receive an invoice for services that were provided by another party.
Receive Incollect Invoice receives an invoice for services that were provided by another
party. Part of this process verifies whether it was done on your behalf, such as verifying
that a customer belongs to you. For example for roaming party (below), it would be
called TAP-IN. Since there are different types of wholesale settlement services than
roaming (i.e. for media or Fixnet), this process has a collective name for all such services.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Generate Outcollect Invoice

Brief Description
Generate an invoice for services that were provided by the enterprise on behalf of an
appropriate party.
Generate an invoice for services that were provided by the enterprise on behalf of an
appropriate party. Part of this process also measures thresholds of allowed traffic. For
example for Roaming specific process below it would be called TAP-OUT.
Explanatory
N/A

Mandatory
N/A
Optional
N/A
Interactions
N/A
1.6.12.1.7.2 Handle Interconnect Partner Billing
Figure 397: 1.6.12.1.7.2 Handle Interconnect Partner Billing decomposition

Brief Description

This process includes:

(1)Perform Interconnect Party Netting process which calculates the balance of
money owed and earned from two partners.
(2) Handle IP Interconnect Billing process which handle particular billing which
occurs in IP Backhaul Traffic.
(3) Handle Interconnect Party Trading and Routing Billing process handling the
billing with interconnect party about trading and routing.
The following types of network can be involved in an interconnect process:

(1)Originating network: where a call originates, Transit network(s): network(s) which
passes the call on.
(2)Terminating network: where a call terminates.
An interconnect process always involves an originating and terminating network; a
transit network or networks possible but optional. The cost added for handling an
interconnect event is called the interconnect charge. An interconnect charge is
calculated according to a service agreement between interconnect parties.
Definition as per ITU: “interconnection may be said to be the sum of all the
commercial and technical arrangements which operators and service providers use to
connect their equipment, networks and services so as to provide their customers with
access to the customers, services and networks of other service providers.”
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Handle IP Interconnect Party Billing

Brief Description
Handle IP Interconnect Party Billing process handle particular billing which occurs in
IP Backhaul Traffic.

Handle IP Interconnect Party Billing process handle particular billing which occurs in
IP Backhaul Traffic.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Handle Trading and Routing Party Billing

Brief Description
Handle Trading and Routing Party Billing process performs the billing with interconnect
party about trading and routing.
Trading revolves around the buying and selling of voice and data capacity.
Routing involves the delivery of traffic from one carrier’s network to another.
Handle Trading and Routing Party Billing process performs the billing with interconnect
party about trading and routing.
Trading and routing are bound together through various interconnect agreements,
especially pricing agreements.
Based on the agreement type, the interconnect billing process is handled differently:
1) Bi-Lateral Agreement: Each party agrees to exchange digital communications traffic
with the other party over its Network at the Interconnection Points and/or in one or
more direct interconnections. Payment settlement among different partners happens
on monthly or bi-monthly basis as per the agreement. Invoicing & Balance Settlement.
2) UniLateral Agreement: One party sends their traffic to other party's Network at the
Interconnection and does not take traffic back from other party. Invoicing.
Explanatory
N/A

Mandatory
N/A
Optional
N/A
Interactions
N/A
Perform Interconnect Party Netting

Brief Description
Perform Interconnect Party Netting process calculates the balance of money owed and
earned from two parties. Netting is perform after the settlement is completed for a
party. The netting is done for multiple settlement period for the multiple services.
Two netting methods exists 1) After and 2) Before.

1).Netting of Operator‘s Interconnecting cost after subtracting amounts between
operator and other party (Netto 含税)
2).Netting of Operator‘s Interconnecting cost without any subtracting of the amount
between operator and other party (Brutto 不含税).
Netting is an established process and has financial origins where larger

parties/banks/institutions/countries rather revert to equalize I owe U, you owe me in
bulk rather than counting / considering microscopic individual transactions.
Perform Interconnect Party Netting process calculates the balance of money owed and
earned from two parties.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

1.6.12.1.7.3 Handle MVNO&MVNE& Retailer Billing
Figure 398: 1.6.12.1.7.3 Handle MVNO&MVNE& Retailer Billing decomposition

Brief Description
This process include the ability to rerate events. This ability is often as required to
ensure accurate revenue from parties based on the latest rates. This includes
configurable settlement periods to ensure settlement according to individual MVNO
contract or agreement. Legal and contractual requirement for events in case of

extended settlement periods and disputes.

The MVNO tax and G/L(General Ledger) are applied . It means to apply and receive tax
details from MVNO and apply against records according to applicable billing policy.
For example, depending on the size of the operations, there might be slight variations
to the common process. Business Party maturity, culture, operational limitations,
competitive climate causes minor variations on the actual implemented process. This
evolving process(es) require deviations from the norm.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Apply MVNO Tax

Brief Description
Applies/Receives Tax Details from MVNO and apply against records, according to
applicable Billing Policy
Process of Applying Tax for Corporates (incl. spanning national borders, multiple
destinations and multicurrency)
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.6.12.1.7.6 Handle Content Partner Billing

Figure 399: 1.6.12.1.7.6 Handle Content Partner Billing decomposition

Brief Description
There are major impacts from a revenue treatment perspective as following:
(1) Rating is generally performed outside
(2) Tax categories handled either as brutto or netto.
(3) Intellectual property and royalties
Specific mention must be given to the process of settlement and reconciliation for
intellectual property and royalties – from invoicing through to payment tracking and
resolving disputes.

Content party has a much fine granular product service offering, often short lived and
constantly changing offerings.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Handle Carrier Cramming Content Partner Disputes

Brief Description
Process that handles Content Business Party Cramming through identification, alarming
(where some services are subcontracted), and correction. Carrier Cramming Content
Partner Disputes process is responsible for detecting Cramming, triggering a Cramming
Investigation against a Business Party and Tracking the resultant correction, resolution
or dispute.
Cramming is a form of fraud in which small (often indiscernible) charges are added to a
bill by a third party without the subscriber's consent or disclosure. These may be
disguised as a tax or some other common fee, and may be several euros/dollars/ other
currency or even just a few cents. This process describes the actions that are taken
towards the 1) partner, 2) affected partners 3) public communication. Since cramming is
occurring often, and are almost impossible to avoid, most mature CSPs have a
predefined process for handling it.
Sub Processes include
Carrier Cramming Content Partner Escalations - Financial Escalation procedure and
corrective financial actions if cramming is not rectified over a longer period of time.
Explanatory
N/A
Mandatory
N/A
Optional
N/A

Interactions
N/A
1.6.12.1.7.6.1 Handle Carrier Cramming Content Partner Disputes
Figure 400: 1.6.12.1.7.6.1 Handle Carrier Cramming Content Partner Disputes decomposition
Handle Carrier Cramming Content Partner Disputes

Brief Description
Process that handles Content Business Party Cramming through identification, alarming
(where some services are subcontracted), and correction. Carrier Cramming Content
Partner Disputes process is responsible for detecting Cramming, triggering a Cramming
Investigation against a Business Party and Tracking the resultant correction, resolution
or dispute.
Cramming is a form of fraud in which small (often indiscernible) charges are added to a
bill by a third party without the subscriber's consent or disclosure. These may be
disguised as a tax or some other common fee, and may be several euros/dollars/ other
currency or even just a few cents. This process describes the actions that are taken

towards the 1) partner, 2) affected partners 3) public communication. Since cramming is

occurring often, and are almost impossible to avoid, most mature CSPs have a
predefined process for handling it.
Sub Processes include
Carrier Cramming Content Partner Escalations - Financial Escalation procedure and
corrective financial actions if cramming is not rectified over a longer period of time.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Escalate Carrier Cramming Content Partner

Brief Description
Financial Escalation procedure and corrective financial actions if cramming is not
rectified over a longer period of time.
Financial Escalation procedure and corrective financial actions if cramming is not
rectified over a longer period of time.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A


Brief Description
Execute Party Billing on Behalf process describes parties who externally perform ‘billing
on behalf of’(BOBO) an enterprise.
Execute Party Billing on Behalf process describes parties who externally perform ‘billing
on behalf of’(BOBO) an enterprise.
The enterprise “buys” the “billing service skill” from BOBO vendor and can therefore
save the overhead of maintaining such infrastructure, staff, licenses, skill. The BOBO
vendor only charges for the service of drafting a bill but not the revenue generated on
that bill.
The enterprise and BOBO vendor exchange the usage and latest customer details, for
example whatever is required for rating/pricing calculations if the calculations is part of
the agreement with the BOBO vendor, details of the customer's products and their
postal address.
The invoices/bills are generated by BOBO vendor as if the original enterprise had done
them internally. The BOBO vendor will usually not have any of its details present on the
invoice. The BOBO vendor is providing a transparent 'back office' billing function that
the end customer is unaware of. There are no explicit contractual relationship between
the BOBO provider and the party that receives the bill/invoice.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.6.12.1.7.8 Handle Clearing House Billing

Figure 401: 1.6.12.1.7.8 Handle Clearing House Billing decomposition

Brief Description
validations .
validations .
Explanatory
N/A
Mandatory
N/A

Optional
N/A
Interactions
N/A
Handle Broker Roaming Agreement

Brief Description
Handle Broker Roaming Agreement process handles Revenue Model brokerage
(negotiation, preparation, agreement and documentation)of a roaming agreement on
behalf of a PLMN.
Handle Broker Roaming Agreement process handles Revenue Model brokerage
(negotiation, preparation, agreement and documentation)of a roaming agreement on
behalf of a PLMN. It is often partially outsourced. Such process entails the involvement
of an external entity versed/specialized in knowing going market rated that is involved
during the revenue model negotiations (guiding or consulting) to get optimum
conditions for the CSP hiring it services. Note that Optimum conditions for one specific
CSP does not equate to optimum conditions for one or more other parties involved.
Represents the Revenue perspective and affected collateral sub clauses in other areas.
(i.e. this process focuses on the brokering the interests of the revenue management
domain is not strictly concentrating on the legal or contractual perspective from
Agreements/Contracts).
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Convert Roaming Standard

Brief Description
Convert Roaming Standard Process handles different settlement and billing formats,

signaling standards, switching incompatibilities, proprietary extensions and other

technology issues.
Convert Roaming Standard Process handles different settlement and billing formats,
signaling standards, switching incompatibilities, proprietary extensions and other
technology issues.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.6.12.2 Party Billing Event Management
Figure 402: 1.6.12.2 Party Billing Event Management decomposition
Party Billing Event Management

Brief Description
Enrich, guide, distribute, mediate, summarize, accumulate, and analyze party billing
events.

real-time, or may be executed on a periodic basis.
Party billing events include the acquisition of a product offering that is used to
determine charges to another party. For example, an enterprise may charge a fee to
another party for collecting payments based on sales of the party's offerings in an
enterprise's marketplace. Events can also include the need for periodic billing of a
recurring product rate. For example, a listing fee charged to another party that lists its
products in an enterprise's market place.
Guiding ensures that the event used in the billing processes are appropriately related to
the correct party billing account and products.
The billing events are edited and, if necessary, reformatted (mediated) to meet the
needs of subsequent processes. The billing events may also be enriched with additional
data during this process.
Note that this process is typically performed to support outbound party bills/invoices
and is not applicable to bills/invoices received from another party.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Enrich Party Billing Event

Brief Description
Enrich a party billing event with additional data.
Enrich Party Billing Event augments a party billing event by adding data from sources
such as the party, product, or other reference data.
Explanatory
N/A

Mandatory
N/A
Optional
N/A
Interactions
N/A
Guide Party Billing Event

Brief Description
Ensure an event used in the billing processes are related to the correct party billing
account and subscribed products.
Guide Party Billing Event ensure that an event used in the billing process relate to the
correct party billing account and products. An event may be related to multiple party
billing accounts and subscribed products.
Distribution of the billing event to other processes may also occur.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Mediate Party Billing Event

Brief Description
Edit and reformat a party billing event for recipient processes.
Mediate Party Billing Event edits and reformats a party billing event to meet the needs
of other processes.

Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Report Party Billing Events

Brief Description
Generate reports for party billing events based on requests from other processes.
Report Party Billing Events provides raw data(e.g. rated CDR/error CDR) for party billing
events based on requests from other processes.
by fraudulent activity or related to party complaints. Investigation of problems related
to these events is also part of this process.
These processes also support other processes such as the party review of billing events
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.6.12.2.2 Guide Party Billing Event

Figure 403: 1.6.12.2.2 Guide Party Billing Event decomposition
Guide Party Billing Event

Brief Description
Ensure an event used in the billing processes are related to the correct party billing
account and subscribed products.
Guide Party Billing Event ensure that an event used in the billing process relate to the
correct party billing account and products. An event may be related to multiple party
billing accounts and subscribed products.
Distribution of the billing event to other processes may also occur.
Explanatory
N/A
Mandatory
N/A

Optional
N/A
Interactions
N/A
Ensure Party Billing Event Usage

Brief Description
Ensure a billing event used in the billing process relate to the correct party billing
account and products.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Distribute Party Billing Event

Brief Description
Distribute a party billing event to other processes, such as Party Charging.
Explanatory
N/A
Mandatory
N/A
Optional
N/A

Interactions
N/A
1.6.12.2.7.2 Define Party Revenue Sharing Model
Figure 404: 1.6.12.2.7.2 Define Party Revenue Sharing Model decomposition
Define Party Revenue Sharing Model

Brief Description
Define basic information about the party revenue sharing model, such as its validity
period and version, parties and their involved offerings as well as how revenue is shared
among an enterprise and the parties involved.
Define Party Revenue Sharing Model defines basic information about the model, such as
its validity period and version, parties and their involved offerings as well as how
revenue is shared among an enterprise and the parties involved. This process reuses the
Product Offering Pricing processes to manage the lifecycle of the amounts of revenue
shared . For example, an enterprise may charge 10 euros for an offering and share a flat
4 euros with another party, such as an application developer.
The type of party revenue sharing model is defined by its related party revenue sharing
model specification, such as flat rate and usage based revenue sharing.

This process may add one or more other parties to an existing model. For example, an
offering, such as a health monitoring service that includes a device, provided by a single
party may be split into offerings provided by two parties, one providing the monitoring
service and another providing the device.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Define Base Party Revenue Sharing Model

Brief Description
period and version.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Specify Revenue Sharing Model Party Involvement

Brief Description
Specify a party, including an enterprise, who participates in revenue sharing, their type
of involvement, and their involved offerings.

Specify Revenue Sharing Model Party Involvement specifies a party, including an
enterprise, who participates in revenue sharing, their type of involvement, and their
involved offering(s). This process is also responsible for adding an additional party to
the model or removing a party from the model.
The type of involvement specifies whether revenue is retained by an enterprise and

whether a party participates in revenue sharing. For example, an enterprise may charge
a listing fee for a party's offering or offerings as part of an agreement between a party
and an enterprise, and an enterprise passes all revenue on to the party for sales of the
party's offering. The party is invoiced separately for the listing fee.
Multiple parties may be specified if the enterprise offers a bundle that is composed of
offerings by two or more parties or if multiple party's offerings are used to create a
single offering for an enterprise.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Specify Party Revenue Sharing Model Associated Revenue

Brief Description
Specify the revenue shared with an enterprise or with a party involved in the revenue
sharing model.
Specify Party Revenue Sharing Model Associated Revenue specifies the revenue shared
for an enterprise's offering with an enterprise or with a party involved in the revenue
sharing model. This process is also responsible for modifying the revenue shared. It also
references the party's offering.
The amount shared may depend on which processes an entries or a party carries out
with respect to an offering, such as fulfilled by, billed by, and so forth. For example, if an
enterprise fulfills an order on behalf of a party and accepts payment on behalf of a party
then the revenue shared with a party will be less than if a party fulfills the order and

accepts payment after it has been placed with an enterprise.
Note that the revenue is defined by reusing the Product Offering Pricing process.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.6.12.2.8.4 Manage Aged Party Debt Portfolio
Figure 405: 1.6.12.2.8.4 Manage Aged Party Debt Portfolio decomposition
Manage Aged Party Debt Portfolio

Brief Description
Manage the aged party debt portfolio.
Manage Aged Party Debt Portfolio produces aged party debt portfolio report to assist in

managing party debt and candidates for write-off. It identifies and possibly writes off a
bad party debt. It establishes and manages commercial arrangements with third parties
for the recovery of aged party debt, and/or selling of parts of the debt portfolio to one
or more third parties. It also conducts trend analysis on party debt.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Report Aged Party Debt Portfolio

Brief Description
Produce aged party debt portfolio report to assist in managing party debt and
candidates for write-off.
Report Aged Party Debt Portfolio produces an aged party debt portfolio report to assist
in managing party debt and candidates for write-off. The report may include age of the
debt as well as the probability of collecting the debt based on policies defined by Define
Party Debt Collection Policies.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Manage Party Debt Write-off


Brief Description
Identify and possibly write off a bad party debt.
Manage Party Debt Write-off identifies and possibly writes off a bad party debt. It uses
the results of Report Aged Party Debt Portfolio as well as enterprise debt management
polices to identify a write-off candidate.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Establish & Manage Commercial Debt Recovery Arrangement

Brief Description
Establish and manage commercial arrangements with third parties for the recovery of
aged party debt, and/or selling of parts of the debt portfolio to one or more third
parties.
Establish & Manage Commercial Debt Recovery Arrangement establishes and manages
commercial arrangements with third parties for the recovery of aged party debt, and/or
selling of parts of the debt portfolio to third parties.
These process interacts with Party Tender Management and/or Party Agreement
Management to establish and manage commercial arrangements with one or more
third parties.
Explanatory
Mandatory
The purpose of Establish & Manage Commercial Debt Recovery Arrangement process is
to establish and manage commercial arrangements with third parties for the recovery of
aged debt, and/or for the write-off and selling of parts of the debt portfolio to third
parties. This process is responsible for filtering and packaging the aged customer debt
portfolios based on the Service Provider’s policies, deciding the third parties’ action
items and monitoring the status of the arrangements.

Optional
Interactions
Note that the Supply Chain Capability Delivery process is used to deliver the commercial
agreements.
1.6.12.2.8.4.2 Manage Party Debt Write-off
Figure 406: 1.6.12.2.8.4.2 Manage Party Debt Write-off decomposition
Manage Party Debt Write-off

Brief Description
Identify and possibly write off a bad party debt.
Manage Party Debt Write-off identifies and possibly writes off a bad party debt. It uses
the results of Report Aged Party Debt Portfolio as well as enterprise debt management
polices to identify a write-off candidate.

Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Identify Overdue Party Bill/Invoice Write-off Candidate

Brief Description
Identify a party bad debt write-off candidate and obtain approval to write off the debt.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Write Off Overdue Party Bill/Invoice

Brief Description
Write off a party bad debt and notify the applicable Financial Management process that
this has been done.
Explanatory
N/A

Mandatory
N/A
Optional
N/A
Interactions
N/A
1.6.12.2.8.5 Perform Party Debt Trend Analysis
Figure 407: 1.6.12.2.8.5 Perform Party Debt Trend Analysis decomposition
Accept Party Payment


Brief Description
Accept a payment made by a party that references a party or an account in the name of
a party.
Accept Party Payment accepts a payment made by a party that references a party or an
account in the name of a party. The payment may reference a purchase/bill/charge.
The payment method includes credit/debit cards, checks, cash, intermediaries, such as
PayPal or a bank, who may make a payment on behalf of a party. This process also
ensures that if a purchase/bill/charge or any other form of request for payment is
indicated that the application specified is correct.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Provide Party Payment Receipt

Brief Description
Provide a receipt for a payment made by a party when requested.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Perform Party Debt Trend Analysis

Brief Description
Conduct trend analysis on party debt.
Perform Party Debt Trend Analysis conducts trend analysis on party debt. Trend Analysis
may be used to determine the effectiveness of party debt collection policies and the
effectiveness of employing third party collection agencies.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.6.12.3 Party Revenue Sharing and Settlement
Figure 408: 1.6.12.3 Party Revenue Sharing and Settlement decomposition
Party Revenue Sharing and Settlement

Brief Description
Develops party revenue sharing models, prepare party revenue sharing agreements,
determine party revenue shares, and reconcile party revenue shares.

shares.
agreements.

whose product offerings are made available in some way by an enterprise.
product prices, and applied billing rates to determine how revenues will be shared.
records are aligned and agreed upon.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Party Revenue Sharing Model Development

Brief Description
Develop, maintain, and remove party revenue sharing models that define how revenue
is shared by and enterprise with one or more other parties. Revenue sharing models are
a key component revenue sharing agreements.
agreements.

This process reuses the Product Offering Pricing processes to manage the lifecycle of the
amounts of revenue shared. For example, an enterprise may charge 10 euros for an
offering and share a flat 4 euros with another party, such as an application developer.
For configurable offerings the revenue shared may be dependent on those features
chosen by the party who acquires the offering. In this case the revenue shared is also
governed by the configuration of the party's product. A similar case applies to usage
based revenue sharing. Flat rate and usage based revenue sharing models are just two
of a number of models, which also include but are not limited to tiered, commitment,
progressive, along with multi-party variations of each.
Party specific revenue sharing models may be prepared in advance and negotiated as
part of entering into an agreement with a party to be on-boarded and on-boarding their
offerings.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Party Revenue Sharing Agreement Management

Brief Description
Develop an agreement that specifies how revenue will be shared between an enterprise
and one or more other parties whose product offerings are made available in some way
by an enterprise.
whose product offerings are made available in some way by an enterprise. For example
an enterprise may make offerings available on behalf of another party or use another
party's offering to develop its own offering. It also develops template party revenue
sharing agreements that are used as the basis for entering into a revenue sharing
agreement with one or more parties.
This process uses the general Party Agreement Management process to manage the
general agreement lifecycle. The focus of Party Revenue Sharing Agreement

Management is on associating party revenue sharing models with the items on the
agreement and updating agreement items with agreed upon changes to revenue sharing
models by associating revisions to the models to agreement items.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Party Revenue Share Determination

Brief Description
Use existing artefacts such as usage, invoices, product prices, and applied billing rates to
determine how revenues will be split. The revenue split may result in a payment
to/from a party and/or an bill/invoice to/from a party. It may also be shown as a
reduction of or increase to an bill/invoice sent to or received from a party. There are a
variety of revenue sharing models, that determines how revenue may be split among an
enterprise and other parties. Based on the type of revenue sharing model different
determinants are used to calculate the final bill/invoice or payment.
product prices, and applied billing rates to determine how revenues will be shared. The
revenue share may result in a payment to/from a party and/or an bill/invoice to/from a
party. It may also be shown as a reduction of or increase to an bill/invoice sent to or
received from a party, or a credit/debit to a party's account balance. There are a variety
of revenue sharing models, that determines how revenue may be split among an
Flat rate and usage based revenue sharing models are just two of a number of models,
which also include but are not limited to tiered, commitment, progressive, along with
multi-party variations of each.
A party revenue sharing agreement defines the period for which a revenue share for a
product offering are determined.

It is possible that it has no simple correlation to the sum of retail revenues. It is in

essence a specialization of Rating and at the same time and abstraction of Pricing
especially for Wholesale & Business Party Billing.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Party Revenue Sharing Reconciliation

Brief Description
Ensure that two sets of party revenue sharing records are aligned and agreed upon.
Reconciliation includes comparing what is received with what is to be shared, identifying
and resolving discrepancies, identifying adjustments to revenue to be shared, and
tracking discrepancy resolution.
records are aligned and agreed upon. For example, an enterprise may receive an invoice
from another party that is compared to the revenue share that has been determined to
be shared with the party by the Party Revenue Share Determination process.
Reconciliation includes comparing what is received with what is to be paid, invoiced or

credited/debited to an bill/invoice or account balance, identifying and resolving
discrepancies, identifying adjustments to revenue to be shared, and tracking
discrepancy resolution.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Control Party Settlements

Brief Description
The Control Party Settlement processes oversee the efficiency of Settlement process
according to party settlement agreements.
The Control Party Settlement processes oversee the efficiency of Settlement process
The Control Party Settlement process aims to ensure the efficiency and effectiveness of
the operational process.
The Control Party Settlement processes controls the efficiency of Settlement process
It means controlling (specifically the efficiency) of the Settlement workflow. Its primary
aim is to ensure
1) that its cost effective, whether logically (without knowing the underlying contract),
pricing (knowing the contract conditions apart from the Network Layout), or an
optimum of both.
2) allowing a sub process for handling of differences (disputes), also including
mechanisms to handle dynamic change of resource costs (i.e. in mobile networks this is
more static).
3) Analyzing the history (i.e. usage patterns) to predict the probabilities and relative
importance of optimizing a specific route.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.6.12.3.1 Party Revenue Sharing Model Development

Figure 409: 1.6.12.3.1 Party Revenue Sharing Model Development decomposition
Party Revenue Sharing Model Development

Brief Description
Develop, maintain, and remove party revenue sharing models that define how revenue
is shared by and enterprise with one or more other parties. Revenue sharing models are
a key component revenue sharing agreements.
agreements.
This process reuses the Product Offering Pricing processes to manage the lifecycle of the
amounts of revenue shared. For example, an enterprise may charge 10 euros for an
offering and share a flat 4 euros with another party, such as an application developer.
For configurable offerings the revenue shared may be dependent on those features
chosen by the party who acquires the offering. In this case the revenue shared is also
governed by the configuration of the party's product. A similar case applies to usage
based revenue sharing. Flat rate and usage based revenue sharing models are just two
of a number of models, which also include but are not limited to tiered, commitment,
progressive, along with multi-party variations of each.
Party specific revenue sharing models may be prepared in advance and negotiated as
part of entering into an agreement with a party to be on-boarded and on-boarding their
offerings.
Explanatory
N/A

Mandatory
N/A
Optional
N/A
Interactions
N/A
Manage Party Revenue Sharing Model Specification

Brief Description
Manage the lifecycle of the specification, or definition, of a party revenue sharing
model.
Define Party Revenue Sharing Model Specification manages the lifecycle of the
specification, or definition, of a party revenue sharing model.
It includes ranges expressed in percentages or some other quantitative measure that an

enterprise will use to negotiate the aspects of a party revenue sharing model. For
example, for a flat rate revenue sharing model an enterprise may be willing to share
70% of the product offering price with another party. The range can be based on the
processes that an enterprise and a party provide. For example, if an enterprise only
accepts an order for an offering while a party performs all other processes, such as
fulfilling the order, accepting payment for it, and billing for it, it may be willing to share
up to 90 percent of the revenue it receives for the offering.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Define Party Revenue Sharing Model


Brief Description
period and version, parties and their involved offerings as well as how revenue is shared
among an enterprise and the parties involved.
Define Party Revenue Sharing Model defines basic information about the model, such as
its validity period and version, parties and their involved offerings as well as how
revenue is shared among an enterprise and the parties involved. This process reuses the
Product Offering Pricing processes to manage the lifecycle of the amounts of revenue
shared . For example, an enterprise may charge 10 euros for an offering and share a flat
4 euros with another party, such as an application developer.
The type of party revenue sharing model is defined by its related party revenue sharing
model specification, such as flat rate and usage based revenue sharing.
This process may add one or more other parties to an existing model. For example, an
offering, such as a health monitoring service that includes a device, provided by a single
party may be split into offerings provided by two parties, one providing the monitoring
service and another providing the device.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Amend Party Revenue Sharing Model

Brief Description
Amend a party revenue sharing model by changing its status, validity period or other
basic information about the model.
Amend Party Revenue Sharing Model amends a party revenue sharing model by
changing its status, validity period or other basic information about the model.
If the status is changed to replaced by another model this process initiates the
development of another party revenue sharing model that represents its replacement.

In this case a modification to the party revenue sharing agreement may be required or a
new party revenue sharing agreement may be negotiated.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Remove Party Revenue Sharing Model

Brief Description
Remove a party revenue sharing model when it is no longer of interest to an enterprise.
Remove Party Revenue Sharing Model removes a party revenue sharing model when it
is no longer of interest to an enterprise. This may take place as part of removing a party
revenue sharing agreement. The removal may be physical or logical by changing the
validity period or the status of the model.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.6.12.3.1.1 Manage Party Revenue Sharing Model Specification

Figure 410: 1.6.12.3.1.1 Manage Party Revenue Sharing Model Specification decomposition
Manage Party Revenue Sharing Model Specification

Brief Description
Manage the lifecycle of the specification, or definition, of a party revenue sharing
model.
Define Party Revenue Sharing Model Specification manages the lifecycle of the
specification, or definition, of a party revenue sharing model.
It includes ranges expressed in percentages or some other quantitative measure that an


Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Manage Party Revenue Sharing Model Specification Lifecycle

Brief Description
Define, update, and remove the specification for a revenue sharing model including its
name, description, validity period, and so forth.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Manage Party Revenue Sharing Model Specification Negotiable Range

Brief Description
Define, update, and remove a negotiable range associated with the specification of a
party revenue sharing model.
Manage Party Revenue Sharing Model Negotiable Range defines, updates, and removes

a negotiable range associated with the specification of a party revenue sharing model.
Ranges may be expressed in percentages or some other quantitative measure that an

More complex ranges, such as for tiered and progressive revenue sharing models may
be based on policy defined by an enterprise. For example, a tiered model may have a
range of 60-70% revenue share for up to 100 product offerings acquired and a range of
80-90% for above 100 offerings. Ranges may also include a range of prices for an
offering paired with revenue sharing ranges. To date there are no common processes
that can be used to define policies defined by an enterprise.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.6.12.3.1.2 Remit Party Payment

Figure 411: 1.6.12.3.1.2 Remit Party Payment decomposition
Remit Party Payment

Brief Description
Prepare, verify, authorize, and make a payment to a party including the method of
payment, and optionally the application of the payment to one or more
bills/purchases/charges.
Remit Party Payment prepares, verifies, authorizes, and makes a payment to a party
including the method of payment, and optionally the application of the payment to one
or more bills, purchases, charges, settlements or some other form of revenue sharing
where a payment is due to another party.
A payment could also be made to another party based on an overpayment made by the
party or some other credit, such as a refund check for a deposit. A payment could also
be made for which no invoice is received, such an enterprise may accept payment on
behalf of another party, takes a percent as a fee, and forwards the remainder to other
party; the party does not invoice the enterprise.
A receipt may also be requested from the party to whom a payment is remitted.
Explanatory
N/A
Mandatory
N/A
Optional
N/A

Interactions
N/A
Prepare Outbound Party Payment

Brief Description
Prepare a party payment including the method of payment, and optionally the
application of the payment to one or more bills/invoices, purchases, charges,
settlements or some other form of revenue sharing where a payment is due to another
party.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Verify Outbound Party Payment

Brief Description
Verify that the party payment being prepared corresponds to payments that should be
made to a party.
Verify Outbound Party Payment verifies that the party payment being prepared
corresponds to payments that should be made to a party. For example, that a refund
check should be issued to a party based on an credit in the party's account or that the
bills received from a party correspond to orders or other forms of purchases submitted
to the party.
Explanatory
N/A

Mandatory
N/A
Optional
N/A
Interactions
N/A
Authorize Outbound Party Payment

Brief Description
Obtain authorization to make the payment to the party from a party who is capable of
doing so.
Authorize Outbound Party Payment obtain authorization to make the payment to the
party from a party who is capable of doing so. Lists of those responsible for authorizing
outbound payments are managed by the applicable Process Management & Support
process in the Enterprise domain which maintains the association between parties
playing a variety of roles and the processes in which they are involved.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Make Outbound Party Payment

Brief Description
Make a payment to a party using the payment method specified.
Explanatory
N/A

Mandatory
N/A
Optional
N/A
Interactions
N/A
1.6.12.3.1.3 Apply Party Payment
Figure 412: 1.6.12.3.1.3 Apply Party Payment decomposition
Apply Party Payment

Brief Description
Apply a party payment to referenced to bill(s), charge(s), purchase(s), payment plan(s)
accompanying the payment or apply them to outstanding bill(s), charge(s), payment
plan(s) if there are no reference(s).
Apply Party Payment applies a party payment to referenced to bill(s), charge(s),
payment plan(s) accompanying the payment or apply them to outstanding bill(s),
charge(s), purchase(s), payment plan(s) if there are no references.
Payment items may be created if the inbound payment is one that is made for an

account or party in general with no specific bill(s), charge(s), or payment plan(s)

referenced. Application is made according to established rules defined by the receiving
party.
If the payment is made against a payment plan the payment is applied against the
charge(s)/bill(s)/invoice(s), purchase(s) associated with the payment plan.
This process also handles payments that cannot be applied, sometimes referred to as
"fallout". This may involve contacting the party who sent the payment or internally
investigating the reason why a payment cannot be applied.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Make Specified Party Payment Application

Brief Description
accompanying the payment.
Make Specified Party Payment Application applies a party payment to referenced to
bill(s), charge(s), purchase(s), payment plan(s) accompanying the payment.
Explanatory
N/A
Mandatory
N/A
Optional
N/A

Interactions
N/A
Make Unspecified Party Payment Application

Brief Description
Apply a party payment to outstanding bill(s), charge(s), payment plan(s) if there are no
reference(s) accompanying the payment.
Make Unspecified Party Payment Application applies a party payment to outstanding
bill(s), charge(s), payment plan(s) if there are no reference(s) accompanying the
payment.
account or customer in general with no specific bill(s), charge(s), or payment plan(s)
party.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Resolve Unapplied Party Payment

Brief Description
Handle payments that cannot be applied, sometimes referred to as "fallout".
Resolve Unapplied Party Payment handles payments that cannot be applied, sometimes
referred to as "fallout". This may involve contacting the party who sent the payment or
internally investigating the reason why a payment cannot be applied.
Explanatory
N/A

Mandatory
N/A
Optional
N/A
Interactions
N/A
1.6.12.3.1.3.3 Resolve Unapplied Party Payment
Figure 413: 1.6.12.3.1.3.3 Resolve Unapplied Party Payment decomposition
Resolve Unapplied Party Payment

Brief Description
Handle payments that cannot be applied, sometimes referred to as "fallout".
Resolve Unapplied Party Payment handles payments that cannot be applied, sometimes

referred to as "fallout". This may involve contacting the party who sent the payment or
internally investigating the reason why a payment cannot be applied.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Investigate Unapplied Party Payment

Brief Description
Investigate a party payment that could not be applied. This may involve finding that an
incorrect bill or charge was referenced.
Investigate Unapplied Party Payment determines why a party payment could not be
applied. This may involve finding that an incorrect bill or charge was referenced. For
example, a bill number may have transposed numbers that can be easily corrected
without contacting the party who made the payment.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Contact Unapplied Payment Party

Brief Description
Contact the party who made the payment to resolve why it could not be applied.

Contact Unapplied Payment Party makes contact with the party who made the payment
to resolve why it could not be applied. Based on the contact this may involve correcting
references to bills/invoices and so forth or may find that the payment had made in
error.
Once resolution has been made another Party Payment Handling process may be
initiated. For example, in the case of corrected bill/invoice references the Apply Party
Payment process may be re-invoked.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.6.12.3.1.4 Handle Party Overpayment

Figure 414: 1.6.12.3.1.4 Handle Party Overpayment decomposition
Handle Party Overpayment

Brief Description
Identify that an overpayment has been made by a party and determine what action to
take when a payment made by a party satisfies all applications to
bills/invoices/purchases and so forth, and there is an amount remaining.
Handle Party Overpayment identifies that an overpayment has been made by a party
and determines what action to take when a payment made by a party satisfies all
applications to bills/invoices/purchases and so forth, and there is an amount remaining.
The action taken may be:

- That the amount remains with the payment and it is applied at a later time
- The amount is transferred to a credit balance retained for the party
- The amount is refunded to the party

In some cases the party may be contacted to determine which action to take.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Identify Party Overpayment

Brief Description
Identify that a payment made by a party represents an overpayment.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Resolve Party Overpayment

Brief Description
Determine what action to take when a payment made by a party satisfies all
Resolve Party Overpayment determines what action to take when a payment made by a
party satisfies all applications to bills/invoices/purchases and so forth, and there is an

amount remaining.

Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.6.12.3.1.5 Handle Party Underpayment

Figure 415: 1.6.12.3.1.5 Handle Party Underpayment decomposition
Handle Party Underpayment

Brief Description
Identify that an underpayment has been made by a party and determine what action to
take when a payment made by a party does not satisfy all applications to
bills/invoices/purchases and so forth, and there is an amount still to be paid.
Handle Party Underpayment identifies that an underpayment has been made by a party
and determines what action to take when a payment made by a party does not satisfy
all applications to bills/invoices/purchases and so forth, and there is an amount still to
be paid.

- That the amount remains with expectation that a future payment may compensate for
the underpayment
- The amount reduces any credit balance retained for the party

- That a request is made to the party to remit the underpayment as soon as possible
- That a payment plan may be negotiated for the underpayment
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Identify Party Underpayment

Brief Description
Identify that a payment made by a party represents an underpayment.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Resolve Party Underpayment

Brief Description
Determine what action to take when a payment made by a party does not satisfy all
applications to bills/invoices/purchases and so forth, and there is an amount still to be
paid.

Resolve Party Underpayment determines what action to take when a payment made by
a party does not satisfy all applications to bills/invoices/purchases and so forth, and
there is an amount still to be paid.

- That the amount remains with expectation that a future payment may compensate
for the underpayment

Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.6.12.3.10 Party Revenue Sharing Agreement Management

Figure 416: 1.6.12.3.10 Party Revenue Sharing Agreement Management decomposition
Party Revenue Sharing Agreement Management

Brief Description
Develop an agreement that specifies how revenue will be shared between an enterprise
and one or more other parties whose product offerings are made available in some way
by an enterprise.
whose product offerings are made available in some way by an enterprise. For example
an enterprise may make offerings available on behalf of another party or use another
party's offering to develop its own offering. It also develops template party revenue
sharing agreements that are used as the basis for entering into a revenue sharing
agreement with one or more parties.
This process uses the general Party Agreement Management process to manage the
general agreement lifecycle. The focus of Party Revenue Sharing Agreement

Management is on associating party revenue sharing models with the items on the
agreement and updating agreement items with agreed upon changes to revenue sharing
models by associating revisions to the models to agreement items.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Associate Revenue Sharing Model to Party Revenue Sharing Agreement

Brief Description
Associate a party revenue sharing model with an item on an party revenue sharing
agreement and update an agreement item with an agreed upon change to a revenue
sharing model by associating a revision to the model to an agreement item.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Specify Revenue Sharing Agreement Terms and Conditions

Brief Description
Specify terms and conditions for a party revenue sharing agreement in addition to those
specified by the Party Agreement Management process.

Specify Revenue Sharing Agreement Terms and Conditions specifies terms and
conditions for a party revenue sharing agreement in addition to those specified by the
Party Agreement Management process. Terms specific to a revenue sharing agreement
may include the requirement to aggregate revenue shared for a product offering as well
as providing details about each acquisition of an offering. The terms specify the time
period for which revenue shares should be determined. This information is provided on
a revenue sharing notice, bill/invoice, or payment. How the information is provided is
also specified as part of the terms. The terms may also include an agreement
between/among parties and the enterprise that the notice will be used instead of a
bill/invoice.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.6.12.3.3 Party Revenue Share Determination
Figure 417: 1.6.12.3.3 Party Revenue Share Determination decomposition
Party Revenue Share Determination

Brief Description
Use existing artefacts such as usage, invoices, product prices, and applied billing rates to
determine how revenues will be split. The revenue split may result in a payment
to/from a party and/or an bill/invoice to/from a party. It may also be shown as a
reduction of or increase to an bill/invoice sent to or received from a party. There are a

variety of revenue sharing models, that determines how revenue may be split among an
product prices, and applied billing rates to determine how revenues will be shared. The
revenue share may result in a payment to/from a party and/or an bill/invoice to/from a
party. It may also be shown as a reduction of or increase to an bill/invoice sent to or
received from a party, or a credit/debit to a party's account balance. There are a variety
of revenue sharing models, that determines how revenue may be split among an
multi-party variations of each.
It is possible that it has no simple correlation to the sum of retail revenues. It is in

essence a specialization of Rating and at the same time and abstraction of Pricing
especially for Wholesale & Business Party Billing.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Initiate Party Revenue Share Determination

Brief Description
Determine that a revenue share needs to be calculated for a party with whom revenue
is shared.
Initiate Party Revenue Share Determination identifies that a revenue share needs to be

calculated for a party with whom revenue is shared. This can be done by assessing party
revenue sharing agreements and the terms/conditions that state the time period for
which revenue shares are determined for the parties involved in the agreement.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Identify Revenue Share Product Offering

Brief Description
Determine a product offering which qualifies for revenue sharing.
Identify Revenue Share Product Offering determines a product offering which qualifies
for revenue sharing. This can be done by identifying a party with whom a revenue
sharing agreement exists along with each of the offerings contained within the
agreement. Alternatively it could be done by identifying an offering on-boarded from
another party and determining if there is a revenue sharing agreement with a party for
the offering. It also initiates a revenue share for the offering.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Identify Revenue Share Items

Brief Description
Determine the items that will be used to calculate a revenue share for a product
offering and aggregate them if called for by the associated revenue sharing model.
Identify Revenue Share Item determines the items that will be used to calculate a
revenue share for a product offering and aggregates them if called for by the associated
revenue sharing model. The items may be product prices paid to acquire an offering if a
bill/invoice charge is not created for it or applied billing rates, which could be a charge,
discount, usage charge, and so forth.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Determine Party Revenue Share

Brief Description
Calculate the revenue shared among an enterprise and one or more parties. Based on
the type of revenue sharing model different determinants are used to calculate the final
share.
Determine Party Revenue Share uses a revenue sharing model to calculate the revenue
shared among an enterprise and one or more parties. Based on the type of revenue
sharing model different determinants are used to calculate the final share.
multi-party variations of each. The model specifies whether the share is calculated
based on each revenue share item or based on an aggregate revenue share item.
The revenue share may result in a payment to/from a party and/or an bill/invoice
to/from a party. It may also be shown as a reduction of or increase to an bill/invoice
sent to or received from a party, or a credit/debit to a party's account balance.

Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Aggregate Revenue Share

Brief Description
Calculate the total revenue to be shared for a product offering when the party revenue
sharing agreement specifies an aggregation must be provided. The aggregation is
performed after the determination of the revenue share.
Aggregate Revenue Share calculates the total revenue to be shared for a product
offering when the party revenue sharing agreement specifies an aggregation must be
provided. The aggregation is performed after the determination of the revenue share.
For example, a flat rate model calculates a revenue share for each acquisition of a
product offering, and this process would calculate the total revenue share.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Provide Party Revenue Share Notification


Brief Description
Communicate the revenue to be shared to processes and/or one or more parties with
whom revenue will be shared.
Provide Party Revenue Share Notification communicates the revenue to be shared to
processes and/or a party with whom revenue will be shared. The notification would
include the revenue to be shared for all product offerings. For example, to Party
Revenue Sharing Reconciliation for reconciliation with a received bill/invoice, to Party
Payment Management to make a payment to another party, or to a party so that they
can reconcile what is to be shared before sending or receiving an bill/invoice, or before
sending a payment. The notification could serve as an alternate to a bill/invoice if
agreed by the parties involved, including an enterprise who sends/receives the
notification.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Adjust Party Revenue Share

Brief Description
Make an adjustment to the revenue to be shared among an enterprise and one or more
other parties.
Adjust Party Revenue Share makes an adjustment to the revenue to be shared among
an enterprise and one or more other parties. This could be required, but not limited to,
based on changes to a revenue sharing model associated with a party revenue sharing
agreement or based on discrepancies found by the Party Revenue Share Reconciliation
process.
If an adjustment is to be made it typically requires re-executing many of the other Party

Revenue Sharing Determination processes.
Explanatory
N/A

Mandatory
N/A
Optional
N/A
Interactions
N/A
1.6.12.3.3.3 Identify Revenue Share Items
Figure 418: 1.6.12.3.3.3 Identify Revenue Share Items decomposition
Identify Revenue Share Items


Brief Description
Determine the items that will be used to calculate a revenue share for a product
offering and aggregate them if called for by the associated revenue sharing model.
Identify Revenue Share Item determines the items that will be used to calculate a
revenue share for a product offering and aggregates them if called for by the associated
revenue sharing model. The items may be product prices paid to acquire an offering if a
bill/invoice charge is not created for it or applied billing rates, which could be a charge,
discount, usage charge, and so forth.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Aggregate Revenue Share Item

Brief Description
Use product revenue related information, such as applied billing rates and product
prices, to aggregate revenue, units acquired/used, or some other measure that is used
to determine the revenue shared with another party or parties.
Aggregate Items for Revenue Share Determination uses product revenue related
information, such as applied billing rates and product prices, to aggregate revenue, units
acquired/used, or some other measure that is used to determine the revenue shared
with another party or parties. For example, for a tiered based revenue sharing model
the total number of acquisitions for a product offering may need to be calculated in
order to determine the revenue share.
Explanatory
N/A
Mandatory
N/A
Optional
N/A

Interactions
N/A
Create Revenue Share Item

Brief Description
Create a revenue share item that is used to determine revenue shared with another
party for a product offering.
Create Revenue Share Item creates a revenue share item that is used to determine
revenue shared with another party for a product offering. The item may be a product
price paid to acquire an offering if a bill/invoice charge is not created for it or an applied
billing rate, which could be a charge, discount, usage charge, and so forth.
This process is repeated to identify all the items associated with a revenue share for a
product offering.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.6.12.3.4 Party Revenue Sharing Reconciliation
Figure 419: 1.6.12.3.4 Party Revenue Sharing Reconciliation decomposition

Party Revenue Sharing Reconciliation

Brief Description
Ensure that two sets of party revenue sharing records are aligned and agreed upon.
Reconciliation includes comparing what is received with what is to be shared, identifying
and resolving discrepancies, identifying adjustments to revenue to be shared, and
tracking discrepancy resolution.
records are aligned and agreed upon. For example, an enterprise may receive an invoice
from another party that is compared to the revenue share that has been determined to
be shared with the party by the Party Revenue Share Determination process.
Reconciliation includes comparing what is received with what is to be paid, invoiced or

credited/debited to an bill/invoice or account balance, identifying and resolving
discrepancies, identifying adjustments to revenue to be shared, and tracking
discrepancy resolution.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Receive Party Revenue Share Notification

Brief Description
Initiate the party revenue sharing reconciliation process by receiving information used in
the process from another party.
Receive Party Revenue Share Notification initiates the party revenue sharing
reconciliation process by receiving information used in the process from another party.
The information used in the reconciliation is provided on a revenue sharing notice,
bill/invoice, or payment according to terms specified by a party revenue sharing
agreement. For example a party may provide their own version of a party revenue share
for one or more of its product offerings.

The information provided is designated as preliminary until the reconciliation is

complete.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Reconcile Party Revenue Share

Brief Description
Identify and resolve revenue sharing discrepancies and identify revenue share
adjustments.
Reconcile Party Revenue Share identifies and resolves discrepancies and identifies
revenue share adjustments. This is done by comparing the revenue determined by an
enterprise that is to be shared with another party with the information provided by the
party.
Adjustments may be made to the revenue share determined by an enterprise and/or to

the information provided by another party.
Explanatory
Mandatory
Optional
Interactions
Track Party Revenue Share Reconciliation

Brief Description
Ensure party revenue share reconciliation are managed and tracked efficiently to keep
involved parties, including an enterprise's involved parties advised of the party revenue
share reconciliation progress.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Complete Party Revenue Share Reconciliation

Brief Description
Complete the party revenue share reconciliation and notify involved parties and
processes, including the enterprise's, that the reconciliation is complete.
Complete Party Revenue Share Reconciliation completes the party revenue share
reconciliation and notifies involved parties and processes, including the enterprise's,
that reconciliation is complete. The notification describes the appropriate action(s) that
will be taken or has/have been taken.
Upon completion the information provided by a party or determined by an enterprise

may be designated as final. For example, if an invoice is received then its status may be
changed to accepted. This process may also notify the applicable process that a
payment should be made, that an invoice should be sent, credit/debit should be applied
to an invoice or account balance, and so forth.
Explanatory
N/A
Mandatory
N/A

Optional
N/A
Interactions
N/A
Perform Reconciliation Pre-settlement

Brief Description
The process that calculates the expected settlement note that is due from the partner.
Transactions records indicating an off-network (inter-) connection can be used to pre-
calculate an upcoming invoice.
The process that calculates the expected settlement note that is due from the partner.
This process is useful to enhance settlement efficiency, and allows the incumbent to
focus only on those partners which shows high relative discrepancies.
Transactions records indicating an off-network (inter-) connection can be used to pre-
calculate and match the charges received from external networks. Simple example is
roaming traffic using local GGSN for breakout in UMTS. Where the network operator
can capture the details of outbound transactions that terminate or transit other
networks, there is scope for 'draft' totals to be pre-calculated and compared to the
network invoices when they arrive
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Perform Reconciliation Post-settlement

Brief Description
This process handles those delayed invoices that was delayed beyond the agreed
processing period. Handling of Late Traffic beyond the agreed Settlement period.

This process handles those delayed invoices that was delayed beyond the agreed
processing period. Handling of Late Traffic. A closed Billing Period might be reopened,
to include late arrived traffic that occurred within the billing period. In this case,
reprocessing would occur and invoiced accordingly. Since Business Partners are using
Invoices and not Bills to communicate balances, this procedure is possible. (Else a memo
would've been needed for the next billing cycle, making it even more complex).
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.6.12.3.4.2 Reconcile Party Revenue Share
Figure 420: 1.6.12.3.4.2 Reconcile Party Revenue Share decomposition
Reconcile Party Revenue Share


Brief Description
Identify and resolve revenue sharing discrepancies and identify revenue share
adjustments.
Reconcile Party Revenue Share identifies and resolves discrepancies and identifies
revenue share adjustments. This is done by comparing the revenue determined by an
enterprise that is to be shared with another party with the information provided by the
party.
Adjustments may be made to the revenue share determined by an enterprise and/or to

the information provided by another party.
Explanatory
Mandatory
Optional
Interactions
Identify Party Revenue Share Discrepancy

Brief Description
Compare information received from another party with the revenue share determined
by an enterprise to identify a discrepancy.
Identify Party Revenue Share Discrepancy compares information received from another
party with the revenue share determined by an enterprise. Differences are classified as
a discrepancy that is to be resolved. For example, an enterprise's calculated revenue
share for a product offering may be missing a product that has been acquired that
appears on an bill/invoice from another party.
Explanatory
N/A
Mandatory
N/A
Optional
N/A

Interactions
N/A
Resolve Party Revenue Share Discrepancy

Brief Description
Contacts a party regarding a discrepancy, work with the party to identify the cause of
the discrepancy, and determine how to resolve the discrepancy.
Resolve Party Revenue Share Discrepancy contacts a party regarding a discrepancy,
works with the party to identify the cause of the discrepancy, and determines how to
resolve the discrepancy.
Because different forms of information can be provided by a party other processes may
be involved. For example, if an bill/invoice is provided by a party then the Party Bill
Inquiry Handling process may be invoked; if a payment is provided then the Party
Payment Handling process may be invoked; if a revenue share notification is provided
then the Identify Party Revenue Share Adjustment process may be invoked.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Identify Party Revenue Share Adjustment

Brief Description
Use the revenue discrepancy resolution determined by Resolve Party Revenue Share
Discrepancy to identify what type of adjustment is to be made to an enterprise's or
party's revenue share.
Identify Party Revenue Share Adjustment uses the revenue discrepancy resolution
determined by Resolve Party Revenue Share Discrepancy to identify what type of
adjustment is to be made to an enterprise's or party's revenue share.

For an enterprise the adjustment information is provided to the Adjust Party Revenue
Share process. If the adjustment is to be made to a party's revenue share, the
adjustment information can be used to update the revenue share information received
and communicated to the party so its records can be updated to reflect the adjustment.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.6.12.3.8 Party Payment Method Management

Figure 421: 1.6.12.3.8 Party Payment Method Management decomposition
Party Payment Method Management

Brief Description
Define and manage the various types of payment methods and the methods by which
an individual party may make an inbound and/or outbound payment.
and/or outbound payment.
The types of payment methods are defined explicitly or via the use of payment method
specifications. Payment method specifications enable new types of payments to be
dynamically defined and used by parties to make payments.
The methods by which an individual party may make an inbound and/or outbound
payment is considered to be part of a party's overall profile.
As an example, receiving EDI payments (usually daily), attributing to account and where
necessary split payments according to agreed mechanisms over multiple accounts.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Manage Party Payment Method Type

Brief Description
Define, amend, and remove a specification that represents a method by which a
payment may be made by a party.
Manage Party Payment Method Type defines, amends, and removes a specification that
represents a method by which a payment may be made by a party.
Attributes other than base attributes/properties that are specific to a certain payment
method are supported by a generalized set of processes that support the definition of
these attributes, called characteristics. To date these generalized processes have not
been developed.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Manage Party Payment Method

Brief Description
Define and manage a method by which an individual party may make an inbound and/or
outbound payment.
Manage Party Payment Method defines and manages a method by which an individual
party may make an inbound and/or outbound payment. The payment method may be
described by a party payment method specification. Payment methods include cash,
check, various bank cards, such as debit and credit cards, and various forms of digital
payment methods, such as PayPal.
A payment method may also be associated with a party payment plan when a plan is set
up for a party.

Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.6.12.3.8.1 Manage Party Payment Method Type
Figure 422: 1.6.12.3.8.1 Manage Party Payment Method Type decomposition
Manage Party Payment Method Type

Brief Description
Define, amend, and remove a specification that represents a method by which a
payment may be made by a party.
Manage Party Payment Method Type defines, amends, and removes a specification that
represents a method by which a payment may be made by a party.

Attributes other than base attributes/properties that are specific to a certain payment
method are supported by a generalized set of processes that support the definition of
these attributes, called characteristics. To date these generalized processes have not
been developed.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Define Payment Method Type

Brief Description
Define a specification that represents a method by which a payment may be made by a
party.
Define Payment Method Type define a specification that represents a method by which
a payment may be made by a party. It also defines attributes other than base
attributes/properties that are specific to a certain payment method. For example,
information used to verify the identity of a party making a payment. These other
properties are supported by a generalized set of processes that support the definition of
these properties, called characteristics.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Amend Party Payment Method Type

Brief Description
Modify a specification that represents a method by which a payment may be made by a
party.
Amend Party Payment Method Type modifies a specification that represents a method
by which a payment may be made by a party. This process modifies base properties as
well as properties unique to a certain type of payment method using the generic set of
processes that support the modification of these unique properties, called
characteristics. Unique properties may also be removed.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Remove Party Payment Method Type

Brief Description
Remove a specification that represents a method by which a payment may be made by
a party by changing its effective date or physically removing it.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

1.6.12.3.8.1.1 Define Payment Method Type
Figure 423: 1.6.12.3.8.1.1 Define Payment Method Type decomposition
Define Payment Method Type

Brief Description
Define a specification that represents a method by which a payment may be made by a
party.
Define Payment Method Type define a specification that represents a method by which
a payment may be made by a party. It also defines attributes other than base
attributes/properties that are specific to a certain payment method. For example,
information used to verify the identity of a party making a payment. These other
properties are supported by a generalized set of processes that support the definition of
these properties, called characteristics.
Explanatory
N/A

Mandatory
N/A
Optional
N/A
Interactions
N/A
Add Party Payment Method Type

Brief Description
Add the base set of attributes, such as name and description, that the specification for a
payment method.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Define Party Payment Method Type Properties

Brief Description
Add properties that is unique to a certain type of payment method such as information
used to verify the identity of a party making the payment.
Explanatory
N/A
Mandatory
N/A

Optional
N/A
Interactions
N/A
1.6.12.3.8.2 Manage Party Payment Method
Figure 424: 1.6.12.3.8.2 Manage Party Payment Method decomposition
Manage Party Payment Method

Brief Description
Define and manage a method by which an individual party may make an inbound and/or
outbound payment.
Manage Party Payment Method defines and manages a method by which an individual
party may make an inbound and/or outbound payment. The payment method may be
described by a party payment method specification. Payment methods include cash,
check, various bank cards, such as debit and credit cards, and various forms of digital
payment methods, such as PayPal.
A payment method may also be associated with a party payment plan when a plan is set
up for a party.

Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Specify Party Payment Method

Brief Description
Define a method by which an individual party may make an inbound and/or outbound
payment.
Specify Party Payment Method defines a method by which an individual party may make
an inbound and/or outbound payment. A payment method may also be associated with
a party payment plan when a plan is set up for a party.
For example, a bank credit card may include the bank, the credit card number, security
code, name on card, and expiration date. The preferred method of payment may also be
specified.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Amend Party Payment Method

Brief Description
Modify a method by which a payment may be made by a party.

Amend Party Payment Method modifies a method by which a payment may be made by
a party. For example, a party may update the expiration date for a credit card or the
preferred payment method.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Remove Party Payment Method

Brief Description
Remove a method by which a payment may be made by a party by changing its effective
date or physically removing it.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.6.12.3.9.1 Prepare Party Payment Plan

Figure 425: 1.6.12.3.9.1 Prepare Party Payment Plan decomposition
Prepare Party Payment Plan

Brief Description
Define basic party payment plan information, such as the amount and frequency of
payments, as well as one or more payment methods that may be used to make
payments.
Prepare Party Payment Plan defines basic party payment plan information, such as the
amount and frequency of payments, as well as one or more payment methods that may
be used to make payments.
Other aspects of the payment plan, such as terms and involved product offerings are
defined by the Party Agreement Management process which is reused to create
agreements with parties.
Explanatory
N/A

Mandatory
N/A
Optional
N/A
Interactions
N/A
Define Party Payment Plan

Brief Description
payments, and the bill/invoice/charges to which the payment play applies.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Specify Party Payment Plan Payment Method

Brief Description
Specify one or more payment methods that may be used to make payments for the
party payment plan including the preferred/default payment method.
Explanatory
N/A
Mandatory
N/A

Optional
N/A
Interactions
N/A
1.6.12.4 Party Payment Management
Figure 426: 1.6.12.4 Party Payment Management decomposition
Party Payment Management

Brief Description
Manage methods used by parties to make payments, administer payment plans, handle
payments, and collect debt.
and/or outbound payment. Party Payment Plan Administration develops and manages
payment plans that specify how a party will pay over a specified period of time for a
product that has been acquired.
other forms of revenue sharing, purchases, charges, or payment plans as needed. Party
Debt Collection collects past due payments from parties with whom an enterprise does
business. It monitors the amount due from parties, for example check whether the

Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Party Payment Handling

Brief Description
Receive payments from parties, remit payments to parties, and apply payments to any
form of request for payment, such as bills, settlements or other forms of revenue
sharing, purchases, charges, or payment plans as needed.
other forms of revenue sharing, purchases, charges, or payment plans as needed.
A payment may be received from a party who has not yet registered on a web site or
from an anonymous party who makes a purchase can pays for it in a store.
The Bill/Invoice Management processes handle the application of credits, discounts,

promo codes, and so forth to a party's bill/invoice or other ways in which a party may be
charged for products which have been acquired.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Party Payment Method Management

Brief Description
As an example, receiving EDI payments (usually daily), attributing to account and where
necessary split payments according to agreed mechanisms over multiple accounts.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Party Payment Plan Administration

Brief Description
Develop and manage payment plans that specify how a party will pay over a specified
period of time for a product that has been acquired. This process may also develop and
manage template party payment plans that define typical payment plans that are used.
Party Payment Plan Administration develops and manages payment plans that specify
how a party will pay over a specified period of time for a product that has been
acquired. This process may also develop and manage template party payment plans
that defines typical payment plans that are used. The template's terms/conditions are
accepted by a party when an offering is acquired which results in the creation of a party
payment plan.
This process is also responsible for developing and managing a payment plan that allows
a party to pay past due payments according to an agreed upon payment plan.
The general Party Agreement Management process is used to develop party payment
plans which is considered to be some form of agreement with a party. Party Payment
Plan Administration's focus is on defining the frequency of payments, the payment
amount, as well as the method of payment.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Party Debt Collection

Brief Description
Party Debt Collection collects past due payments from parties with whom an enterprise
does business. It monitors the amount due from parties, for example check whether the

• Identifying bills/invoices which are overdue for payment
• Initiating and managing follow-up with parties having overdue amounts
• Interacting with Party Payment Plan Administration to arrange payment plans to allow
parties to pay overdue amounts in installments
and policies
• Managing the aged party debt portfolio
• Establishing and managing party debt profiles to assist in managing debt recovery and
debt risk on a party, product or party group basis
• Interacting with Party Tender Management and/or Party Agreement Management to
establishing and manage commercial arrangements with third parties for the recovery
of aged debt, and/or selling of parts of the debt portfolio to one or more third parties
Collections occurs often between larger parties and the collection process is much more
complex, since some Parties follows a dynamic late payment strategy. There are
multiple process alternatives that may be followed, based on various factors. The
process typically includes invoices and reminders including soft dunning letters (multiple
wordings), moderate, hard dunning letters, final demand letters. Can also be preempted
by predictive risk based customer behavior (discerning periodical vs event based
delinquencies) to support customer to proactively "self-cure" before upcoming
collection event escalations.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Perform Soft Collections


Brief Description
Perform Soft Collections process acts as early warning of party that displays behavior
that will result in them entering into collections if behavior is not addressed.
Perform Soft Collections process acts as early warning of party that displays behavior
that will result in them entering into collections if behavior is not addressed. Based on
late payment behavior, the party have not yet entered the formal collection process,
but the resulting credit score drop from having an account in collections will directly
impact future financial plans, as it may cause you to be denied large rebates, extended
service offerings, especially if the collection is recent or remains unpaid (or both).
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.6.12.4.1 Party Payment Handling
Figure 427: 1.6.12.4.1 Party Payment Handling decomposition
Party Payment Handling

Brief Description
Receive payments from parties, remit payments to parties, and apply payments to any

form of request for payment, such as bills, settlements or other forms of revenue
sharing, purchases, charges, or payment plans as needed.
other forms of revenue sharing, purchases, charges, or payment plans as needed.
A payment may be received from a party who has not yet registered on a web site or
from an anonymous party who makes a purchase can pays for it in a store.
The Bill/Invoice Management processes handle the application of credits, discounts,

promo codes, and so forth to a party's bill/invoice or other ways in which a party may be
charged for products which have been acquired.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Receive Party Payment

Brief Description
Receive and verify a payment made by a party that references a party or an account in
the name of a party.
Receive Party Payment receives and verifies a payment made by a party that references
a party or an account in the name of a party. The payment may reference a
purchase/bill/charge to which the payment should be applied and includes the method
of payment. A receipt may be provided if requested by the party making the payment.
Explanatory
N/A
Mandatory
N/A

Optional
N/A
Interactions
N/A
Remit Party Payment

Brief Description
Prepare, verify, authorize, and make a payment to a party including the method of
payment, and optionally the application of the payment to one or more
bills/purchases/charges.
Remit Party Payment prepares, verifies, authorizes, and makes a payment to a party
including the method of payment, and optionally the application of the payment to one
or more bills, purchases, charges, settlements or some other form of revenue sharing
where a payment is due to another party.
A payment could also be made to another party based on an overpayment made by the
party or some other credit, such as a refund check for a deposit. A payment could also
be made for which no invoice is received, such an enterprise may accept payment on
behalf of another party, takes a percent as a fee, and forwards the remainder to other
party; the party does not invoice the enterprise.
A receipt may also be requested from the party to whom a payment is remitted.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Apply Party Payment

Brief Description

accompanying the payment or apply them to outstanding bill(s), charge(s), payment

plan(s) if there are no reference(s).
Apply Party Payment applies a party payment to referenced to bill(s), charge(s),
payment plan(s) accompanying the payment or apply them to outstanding bill(s),
charge(s), purchase(s), payment plan(s) if there are no references.
account or party in general with no specific bill(s), charge(s), or payment plan(s)
party.
This process also handles payments that cannot be applied, sometimes referred to as
"fallout". This may involve contacting the party who sent the payment or internally
investigating the reason why a payment cannot be applied.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Handle Party Overpayment

Brief Description
Identify that an overpayment has been made by a party and determine what action to
take when a payment made by a party satisfies all applications to
bills/invoices/purchases and so forth, and there is an amount remaining.
Handle Party Overpayment identifies that an overpayment has been made by a party
and determines what action to take when a payment made by a party satisfies all

Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Handle Party Underpayment

Brief Description
Identify that an underpayment has been made by a party and determine what action to
take when a payment made by a party does not satisfy all applications to
bills/invoices/purchases and so forth, and there is an amount still to be paid.
Handle Party Underpayment identifies that an underpayment has been made by a party
and determines what action to take when a payment made by a party does not satisfy
all applications to bills/invoices/purchases and so forth, and there is an amount still to
be paid.

- That the amount remains with expectation that a future payment may compensate for
the underpayment
Explanatory
N/A
Mandatory
N/A

Optional
N/A
Interactions
N/A
1.6.12.4.1.1 Receive Party Payment
Figure 428: 1.6.12.4.1.1 Receive Party Payment decomposition
Receive Party Payment

Brief Description
Receive and verify a payment made by a party that references a party or an account in
the name of a party.

Receive Party Payment receives and verifies a payment made by a party that references
a party or an account in the name of a party. The payment may reference a
purchase/bill/charge to which the payment should be applied and includes the method
of payment. A receipt may be provided if requested by the party making the payment.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Accept Party Payment

Brief Description
Accept a payment made by a party that references a party or an account in the name of
a party.
Accept Party Payment accepts a payment made by a party that references a party or an
account in the name of a party. The payment may reference a purchase/bill/charge.
The payment method includes credit/debit cards, checks, cash, intermediaries, such as
PayPal or a bank, who may make a payment on behalf of a party. This process also
ensures that if a purchase/bill/charge or any other form of request for payment is
indicated that the application specified is correct.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Provide Party Payment Receipt

Brief Description
Provide a receipt for a payment made by a party when requested.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.6.12.4.3 Party Payment Plan Administration
Figure 429: 1.6.12.4.3 Party Payment Plan Administration decomposition
Party Payment Plan Administration

Brief Description
Develop and manage payment plans that specify how a party will pay over a specified

period of time for a product that has been acquired. This process may also develop and
manage template party payment plans that define typical payment plans that are used.
Party Payment Plan Administration develops and manages payment plans that specify
how a party will pay over a specified period of time for a product that has been
acquired. This process may also develop and manage template party payment plans
that defines typical payment plans that are used. The template's terms/conditions are
accepted by a party when an offering is acquired which results in the creation of a party
payment plan.
This process is also responsible for developing and managing a payment plan that allows
a party to pay past due payments according to an agreed upon payment plan.
The general Party Agreement Management process is used to develop party payment
plans which is considered to be some form of agreement with a party. Party Payment
Plan Administration's focus is on defining the frequency of payments, the payment
amount, as well as the method of payment.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Prepare Party Payment Plan

Brief Description
payments, as well as one or more payment methods that may be used to make
payments.
Prepare Party Payment Plan defines basic party payment plan information, such as the
amount and frequency of payments, as well as one or more payment methods that may
be used to make payments.
Other aspects of the payment plan, such as terms and involved product offerings are

defined by the Party Agreement Management process which is reused to create

agreements with parties.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Amend Party Payment Plan

Brief Description
Make changes to a party payment plan including the method(s) by which payment its
payments are made.
Amend Party Payment Plan makes changes to a party payment plan including the
method(s) by payments against it are made. It also removes any payment method no
longer used to make a plan payment.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Payoff Party Payment Plan

Brief Description
Mark a payment plan as paid-off after the final payment has been made.

Payoff Party Payment Plan marks a payment plan as paid-off after the final payment has
been made. Send an acknowledgement to the party that the plan has been paid off.
Note that this process is triggered by the applicable Party Payment Handling process
that applies the final payment to a party payment plan.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Remove Party Payment Plan

Brief Description
Remove a payment plan that may be one that represents a template that is no longer in
use or a party specific plan that has been replaced before by another one.
Remove Party Payment Plan removes a payment plan that may be one that represents a
template that is no longer in use or a party specific plan that has been replaced before
by another one. In the case of a replaced party payment plan the new plan is linked to
the previous plan.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

1.6.12.4.4 Party Debt Collection
Figure 430: 1.6.12.4.4 Party Debt Collection decomposition
Party Debt Collection

Brief Description
• Identifying bills/invoices which are overdue for payment
• Initiating and managing follow-up with parties having overdue amounts
• Interacting with Party Payment Plan Administration to arrange payment plans to allow
parties to pay overdue amounts in installments
and policies
• Managing the aged party debt portfolio
• Establishing and managing party debt profiles to assist in managing debt recovery and
debt risk on a party, product or party group basis
• Interacting with Party Tender Management and/or Party Agreement Management to
establishing and manage commercial arrangements with third parties for the recovery
of aged debt, and/or selling of parts of the debt portfolio to one or more third parties

Collections occurs often between larger parties and the collection process is much more
complex, since some Parties follows a dynamic late payment strategy. There are
multiple process alternatives that may be followed, based on various factors. The
process typically includes invoices and reminders including soft dunning letters (multiple
wordings), moderate, hard dunning letters, final demand letters. Can also be preempted
by predictive risk based customer behavior (discerning periodical vs event based
delinquencies) to support customer to proactively "self-cure" before upcoming
collection event escalations.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Develop Party Debt Collection Strategy

Brief Description
Establish and manage party debt profiles to assist in managing party debt recovery and
debt risk. Develop party debt collection policies used by the debt recovery process.
Develop Party Debt Collection Strategy establishes and manages party debt profiles to
assist in managing party debt recovery and debt risk on a party, product or party group
basis. It develops and maintains (modifies/removes) party debt collection policies used
by the debt recovery process. A policy may represent rules to apply when attempting to
recover a party debt or to identify when party debt collection activities should
commence.
Explanatory
N/A
Mandatory
N/A
Optional
N/A

Interactions
N/A
Manage Overdue Party Bill/Invoice

Brief Description
Identify a party bill/invoice that is overdue for payment and manage its resolution.
Manage Overdue Party Bill/Invoice identifies a party bill/invoice that is overdue for
payment. It initiates party debt recovery activity in accordance with appropriate
commercial practice and policies as well as initiating and managing follow-up with a
party that has one or more overdue amounts. When applicable it arranges and monitors
a payment plan to allow a party to pay one or more overdue amounts in installments.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Manage Aged Party Debt Portfolio

Brief Description
Manage the aged party debt portfolio.
Manage Aged Party Debt Portfolio produces aged party debt portfolio report to assist in
managing party debt and candidates for write-off. It identifies and possibly writes off a
bad party debt. It establishes and manages commercial arrangements with third parties
for the recovery of aged party debt, and/or selling of parts of the debt portfolio to one
or more third parties. It also conducts trend analysis on party debt.
Explanatory
N/A

Mandatory
N/A
Optional
N/A
Interactions
N/A
Perform Party Debt Trend Analysis

Brief Description
Conduct trend analysis on party debt.
Perform Party Debt Trend Analysis conducts trend analysis on party debt. Trend Analysis
may be used to determine the effectiveness of party debt collection policies and the
effectiveness of employing third party collection agencies.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.6.12.4.4.1 Develop Party Debt Collection Strategy

Figure 431: 1.6.12.4.4.1 Develop Party Debt Collection Strategy decomposition
Develop Party Debt Collection Strategy

Brief Description
debt risk. Develop party debt collection policies used by the debt recovery process.
Develop Party Debt Collection Strategy establishes and manages party debt profiles to
basis. It develops and maintains (modifies/removes) party debt collection policies used
by the debt recovery process. A policy may represent rules to apply when attempting to
recover a party debt or to identify when party debt collection activities should
commence.
Explanatory
N/A

Mandatory
N/A
Optional
N/A
Interactions
N/A
Establish & Manage Party Debt Profiles

Brief Description
debt risk on a party, product or party group basis.
Establish & Manage Party Debt Profiles establishes and manages party debt profiles to
basis. Profiles may include techniques for scoring and prioritizing party debt which assist
debt recovery activities to collect the maximum amount of party debt.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Define Party Debt Collection Policies

Brief Description
Develop party debt collection policies used by the debt recovery process.
Define Party Debt Collection Policy develops and manages (modifies/removes) party
debt collection policies used by the debt recovery process. A policy may represent rules
to apply when attempting to recover a party debt or to identify when party debt
collection activities should commence. For example, the events that trigger dunning

rules evaluation, the conditions to evaluate and the actions that must be done, such as
SMS, letters, outbound calls, barring/unbarring actions, late fees, penalties, and so
forth.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.6.12.4.4.2 Manage Overdue Party Bill/Invoice
Figure 432: 1.6.12.4.4.2 Manage Overdue Party Bill/Invoice decomposition
Manage Overdue Party Bill/Invoice

Brief Description
Identify a party bill/invoice that is overdue for payment and manage its resolution.
Manage Overdue Party Bill/Invoice identifies a party bill/invoice that is overdue for
payment. It initiates party debt recovery activity in accordance with appropriate
commercial practice and policies as well as initiating and managing follow-up with a
party that has one or more overdue amounts. When applicable it arranges and monitors
a payment plan to allow a party to pay one or more overdue amounts in installments.
Explanatory
N/A

Mandatory
N/A
Optional
N/A
Interactions
N/A
Identify Overdue Party Bill/Invoice

Brief Description
Identify a party bill/invoice that is overdue for payment.
Identify Overdue Party Bill/Invoice identifies a party bill/invoice that is overdue for
payment. The identification may be made using reports that monitor the amount of
time a payment is past due or by a policy defined by Define Party Debt Collection
Policies.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Initiate Party Debt Recovery Activity

Brief Description
Initiate party debt recovery activity in accordance with appropriate commercial practice
and policies.
Initiate Party Debt Recovery Activity initiates debt recovery activity in accordance with
appropriate commercial practice and policies. For example, there may be one set of
policies that govern how to dun a party during the lifetime of a contract, which is often

referred to as soft dunning, and another set of policies that govern how to dun a party
after the contract has expired, which is often referred to as hard dunning.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Administer Overdue Party Bill/Invoice Follow-Up

Brief Description
Initiate and manage follow-up with a party that has one or more overdue amounts.
Administer Overdue Party Bill/Invoice Follow-Up initiates and manages follow-up with a
party that has one or more overdue amounts. A notification may be sent to a party
asking for payment or joint activity between the enterprise and a party that initiates
negotiation of a payment plan.
The treatment method, such as notification or payment plan negotiation, may be

governed by policies defined by Define Party Debt Collection Policies. Policies may also
direct any escalation of the recovery processes being employed.
A party account in collections may cause a party to be denied large rebates, extended
product offerings, especially if the collection is recent or remains unpaid , or both. This is
may be included in any notifications to a party, along with informing a party that their
debt may be turned over to a collection agency or subject to litigation by the enterprise,
embargo, asset recovery.
Explanatory
N/A
Mandatory
N/A
Optional
N/A

Interactions
N/A
Manage Overdue Party Bill/Invoice Payment Plan

Brief Description
Arrange and monitor a payment plan to allow a party to pay one or more overdue
amounts in installments.
Manage Overdue Party Bill/Invoice Payment Plan arranges and monitors a payment plan
to allow a party to pay one or more overdue amounts in installments. This is
accomplished by interacting with the Party Payment Plan Administration process.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Take Party Debt Collection Further Action

Brief Description
Engage legal counseling, preparation and proof of bad debt, with the objective of
settling a bad debt in a court of law. Send a party's debt to an outside collection agency.
Communicate with legal and regulatory parties to proceed with an embargo of the
party. Take action to recover one or more assets associated with the bad debt.
Take Party Debt Collection Further Action initiates more strenuous actions to recover a
party's bad debt, including:
- Engage legal counseling, preparation and proof of bad debt, with the objective of
settling a bad debt in a court of law
- Send a party's debt to an outside collection agency if the party fits the assignment
criteria as defined by an enterprise's debt collection policies
- Communicate with legal and regulatory parties to proceed with an embargo of the

party when a delinquent party continues to not pay

- Take action to recover one or more assets associated with the bad debt.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.6.12.4.4.2.5 Take Party Debt Collection Further Action
Figure 433: 1.6.12.4.4.2.5 Take Party Debt Collection Further Action decomposition
Take Party Debt Collection Further Action

Brief Description
settling a bad debt in a court of law. Send a party's debt to an outside collection agency.
Communicate with legal and regulatory parties to proceed with an embargo of the
party. Take action to recover one or more assets associated with the bad debt.
Take Party Debt Collection Further Action initiates more strenuous actions to recover a
party's bad debt, including:
- Engage legal counseling, preparation and proof of bad debt, with the objective of
settling a bad debt in a court of law
- Send a party's debt to an outside collection agency if the party fits the assignment
criteria as defined by an enterprise's debt collection policies
- Communicate with legal and regulatory parties to proceed with an embargo of the

party when a delinquent party continues to not pay

- Take action to recover one or more assets associated with the bad debt.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Place Party Debt in Litigation

Brief Description
settling a bad debt in a court of law.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Place Party Debt with Collection Agency

Brief Description
Send a party's debt to an outside collection agency if the party fits the assignment
criteria as defined by an enterprise's debt collection policies.

Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Embargo Party Based on Bad Debt

Brief Description
Communicate with legal and regulatory parties to proceed with an embargo of the party
when a delinquent party continues to not pay.
Embargo Party Based on Bad Debt communicate with legal and regulatory parties to
proceed with an embargo of the party when a delinquent party continues to not pay. An
embargo is a controlled manner in which contracted products are limited under certain
specific conditions.
Applicable internal and regulatory parties are notified, and the part embargoed is sent
an embargo warning letter. If the party decides to pay a payment can be made in full, a
partial payment can be made, or the party can send bankruptcy information to the
applicable parties.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Recover Delinquent Party Assets


Brief Description
Take action to recover one or more assets associated with the bad debt.
Recover Delinquent Party Assets takes action to recover one or more assets associated
with the bad debt. This may include repossession, revaluation of offsite assets, or selling
of collection risk (including re-possessed assets) as financial mechanism to credit
institutions.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Perform Pre-Litigation Collections

Brief Description
Perform Pre-Litigation Collections process describes process that gather billing artefacts
that go to involved stakeholders. Usually included are actual invoices, cost base invoices
from other parties (i.e. often there are other debtors and creditors).
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.6.12.5 Party Charging

Figure 434: 1.6.12.5 Party Charging decomposition
Party Charging
Brief Description
Manage the assignment of a value (monetary or other) to an event or product, or

may affect how a product is rendered and enables an enterprise to provide prepaid
products to parties. Whereas offline charging is performed after the product is rendered
and is not required to be done in real-time and generally relates to subscription based
products.
The charge may appear on a party invoice via Apply Party Pricing, Discounting,
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Perform Party Rating

Brief Description
Calculate the value of the product, before, during or after the rendering of the product.
Perform Party Rating calculates the value of a product, before, during or after the
rendering of the product, based on parameters of the request (type, quantity, and so
forth), parameters of the party (tariffs, price plans, accumulated usage, contracts, and
so forth) and other parameters (time-of-day, taxes, and so forth). The same request
maybe rated differently for different parties based on their purchased offers or product
agreements.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Apply Party Rate Level Discounts

Brief Description
Applies one or more discounts to a product price.
Apply Party Rate Level Discounts applies one or more discounts to a product price at an
individual product level. A discount may be expressed as a monetary amount or
percentage, and modifies a price for a product. When a discount is expressed as a
percentage, the process determines the discount calculated in relation to the price for
the product.
The discount may be displayed as a separate entry on the bill or may be combined with
the rate for the product to only show as one entry.
Discounts may be a one-time event or may have some duration (days, months, life of
product, etc.). Discounts may apply to a specific party or be generally available based
on selection of products (for example - bundles). Discounting structures may involve
tiers, tapers, time scheme or thresholds.

Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Aggregate Party Items For Charging

Brief Description
Manage the accumulation of items that may be used in the selection of a value or in
calculation of a rate/discount.
Aggregate Party Items For Charging accumulates contributing items, which can be
quantities, values (monetary or other) or both. Aggregation can occur over time or can
be initiated to gather a “snapshot” of the items at a point in time.
The aggregated items may be used in Perform Party Rating or Apply Party Rate Level
Discounts to determine the applicable price or discount and may further be used as a
quantity in the calculation of a rate or discount.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Provide Party Advice of Charge/Rate

Brief Description
Provide advice of charge/rate to a party.

Provide Party Advice of Charge/Rate provides advice on rates, in real-time, an estimate
or value of the charge or rate for a specific usage or product offering request. The advice
is usually based upon performing a full rating process for the request. The accuracy of
the advice underlies the complexity of the product offering - so that a 100% accurate
advice of charge might not always be available in real-time. In these cases alternatives
are usually sought (for example presentation / product type offering change. Advice of
charge can be provided pre-, during or post event. Advice of charge can be used/utilized
by several different end-to-end processes
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.6.12.6 Party Account Balance Management
Figure 435: 1.6.12.6 Party Account Balance Management decomposition
Party Account Balance Management

Brief Description
Manage parties' account balances.
and manages functionality/interfaces for party account balances. The values resulting
from rating and the application of discounts are applied to parties' account balance. This
process also authorizes product requests, such as usage events, based on available

balance as needed.
A party account balance includes monetary and non-monetary balances (or shared) and
are used as prepaid balances (enabling real-time product authorization), postpaid
balances (in conjunction with an Account Receivables [AR] processes). Examples of non-
monetary balances and allowances are free minutes, gigabytes allowance, and number
of downloads.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Manage Party Account Balance Policy

Brief Description
Manage a rule that describes how party account balance affecting events are to be
handled.
Manage Party Account Balance Policy manages a rule that describes how party account
balance affecting events are to be handled.
This is done by comparing the value of each event against criteria, such as the
following:
- a minimum allowable balance limit. For example, a balance must remain above zero
- balance expiration dates
- balance thresholds actions and notifications
- roll-over & cyclic policies.
Explanatory
N/A
Mandatory
N/A
Optional
N/A

Interactions
N/A
Reserve Party Account Balance Amount

Brief Description
Reserve a party account balance amount for an event from any balance, and credit
unused amount of the reservation back into the balance, when an event completes.
Reserve Party Account Balance Amount reserves a party account balance amount for an
event from any balance, and credit unused amount of the reservation back into the
balance, when an event completes. For example, a reservation may be made against
the time remaining for playing a game based on past usage of the game.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Update Party Account Balance

Brief Description
Update a party account balance, such as applying charges to the balance or making a
credit/debit adjustments
Explanatory
N/A
Mandatory
N/A
Optional
N/A

Interactions
N/A
Report Party Account Balance

Brief Description
Provide a report about a party account balance including balance queries made by a
party.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Transfer Party Account Balance Amount

Brief Description
Transfer an amount from one party account balance to another party account balance
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Provide Party Account Balance Notification

Brief Description
Provide a party account balance notification, such as one to notify a party that a balance
almost exhausted or an event was not authorized.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Authorize Party Transaction Based on Balance

Brief Description
Authorize an event based on available balances (monetary or non-monetary) and
policies.
Authorize Party Transaction Based on Balance authorizes an event based on available
balances (monetary or non-monetary) and policies. This process may initiate a balance
reservation both of which may have to be performed online.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

1.6.12.7 Party Bill Inquiry Handling
Figure 436: 1.6.12.7 Party Bill Inquiry Handling decomposition
Party Bill Inquiry Handling

Brief Description
Ensure the timely and effective resolution of all party bill inquiries and complaints
initiated by an enterprise or initiated by another party, such as a partner.
Explanatory
Mandatory
Optional
Interactions
Receive Party Bill Inquiry

Brief Description
Receive a party bill inquiry.

Receive Party Bill Inquiry creates a party bill inquiry. A party bill inquiry may be created
as a result of a specific party initiated bill inquiry or complaint. It may also request and
receive additional information from a party if needed to further process the inquiry.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Submit Party Bill Inquiry

Brief Description
Prepare and submit a party bill inquiry to another party..
Submit Party Bill Inquiry prepares and submits a party bill inquiry to another party. A
submission may supply additional information if requested by the party. A party bill
inquiry may be prepared and submitted by an enterprise as a result of a bill inquiry or a
bill/invoice related complaint.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Resolve Party Bill Inquiry


Brief Description
Resolve a party bill inquiry and record how the inquiry was resolved. Update the party
bill inquiry status to resolved.
Resolve Party Bill Inquiry resolves a party bill inquiry. It adjusts a party bill/invoice if an
adjustment is warranted and approved and makes the results of the assessment and
investigation available to other processes. It records how the inquiry was resolved. It
also updates the status of the party bill inquiry to resolved and informs the Close Party
Bill Inquiry process that a party bill inquiry/complaint issues have been resolved.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Manage Party Bill Inquiry

Brief Description
Modify or cancel a party bill inquiry.
Manage Party Bill Inquiry modifies any information about a party bill inquiry and cancels
an inquiry if necessary.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Report Party Bill Inquiry

Brief Description
Monitors the status of one or more party bill inquiries, provide notifications of any
Report Party Bill Inquiry monitors the status of party bill inquiries, provides notifications
of any changes and provides management reports. Note that the jeopardy status is
monitored by the Track Party Bill Inquiry process.
These processes are responsible for continuously monitoring the status of party bill
These processes record, analyze and assess the party bill inquiry status changes to
effectiveness of the overall Party Bill Inquiry Handling processes. These specialized
summaries could be specific reports required by specific audiences, such as partners.
These processes also report any identified constraints that can affect party billing quality
standards to other processes. These constraints may include specific resource (billing
application and/or database, for example) failures, and so forth.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Close Party Bill Inquiry

Brief Description
Close a party bill inquiry when the inquiry has been resolved.

Close Party Bill Inquiry closes a party bill inquiry when the inquiry has been resolved. It
monitors the status of all open party bill inquiries and recognize that a party bill inquiry
is ready to be closed when the status is changed to resolved.
This process provides this information to Provide Party Bill Inquiry Change Notification
which notifies applicable parties that the inquiry has been closed.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.6.12.7.1 Receive Party Bill Inquiry
Figure 437: 1.6.12.7.1 Receive Party Bill Inquiry decomposition
Receive Party Bill Inquiry


Brief Description
Receive a party bill inquiry.
Receive Party Bill Inquiry creates a party bill inquiry. A party bill inquiry may be created
as a result of a specific party initiated bill inquiry or complaint. It may also request and
receive additional information from a party if needed to further process the inquiry.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Create Party Bill Inquiry

Brief Description
Create a bill inquiry as a result of a specific party initiated bill inquiry or complaint.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Request Additional Party Bill Inquiry Information


Brief Description
Request additional information from a party if needed to further process a party bill
inquiry.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Receive Additional Party Bill Inquiry Information

Brief Description
Receive requested additional party bill inquiry information from a party and update the
inquiry with it.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.6.12.7.2 Submit Party Bill Inquiry

Figure 438: 1.6.12.7.2 Submit Party Bill Inquiry decomposition
Submit Party Bill Inquiry

Brief Description
Prepare and submit a party bill inquiry to another party..
Submit Party Bill Inquiry prepares and submits a party bill inquiry to another party. A
submission may supply additional information if requested by the party. A party bill
inquiry may be prepared and submitted by an enterprise as a result of a bill inquiry or a
bill/invoice related complaint.
Explanatory
N/A
Mandatory
N/A
Optional
N/A

Interactions
N/A
Prepare Party Bill Inquiry

Brief Description
Prepare a party bill inquiry.
Prepare Party Bill Inquiry prepares a party bill inquiry to be submitted to another party
or prepares additional information requested by the party.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Submit Prepared Bill Inquiry Information

Brief Description
Submit a party bill inquiry or send additional information if requested.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

1.6.12.7.3 Resolve Party Bill Inquiry
Figure 439: 1.6.12.7.3 Resolve Party Bill Inquiry decomposition
Resolve Party Bill Inquiry

Brief Description
Resolve a party bill inquiry and record how the inquiry was resolved. Update the party
bill inquiry status to resolved.
Resolve Party Bill Inquiry resolves a party bill inquiry. It adjusts a party bill/invoice if an
adjustment is warranted and approved and makes the results of the assessment and
investigation available to other processes. It records how the inquiry was resolved. It
also updates the status of the party bill inquiry to resolved and informs the Close Party
Bill Inquiry process that a party bill inquiry/complaint issues have been resolved.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Authorize Party Bill Invoice Adjustment

Brief Description
Adjust a party's bill/invoice based on detailed assessment and/or policy.
Authorize Party Bill Invoice Adjustment adjusts a party's bill/invoice based on a detailed
assessment and/or policy.
- Determining whether policy allows for automated adjustment of a party bill/invoice,
and approving any resultant adjustments
the adjustment
- Making an approved adjustment to a party’s bill/invoice.
This process relies on the availability of appropriate adjustment policies, which are
This form of resolution may require investigation of the billing/invoicing processes

themselves to determine whether the disputed bills are the result of quality errors
within an enterprise's processes.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Record Party Bill Inquiry Resolution

Brief Description
Resolve a party bill inquiry and record how an inquiry was resolved.

Record Party Bill Inquiry Resolution resolves a party bill inquiry and records how the
inquiry was resolved. Resolution may have been reached via the Make Party Bill/Invoice
Adjustment process, a party accepting the content of a bill/invoice which resulted in a
party bill inquiry, or some other reason.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Update Party Bill Inquiry Status to Resolved

Brief Description
Update the party bill inquiry status to resolved.
Update Party Bill Inquiry Status to Resolved updates the party bill inquiry status to
resolved and informs the Close Party Bill Inquiry process that a party bill
inquiry/complaint issues have been resolved.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.6.12.7.3.1 Authorize Party Bill Invoice Adjustment

Figure 440: 1.6.12.7.3.1 Authorize Party Bill Invoice Adjustment decomposition
Authorize Party Bill Invoice Adjustment

Brief Description
Adjust a party's bill/invoice based on detailed assessment and/or policy.
Authorize Party Bill Invoice Adjustment adjusts a party's bill/invoice based on a detailed
assessment and/or policy.
- Determining whether policy allows for automated adjustment of a party bill/invoice,
and approving any resultant adjustments
the adjustment
- Making an approved adjustment to a party’s bill/invoice.
This process relies on the availability of appropriate adjustment policies, which are
This form of resolution may require investigation of the billing/invoicing processes

themselves to determine whether the disputed bills are the result of quality errors
within an enterprise's processes.

Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Determine Automated Party Bill/Invoice Adjustment

Brief Description
Determination of whether policy allows for automated adjustment of a party
bill/invoice, and approving any resultant adjustments.
N/A
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Accept Party Bill/Invoice Adjustment

Brief Description
Determine whether a bill adjustment is acceptable.
Explanatory
N/A

Mandatory
N/A
Optional
N/A
Interactions
N/A
Make Party Bill/Invoice Adjustment

Brief Description
Make an approved and accepted adjustment to a party bill/invoice.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.6.12.7.4 Manage Party Bill Inquiry

Figure 441: 1.6.12.7.4 Manage Party Bill Inquiry decomposition
Manage Party Bill Inquiry

Brief Description
Modify or cancel a party bill inquiry.
Manage Party Bill Inquiry modifies any information about a party bill inquiry and cancels
an inquiry if necessary.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Modify Party Bill Inquiry

Brief Description
Modify any information about a party bill inquiry.
Explanatory
Mandatory
Optional
Interactions
Cancel Party Bill Inquiry

Brief Description
Cancel a party bill inquiry.
Cancel Party Bill Inquiry cancels a party bill inquiry. A party bill inquiry may be cancel for
reasons, such as when an inquiry was related to a false billing event or when a party
initiates cancellation. The reasons for cancellation is recorded and the status of a party
bill inquiry is changed to cancelled.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

1.6.12.7.5 Report Party Bill Inquiry
Figure 442: 1.6.12.7.5 Report Party Bill Inquiry decomposition
Report Party Bill Inquiry

Brief Description
Monitors the status of one or more party bill inquiries, provide notifications of any
Report Party Bill Inquiry monitors the status of party bill inquiries, provides notifications
of any changes and provides management reports. Note that the jeopardy status is
monitored by the Track Party Bill Inquiry process.
These processes are responsible for continuously monitoring the status of party bill
These processes record, analyze and assess the party bill inquiry status changes to
effectiveness of the overall Party Bill Inquiry Handling processes. These specialized

summaries could be specific reports required by specific audiences, such as partners.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Monitor Party Bill Inquiries

Brief Description
Continuously monitor the status of one or more party bill inquiries.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Provide Party Bill Inquiry Change Notification

Brief Description
Manage party bill inquiry notifications to other processes and to other parties.

Provide Party Bill Inquiry Change Notification manages party bill inquiry notifications to
other processes and to other parties. A notification may be made to other processes
and/or to other parties, including partners, registered to receive notifications of any
status changes.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Provide Party Bill Inquiry Management Report

Brief Description
effectiveness of the overall Party Bill Inquiry Handling processes.
Provide Party Bill Inquiry Management Report produces management reports and any
specialized summaries of the efficiency and effectiveness of the overall Party Bill Inquiry
Handling processes.
It records, analyzes, and assesses the party bill inquiry status changes to provide reports
and any specialized summaries of the efficiency and effectiveness of the overall Party
Bill Inquiry Handling processes. These specialized summaries could be specific reports
required by specific audiences, such as partners.
Note that lists of recipients related to a process such as this can be maintained by a

Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.7.1 Strategic & Enterprise Planning
Figure 443: 1.7.1 Strategic & Enterprise Planning decomposition
Strategic & Enterprise Planning

Brief Description
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. IT Planning for the enterprise is
also a key process within this process grouping. The IT Planning 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).
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).
Explanatory
Mandatory
Optional
Interactions
Strategic Business Planning

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.

Explanatory
Mandatory
Optional
Interactions
Business Development
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 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.
Explanatory
Mandatory
Optional

Interactions
Enterprise Architecture Management

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.
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.
Explanatory

Mandatory
Optional
Interactions
Group Enterprise Management

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
other parties is handled elsewhere, processes located in the Engaged Party domain). 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 planning, execution and management of existing
and new business activities.
Explanatory
Mandatory
Optional
Interactions
ITIL Release and Deployment Management

Brief Description
Release & Deployment Management is defined within ITIL. Its role here is as a model or

template for how other process areas should operate to align with the ITIL approach,
where this is relevant for the enterprise concerned. Note that not all organizations will
choose to follow the ITIL approach, and thus other models for Release & Deployment
Management (or equivalent) may apply in such cases.
Release & Deployment Management is defined within ITIL, and further information is
available at:
http://www.itsmf.co.uk/Shop/Products/9780113310616TheOfficialIntroductiontotheITI
LServiceLifecycle.aspx
Its role here is as a model or template for how other process areas should operate to
align with the ITIL approach, where this is relevant for the enterprise concerned. Note
that not all organizations will choose to follow the ITIL approach, and thus other models
for Release & Deployment Management (or equivalent) may apply in such cases.
Release and Deployment Management includes all of the processes required to
package, build, test and deploy a new or changed service into the live environment.
This means that service delivery is managed across any service provider interfaces.
•Terminology•
Before considering the terminology of the eTOM and ITIL approaches it is first necessary
to contrast the perspectives which each take of the enterprise. These perspectives
affect the concepts and terms used.
Due to the nature of the Service Provider enterprise - where SPs typically manage their
products, services and resources distinctly - the eTOM is structured into layers
(effectively high-level process groupings) which relate to these concerns. These layers
are Customer Relationship Management, Service Management and Resource
Management. In contrast, ITIL does not have a layered view of this kind. Its perspective
is to represent the IT Services and their support, through a lifecycle view built around a
set of ITIL processes that address particular, significant, areas of IT capability. It is then a
matter for individual users / enterprises to relate these to their businesses.
From the eTOM perspective, ITIL Release – eTOM Product Release, Service Release,
Resource Release
ITIL Service – eTOM CFS and RFS distinction
•Linkage with eTOM process areas•

ITIL Release & Deployment Management relates to several eTOM process areas. The
eTOM processes affected include: Within Operations: Process Identifier: 1.1.1.1
Process Element: Customer-Ops Support & Readiness
Process Impact:
Where ITIL Release and Deployment Management is employed as a guiding mechanism,
then the Customer-Ops Support & Readiness processes operate in line with this.
Affected processes are:
Support Order handling: Test order handling

Process Element: Service-Ops Support & Readiness

Process Impact:
then the Service-Ops Support & Readiness processes operate in line with this. Affected
processes are:
Enable Service Configuration & Activation: Test Service Configuration

Process Element: Resource-Ops Support & Readiness
Process Impact:
then the Resource-Ops Support & Readiness processes operate in line with this.
Enable Resource Provisioning: Test Resource Provisioning
Within Strategy, Infrastructure & Product

Process Element: Product & Offer Capability Delivery
Process Impact:
Where ITIL Release and Deployment Management as a guiding mechanism, then the
Product & Offer Capability Delivery processes operate in line with this. Affected
processes are:
Manage handover to Product Operations: manage product transition into operations
Process Identifier: 1.2.2.2 Process Element: Service Capability Delivery

Process Impact:
then the Service Capability Delivery processes operate in line with this. Affected
processes are:
Manage Service Capability Delivery: ensure service capability are in place
Manage handover to Service Operations: manage service transition into operations

Process Element: Service Development & Retirement
Process Impact:
then the Service Development & Retirement processes operate in line with this.
Manage Service Deployment: manage service transition into operations

Process Element: Resource Capability Delivery
Process Impact:

then the Resource Capability Delivery processes operate in line with this. Affected
processes are:
Manage Handover to Resource Operations: manage resource transition to operations

Process Element: Resource Development & Retirement
Process Impact:
then the Resource Development & Retirement processes operate in line with this.
Manage Resources Development: manage resource transition to operations
Explanatory
Mandatory
Optional
Interactions
ITIL Change Management

Brief Description
Change Management is defined within ITIL. Its role here is as a model or template for
how other process areas should operate to align with the ITIL approach, where this is
relevant for the enterprise concerned. Note that not all organizations will choose to
follow the ITIL approach, and thus other models for Change Management (or
equivalent) may apply in such cases.
Change Management is defined within ITIL, and further information is available at:
for Change Management (or equivalent) may apply in such cases.
Change Management optimizes risk exposure, minimize any business disruption and to
ensure that anything released into the live environment goes right the first time. With
these as the drivers Change Management should reduce risk and therefore deliver direct

benefit to the business.

Change Management aims to ensure that all changes to the IT infrastructure are
assessed and enacted in a controlled manner, i.e.:
Standardized methods and procedures are used for efficient and prompt handling of all
changes
All changes to service assets and configuration items are recorded in the Configuration
Management System
Overall business risk is optimized.
The goals of ITIL Change Management are to:
Respond to the customer’s changing business requirements while maximizing value and
reducing incidents, disruption and re-work
Respond to the business and IT requests for change that will align the services with the
business needs.
The objective of the ITIL Change Management process is to ensure that changes are
recorded and then evaluated, authorized, prioritized, planned, tested, implemented,
documented and reviewed in a controlled manner.
•Terminology•
There is no specific eTOM term for changes or associated ITIL terms such as change
request, change record, or change advisory board. Instead, eTOM generically refers to
“changes” in various processes. ITIL terminology includes:
ITIL Change – The actual change that is proposed and possibly carried out is
conceptually referred to as an ITIL Change. This is the generic term, which may refer to
the ITIL Change Request, ITIL Change Record, the change that is carried out, or all three.
ITIL Change Request – All changes are submitted as an ITIL Change Request, which may
also be called an ITIL Request for Change.
ITIL Change Record – After an ITIL Change Request is submitted and accepted, all
documentation related to that ITIL Change Request is captured in an ITIL Change Record.
• ITIL Change Advisory Board – A team that meets to assess an ITIL Change Request and
recommend its authorization or rejection.• ITIL Change Authority – The individual or
team that has the power to enact or reject an ITIL Change Request. • ITIL Standard
Change – A well-known type of change for which a simple, straightforward procedure
can be carried out to enact the change. These changes are often expedited and do not
require explicit authorization. For example, a request to add a user to a security group
may be an ITIL Standard Change. It may also be called an ITIL Pre-approved Change.

ITIL Change Management relates to several eTOM process areas. The eTOM processes
affected include:

Process Element: Service Configuration & Activation
Process Impact:
Where ITIL Change Management is employed as a guiding mechanism, then the Service

Configuration & Activation processes operate in line with this, so that they are then
aligned with the ITIL approach. The Service Configuration & Activation processes works
with ITIL Change Management to allocate, implement, configure, and activate a service,
bringing it into operation. All of these involve IT changes that must be managed and
coordinated.

Process Element: Resource Provisioning
Process Impact: Where ITIL Change Management is employed as a guiding mechanism,
then the Resource Provisioning processes operate in line with this, so that they are then
aligned with the ITIL approach. The Resource Provisioning processes work with ITIL
Change Management to allocate, install, configure, and activate specific resources in
support of IT services. All of these involve IT changes that must be managed and
coordinated.

then the Product & Offer Capability Delivery processes operate in line with this, so that
they are then aligned with the ITIL approach. The Product & Offer Capability Delivery
processes work with ITIL Change Management to coordinate the development of new
and modified products and offerings of the business. Because this includes changes to
IT services, ITIL Change Management is involved. Process Identifier: 1.2.2.2
Process Element: Service Capability Delivery
then the Service Capability Delivery processes operate in line with this, so that they are
then aligned with the ITIL approach. The Service Capability Delivery processes work with
ITIL Change Management to plan and deliver changes within business services, which
typically includes IT services.

Process Impact:
Where ITIL Change Management is employed as a guiding mechanism, then the Service
Development & Retirement processes operate in line with this, so that they are then
aligned with the ITIL approach. The Service Development & Retirement processes
develop new and enhanced types of service, and IT services that are a part of this
service are controlled and managed using ITIL Change Management.

Process Element: Resource Development & Retirement
then Resource Development & Retirement processes operate in line with this, so that
they are then aligned with the ITIL approach. The Resource Development & Retirement

processes develop new and enhanced types of resources to enable new services to be
developed, and IT services that are a part of this service are controlled and managed
using ITIL Change Management.

Process Element: Supply Chain Development & Change Management
then Supply Chain Development & Change Management processes operate in line with
this, so that they are then aligned with the ITIL approach. The Supply Chain
Development & Change Management processes manage changes in suppliers in support
of a supply chain, and this is an area where ITIL Change Management can be helpful in
assessing and approving changes to the supply chain of an IT service.
Explanatory
Mandatory
Optional
Interactions
1.7.1.1 Strategic Business Planning
Figure 444: 1.7.1.1 Strategic Business Planning decomposition

Strategic Business Planning

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.
Explanatory
Mandatory
Optional
Interactions
Provide Strategic Business Direction

Brief Description
Provide strategic business direction to the enterprise
Explanatory
Mandatory
Optional
Interactions
Create Actionable Strategy

Brief Description
Create actionable plans based on the business strategy
Explanatory
Mandatory
Optional
Interactions
Program-manage Strategy Implementation

Brief Description
Provide high-level program management of strategic business plan implementation.
Explanatory
Mandatory
Optional
Interactions
1.7.1.2 Business Development

Figure 445: 1.7.1.2 Business Development decomposition
Business Development
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
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
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.
Explanatory
Mandatory
Optional

Interactions
Develop Concepts for Revenue Streams

Brief Description
Develop concepts for new revenue streams, and diversification of revenue streams. The
focus is on broadening the scope of the enterprise activities through expansion, or
solutions for these high priority processes. Business Development processes are closely
related to Strategic Planning.
Explanatory
Mandatory
Optional
Interactions
Focus or Broaden Customer Base

Brief Description
Focus or broaden the customer base via investigating new markets, as well as different
products and services for the enterprise. The focus is on broadening the scope of the
enterprise activities through expansion, or sharpening the enterprise focus through
divestment or outsourcing of non-critical activities. The Marketing & Offer
Management processes are responsible for the development of markets and products
within the existing scope of the enterprise. Business Development processes understand
what processes are critical to the identity of the enterprise as priority processes and

look for higher quality and lower cost solutions for these high priority processes.
Business Development processes are closely related to Strategic Planning.
Explanatory
Mandatory
Optional
Interactions
Identify Outsourcing Opportunities

Brief Description
Identify the opportunity for a ‘surgical’ outsourcing of a function or process that is not a
benchmarks. The focus is on broadening the scope of the enterprise activities through
expansion, or sharpening the enterprise focus through divestment or outsourcing of
non-critical activities. The Marketing & Offer Management processes are responsible
for the development of markets and products within the existing scope of the
enterprise. Business Development processes understand what processes are critical to
the identity of the enterprise as priority processes and look for higher quality and lower
cost solutions for these high priority processes. Business Development processes are
closely related to Strategic Planning.
Explanatory
Mandatory
Optional
Interactions

Investigate Potential Mergers & Acquisitions

Brief Description
Manage investigation of potential merger and acquisition options to realize certain
enterprise strategies The focus is on broadening the scope of the enterprise activities
through expansion, or sharpening the enterprise focus through divestment or
outsourcing of non-critical activities. The Marketing & Offer Management processes are
responsible for the development of markets and products within the existing scope of
the enterprise. Business Development processes understand what processes are critical
to the identity of the enterprise as priority processes and look for higher quality and
lower cost solutions for these high priority processes. Business Development processes
are closely related to Strategic Planning.
Explanatory
Mandatory
Optional
Interactions
Facilitate Negotiation & Implementation of Potential Mergers & Acquisitions

Brief Description
Facilitate negotiation and implementation of mergers or acquisitions.
Explanatory
Mandatory

Optional
Interactions
1.7.1.3 Enterprise Architecture Management
Figure 446: 1.7.1.3 Enterprise Architecture Management decomposition
Enterprise Architecture Management

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.
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.
Explanatory
Mandatory
Optional
Interactions
Manage Enterprise Architecture Methodology

Brief Description
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. Enterprise Architecture
Management processes define, develop, manage and maintain the enterprise
architecture, which is the model describing the enterprise in all its facets.
Explanatory
Mandatory
Optional

Interactions
Co-ordinate Enterprise Architecture

Brief Description
Details the processes used to capture, modify, communicate, and review the enterprise
architecture and manage exceptions to it.
Explanatory
Mandatory
Optional
Interactions
Manage Enterprise Architecture Toolsets and Associated Standards

Brief Description
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.
Explanatory
Mandatory
Optional

Interactions
Manage & Administer Architecture Repositories

Brief Description
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.
Explanatory
Mandatory
Optional
Interactions
Manage Architecture Skillsets

Brief Description
Define the skill sets require for architects, develop training programs and manage any
certification process for architects across the enterprise.
Explanatory
Mandatory
Optional

Interactions
Provide Reference Source for Standard Operating Environment

Brief Description
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. The business strategies and plans
provide a key starting point for the development and direction provided. Note that
enterprise architecture management covers both IT and network technologies, and the
processes impact other areas within the eTOM model, such as Knowledge Management
and Process Architecture Management.
Explanatory
Mandatory
Optional
Interactions
Co-ordinate Architecture Review

Brief Description
Provides a point of review for strategy and tactical/solution architecture, and defines
and manages the review processes.
Explanatory
Mandatory

Optional
Interactions
1.7.1.4 Group Enterprise Management
Figure 447: 1.7.1.4 Group Enterprise Management decomposition
Group Enterprise Management

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
other parties is handled elsewhere, processes located in the Engaged Party domain). 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 planning, execution and management of existing
and new business activities.
Explanatory
Mandatory

Optional
Interactions
Plan & Implement Cross-Business Unit Operation

Brief Description
Planning and implementation of cross-business unit operation. These 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 other parties is handled elsewhere,
through processes located in the Engaged Party Domain). 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.
Explanatory
Mandatory
Optional
Interactions
Harmonize Processes & Communication Systems across Business Units

Brief Description
Harmonization of processes and communication systems;
Explanatory

Mandatory
Optional
Interactions
Manage Funding & Cross-Subsidies across Business Units

Brief Description
Funding and cross-subsidies
Explanatory
Mandatory
Optional
Interactions
Manage Investment for Business Development

Brief Description
Investment for business development
Explanatory
Mandatory
Optional

Interactions
Co-ordinate Business Activities

Brief Description
Planning, execution and management of existing and new business activities.
Explanatory
Mandatory
Optional
Interactions
1.7.2 Enterprise Risk Management
Figure 448: 1.7.2 Enterprise Risk Management decomposition
Enterprise Risk Management


Brief Description
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.
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 Customer-Ops horizontal process grouping.
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 identification and
management of customers. In the eTOM Business Process Framework, credit

management processes are therefore placed within the Customer-Ops horizontal

process grouping.
Explanatory
Mandatory
Optional
Interactions
Business Continuity Management

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 accountability and processes until the abnormal circumstances are resolved.
These processes have four major aspects:
• Business continuity planning which provides for the proactive planning and testing of
business and operational procedure continuity;
• Infrastructure recovery planning which provides for the pro-active determination of
recovery and backup procedures for all key infrastructure capabilities, and their
proactive testing;
• Serious incident management planning which defines the operational roles and
responsibilities, and proactively defines the operational procedures and escalation
criteria which are initiated when abnormal operation circumstances occur
• Business continuity management methodologies, which ensure consistent application
of business continuity management across the enterprise.
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.
Explanatory
Mandatory
Optional
Interactions
ITIL Problem Management

Brief Description
Problem Management is defined within ITIL. Its role here is as a model or template for
follow the ITIL approach, and thus other models for Problem Management (or
Problem Management is defined within ITIL, and further information is available at:
LServiceLifecycle.aspx.
for Problem Management (or equivalent) may apply in such cases.
ITIL Problem Management is driving to find the root cause of a problem. This is not
about fixing something quickly but about ensuring that the fix is permanent once it is
implemented. The Problem Manager will maintain information on problems, fixes and
workarounds and links in very closely with Knowledge Management processes.
•Terminology•

From the eTOM perspective, each problem is qualified according to its layer of origin.
For example, a Problem identified in the Service Management layer may be initially
described as a Service Problem. However, it may be subsequently described as a
Resource Problem following root cause determination.
From the ITIL perspective, a single end-to-end activity is envisaged that does not
necessitate the creation of complementary objects in other layers as occurs in eTOM.
Now, turning to the terms used by each approach.
In the ITIL approach, it is necessary to distinguish 3 terms. ITIL Incident, ITIL Problem and
ITIL Service Request.
ITIL Incident. An unplanned interruption to an IT service or reduction in the quality of an
IT service. The failure of a configuration item that has not yet impacted service is also an
ITIL incident, for example the failure of one disk from a mirror set.
ITIL Problem. An ITIL Problem is the underlying cause of one or more ITIL incidents and
remains a separate entity. An ITIL Problem must be solved to prevent the ITIL incident
from recurring. ITIL Incident Management forms part of the overall process of dealing
with problems in the organization and provides a point where these are reported. These
are managed within this process.
ITIL Service Request. Used as a generic description for many varying types of demands
that are placed upon the IT Department by the users. Many of these are actually small
changes .. low risk, frequently occurring, low cost, etc. For example, a request (to
change a password, to install an additional software application onto a particular
workstation, to relocate some items of desktop equipment) or maybe just a question
requesting information. The scale and frequent, low-risk nature of these ITIL Service
Requests means that they are better handled by a separate process, the ITIL Request
Fulfilment process. In the eTOM approach, the eTOM is updated to adopt the ITIL terms
for incidents and problems and to include explicit reference to these, whether in an IT or
business context.

ITIL Problem Management relates to several eTOM process areas. The eTOM processes
affected include
Within Operations:

Process Element: Customer Relationship Management
Process Impact: Where ITIL Problem Management is employed as a guiding mechanism,
then the Customer Relationship Management processes operate in line with this. The
affected processes are:

Problem Handling

Process Element: Problem Handling
then the Problem Handling processes operate in line with this.

Process Element: Customer QoS/SLA Management
then the Customer QoS/SLA Management processes operate in line with this.

Process Element: Service Management & Operations
then the Service Management & Operations processes operate in line with this. The
affected processes are: Service-Ops Support & Readiness
Service Problem Management Service Quality Management

then the Service-Ops Support & Readiness processes operate in line with this.

then the Service Configuration & Activation processes operate in line with this.

Process Element: Service Problem Management
then the Service Problem Management processes operate in line with this.

Process Element: Service Quality Management
then the Service Quality Management processes operate in line with this.

Process Element: Resource Management & Operations

then the Resource Management & Operations processes operate in line with this. The
Resource-Ops Support & Readiness


then the Resource Provisioning processes operate in line with this.

Process Element: Resource Trouble Management
then the Resource Trouble Management processes operate in line with this.

Process Element: Resource Performance Management
then the Resource Performance Management processes operate in line with this.

Process Element: Resource Data Collection & Distribution
then the Resource Data Collection & Distribution processes operate in line with this.
Process Domain : Engaged Party Domain

then processes in the Engaged Party domain operate in line with this. The affected
processes are: Party Support & Readiness
Process Element: Party Support & Readiness

then the Party Support & Readiness processes operate in line with this.

Process Element: Party Problem Handling

then the Party Problem Handling processes operate in line with this.
Process Element: Party Performance Management

then the Party Performance Management processes operate in line with this.
Within Strategy, Infrastructure & Product:

Process Element: Service Development & Management
then the Service Development & Management processes operate in line with this. The
affected process is:

then the Service Capability Delivery processes operate in line with this.
Process Identifier: 1.2.3Process Identifier: 1.1.4

Process Element Domain : Supplier/Partner Relationship Management Engaged Party
Domain
then the processes in the Engaged Party domain Supplier/Partner Relationship
Management processes operate in line with this. The affected processes are:
S/PRMParty Support & Readiness
S/Party Problem Reporting & Management Handling
S/Party Performance Management

Process Element: S/PRMParty Support & Readiness
then the S/PRMParty Support & Readiness processes operate in line with this.

Process Element: S/Party Problem Reporting & ManagementHandling
then the S/Party Problem Reporting & ManagementHandling processes operate in line
with this.

Process Element: S/Party Performance Management


then the S/Party Performance Management processes operate in line with this.
Process Element: Resource Development & Management

then the Resource Development & Management processes operate in line with this. The
affected process is

then the Resource Capability Delivery processes operate in line with this.

Process Element: Enterprise Risk Management
then the Enterprise Effectiveness Management processes operate in line with this.
Additionally, new ITIL references are proposed as L2 eTOM processes. These are:
Process Identifier: 1.3.3.x

Process Element: ITIL Problem Management
Process Impact:
This new process in eTOM should reference the corresponding detailed process in ITIL
documentation.
Explanatory
Mandatory
Optional
Interactions
Security Management
Brief Description
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. In the information and
communications technology (ICT) service provider domain, Security Management is a
systematic and continuous series of processes and behaviors which assure the
confidentiality, availability, and integrity of the Enterprise’s critical ICT assets.
confidentiality, availability, and integrity of the Enterprise’s critical ICT assets. For ICT
service providers, such assets can also include customer and partner data and resources.
Effective Security Management is essential for an ICT service provider to meet its
fiduciary and legal obligations, business/mission objectives, and customer expectations.
Security Management addresses both internal and external sources of security threats
as it provides computer network protection and defensive services. Security
Management processes include:1) Prevention; 2) Monitoring ; 3) Analysis; 4) Detection
5) Incident Management.
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
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.
Explanatory
Mandatory
Optional
Interactions
Fraud Management
Brief Description
The Fraud Management process entry point is further disseminated into 2 sub functions:
Policy Management and Operations Support
Fraud Management is chartered within an operator to conduct 2 primary functions
within the operator’s business model: Create and maintain a fraud policy (enabling
methods, activities, and other procedures to detect, prevent, and manage discovered
fraud instances within the operator), and support of fraud operations (creation and
management of rules, lists, tools/solutions used for detections, staff education, etc.).
The objective of the Fraud Management in general is to detect fraud risks, activities, and
other violations, as well as to detect and prevent the re-surfacing of known fraudulent
activities, individuals, and syndicates. Proactive detection processes are preferable to
reactive mitigation and management of existing fraud, hence the importance of policy
and support functions to provide tools to operational components in the enterprise to
prevent fraud before it becomes harmful to the business. Inevitably, reactive processes
must also be supported, as fraud tactics are in a continual state of change, posing a
constant threat to operators.
Explanatory
Mandatory

Optional
Interactions
Enterprise Risk Audit Management

Brief Description
Enterprise Risk Audit Management Provides assurance to senior management that the
processes and controls against the enterprise risk and threats are effective and conform
to relevant adopted standards.
“Enterprise Risk Audit Management” utilizes the “Enterprise Audit Management”
processes to implement the control measures against the enterprise risk and threat.
processes to implement the control measures against the enterprise risk and threat
Explanatory
Mandatory
Optional
Interactions
Insurance Management
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.
Explanatory
Mandatory
Optional
Interactions
Revenue Assurance Management

Brief Description
Establish an enterprise-wide revenue assurance policy framework, and an associated
operational capability aimed at minimizing revenue leakage within the enterprise,
without influencing demand.
The objective of the Revenue Assurance Management processes is to establish an
enterprise-wide revenue assurance policy framework, and an associated operational
capability to resolve any detected revenue assurance degradations and violations.
Revenue Assurance Management processes identify areas of revenue leakage risk within
the enterprise, and monitor industry trends and best practice approaches to ensure that
the enterprise remains at the forefront of revenue leakage minimization. These
processes support the categorization and prioritization of areas of revenue leakage risk.
To achieve this, 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.
Revenue Assurance Management processes deal with the establishment of tools and
data collection capabilities to capture details of operation activity, analysis of monitored
activity to detect and correct actual revenue leakage. These processes work in
conjunction with operational and other process elements to guide them in supporting
the specific needs of Revenue Assurance Management. Where appropriate, Revenue
Assurance Management processes supplement the capabilities of these other process

elements, to control and analyze the enterprise behavior relevant to Revenue Assurance
needs,
•Establishing and managing a revenue assurance policy framework, including
identification of controls and measures
•Establishing and managing an operational process capability able to detect and resolve
revenue assurance degradations and violations
•Establishing and managing a capacity to regularly review the revenue assurance policy
framework to ensure it meets the enterprise’s changing objectives.
Explanatory
Mandatory
Optional
Interactions
Integrity Management
Brief Description
Integrity Management is the set of activities and processes that aim to promote and
enforce integrity of the company’s People, Products and Processes.
Integrity Management processes urge and gauge compliance to intended integrity
practices by the enterprise.
In the Risk Management domain, Integrity Management is a systematic and continuous
series of processes and behaviors which stimulate and assure the Integrity of People,
Processes and Products throughout the enterprise and its partners.
In an enterprise the Code Of Conduct (COC) is one of the fundamental instruments to
base integrity on. Just handing out the COC is not enough. Integrity Management
processes accomplish intrinsic compliance to the corporate COC through
• providing clear integrity guidelines;
• running integrity programs;
• facilitating tools;
• promoting integrity best practices;
• gauging of intrinsic integrity compliance.
Explanatory
N/A

Mandatory
N/A
Optional
N/A
Interactions
N/A
ITIL IT Service Continuity Management

Brief Description
IT Service Continuity Management is defined within ITIL. Its role here is as a model or
choose to follow the ITIL approach, and thus other models for IT Service Continuity
IT Service Continuity Management is defined within ITIL, and further information is
available at:
for IT Service Continuity Management (or equivalent) may apply in such cases.
IT Service Continuity Management operates in support of overall Business Continuity
Management within the enterprise to ensure that the IT systems and support are
available within the business, and to recover and restore IT service as required and
agreed when service interruptions arise. The IT Service Continuity Manager will carry
out a Business Impact Analysis (BIA) for all existing and new services and will then
ensure that the results are included within the IT Service Continuity Plan which will be
aligned to the Business Continuity Plan. This process is also responsible for carrying out
risk assessments to ensure that these risks can be mitigated to prevent a disaster
situation if it is justifiable to do so.
•Terminology•
The use of “Service” in ITIL is more general than the usage within the Business Process
Framework. ITIL Service can be mapped to Service or Product within the Business
Process Framework, depending on the context and focus of the delivered capability.
Typically, ITIL services delivered internally in an enterprise (say, between departments)
will map to Service, while those delivered externally (to the enterprise’s customers) will

map to Product. ITIL IT Services represent a subset of the services recognized within ITIL,
which also identifies Business Services that these IT Services support and contribute to.

Process Impact: Where ITIL IT Service Continuity Management is employed as a guiding
mechanism, then the Enterprise Risk Management processes operate in line with this,
so that business continuity management, etc., are then aligned with the ITIL approach.

Process Element: Business Continuity Management
Process Impact:
Where ITIL IT Service Continuity Management is employed as a guiding mechanism,
then the Business Continuity Management processes operate in line with this, so that
business continuity planning, infrastructure recovery planning, and serious incident
management planning, etc., are then aligned with the ITIL approach.
Explanatory
Mandatory
Optional
Interactions
ITIL Information Security Management

Brief Description
Information Security Management is defined within ITIL. Its role here is as a model or
choose to follow the ITIL approach, and thus other models for Information Security
Information Security Management is defined within ITIL, and further information is
available at:

for Information Security Management (or equivalent) may apply in such cases.
Information Security Management addresses the safety and integrity of information
within the enterprise, and aims to satisfy a Service Level Agreement that has been
established with the owners/users of the information concerning these aspects. Issues
involved include the availability of the information, and maintaining its integrity and
confidentiality as required and agreed. More generally, Information Security
Management relates to IT Service Continuity Management, since information security
will form part of the overall approach for IT service continuity. The Information Security
Manager is responsible for developing and managing the Security Policies and also
ensuring that they are enforced. They will work closely with the IT Service Continuity
Manager carrying out BIA and ensuring that the security aspects are considered
appropriately.
•Terminology•
The use of “Information” in ITIL is consistent with its use within the TM Forum
Information Framework (SID).

ITIL Information Security Management relates to several eTOM process areas. The
eTOM processes affected include:

Process Impact: Where ITIL Information Security Management is employed as a guiding
so that business continuity management, security management, etc., are then aligned
with the ITIL approach.

mechanism, then the Business Continuity Management processes operate in line with
this, so that strategies, policies, plans, etc., are then aligned with the ITIL approach.

Process Element: Security Management
mechanism, then the Security Management processes operate in line with this, so that
corporate policies, guidelines, best practices, etc., are then aligned with the ITIL
approach.

Explanatory
Mandatory
Optional
Interactions
1.7.2.1 Business Continuity Management
Figure 449: 1.7.2.1 Business Continuity Management decomposition

Brief Description


proactive testing;
Explanatory
Mandatory
Optional
Interactions
Co-ordinate Business Continuity

Brief Description
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 accountability and processes until the
abnormal circumstances are resolved.
Explanatory

Mandatory
Optional
Interactions
Plan Business Continuity

Brief Description
Business continuity planning which provides for the proactive planning and testing of
business and operational procedure continuity
Explanatory
Mandatory
Optional
Interactions
Plan Infrastructure Recovery

Brief Description
Infrastructure recovery planning which provides for the pro-active determination of
proactive testing
Explanatory

Mandatory
Optional
Interactions
Plan Serious Incident Management

Brief Description
Serious incident management planning which defines the operational roles and
criteria which are initiated when abnormal operation circumstances occur. 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.
Explanatory
Mandatory
Optional
Interactions
Manage Business Continuity Methodologies

Brief Description
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

Explanatory
Mandatory
Optional
Interactions
1.7.2.2 Security Management
Figure 450: 1.7.2.2 Security Management decomposition
Security Management
Brief Description




Explanatory

Mandatory
Optional
Interactions
Manage Proactive Security Management

Brief Description
threat). Areas of threat can be physical (e.g. break-ins or terrorist incident,
inappropriate use of network) or logical (e.g. inappropriate access to and use of
information technology). The processes support the categorization and prioritization of
areas of threat, and deal with enterprise exposure to loss of value or reputation through
threats or security violations. These processes strongly interact with Fraud Management
elements.
Explanatory
Mandatory
Optional
Interactions
Define Security Management Analysis

Brief Description
Policy-based assessment of collected/correlated data for events or trends of interest.
Analysis may apply correlation and other functions over the collected data to form a
more complete and accurate picture of events and conditions – for example, to detect
patterns and trends that would not otherwise be visible. Ideally, policy-based

assessment methodologies are used in analysis, with those policies also being specified
as an integral part of the Prevention process.
Explanatory
Mandatory
Optional
Interactions
Define Security Management policies & procedures to facilitate detection

incidents
Brief Description
Policy-based recognition of a possible incident. Within the Detection process the
organization gains an awareness that Analysis has detected an anomaly – relative to
expected results -- and that a possible incident may be occurring or may have
occurred. At this stage, automated policy-based remediation may still be possible – i.e.,
without invoking Incident Management.
Explanatory
Mandatory
Optional
Interactions
Define Incident Management policies and procedures


Brief Description
ITSM-based incident management practices. Within the Incident Management process
the organization leverages ITSM-based incident management practices in response to a
Warning. Incident Management will identify necessary Response & Recovery actions
that may be conducted by Business Continuity Mgmt. processes or within
Operations/Assurance.
Explanatory
Mandatory
Optional
Interactions
Monitor Industry Trends for Security Management

Brief Description
Monitor industry trends and best practice approaches to ensure that the enterprise
remains at the forefront of security management threat minimization.
Explanatory
Mandatory
Optional
Interactions
Define Security Management Policies & Procedures


Brief Description
Define the policies, guidelines, practices and procedures to be followed. 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. . 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.
Explanatory
Mandatory
Optional
Interactions
Assist with Security Management Deployment

Brief Description
Provide assistance to the enterprise operational areas to deploy appropriate physical
infrastructure, procedures and monitoring capabilities. Security Management processes
are implemented at many levels of the enterprise and at the user, system/network, etc.
levels.
Explanatory
Mandatory
Optional
Interactions

Manage Reactive Security Management

Brief Description
Deal with the establishment of tools and data collection capabilities to capture details of
operation activity. 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. These processes
strongly interact with Fraud Management and have common elements and information
services and communications specific elements.
Explanatory
Mandatory
Optional
Interactions
Detect Potential Security Threats & Violations

Brief Description
analysis of monitored activity to detect potential threats/security violations
Explanatory
Mandatory
Optional
Interactions

Investigate Potential Security Threats & Violations

Brief Description
Forensic investigations to determine whether the potential threat is imminent or a
security violation has occurred, and the potential or actual perpetrators.
Explanatory
Mandatory
Optional
Interactions
Define Security Management Prevention

Brief Description
The specification of baseline security controls and operational policies to be deployed to
the Enterprise. In this process, the organization makes decisions (funding, staffing, R&D,
testing, monitoring, etc. about what assets (tangible and intangible) to protect, using
what particular means, and at what target assurance levels. These decisions must be
informed not only be technical options, but also by perceived asset value and threat
probability. These is typically done by conducting Vulnerability Management, Threat
Assessment, and Risk Mitigation processes. Within the Prevention process the
organization selects, designs and specifies a baseline set of security controls, including
operational policies, to be applied to its managed resources and services to include
Secure Configuration policies and procedures.
Explanatory
Mandatory

Optional
Interactions
Define Monitoring to Facilitate Security Management

Brief Description
Policy-based multimodal (active/passive, dynamic/scheduled) collection, filtering,
aggregation, distribution, and retention of relevant data. Within the Monitoring
process the organization collects and retains relevant data emanating from or
associated with a given set of managed resources and services. Baseline Monitoring
policies are best developed as an integral part of the Prevention process, and applied as
part of the Configuration process. Such policy-based Monitoring will tend to reflect the
multi-modal nature of the activity – to include, for example, active and/or passive
collection methodologies and dynamic and/or scheduled temporal constraints.
Explanatory
Mandatory
Optional
Interactions
1.7.2.3 Fraud Management

Figure 451: 1.7.2.3 Fraud Management decomposition
Fraud Management
Brief Description
Explanatory
Mandatory

Optional
Interactions
Fraud Policy Management

Brief Description
Establish and manage all intra-team, enterprise-wide, and external facing policies to
facilitate detection, management, and prevention of fraudulent activities
The objective of Fraud Policy Management is to manage and maintain all policies
necessary for successful fraud program operations within a carrier. Depending on the
product offerings, geographic region served, demographics of the subscriber base,
partner (e.g., wholesale) environment, internal network structure, budget, and other
factors, fraud policies will vary across operators, with unique requirements for fraud
policies prevalent in each case. Practices and processes for detection, investigation,
ongoing education, tool uses, feedback of identified frauds, external interactions
(partners, LEAs), etc. comprise areas within scope of Fraud Policy Management.
Explanatory
Mandatory
Optional
Interactions
Fraud Operations Support

Brief Description
Fraud Operations Support serves as the enabling function for fraud prevention, ongoing
fraud detection, and overall threat reduction practices.
Fraud Operations Support has a primary role as a preventative entity within Fraud
Operations overall. The Support process objective is to enable the ongoing detection,

investigation and actions functions of Fraud Operations but also to support, in a

proactive manner, the threats identification and Fraud avoidance functions through
preventative information collection, monitoring the business for changes (and counsel
the business when those changes expose a threat for fraud) and to manage fraud
learnings back into the business via list management, rule enhancements, etc.
Explanatory
Mandatory
Optional
Interactions
Fraud Operations Management

Brief Description
Fraud Operations is the core functional team tasked with the detection, investigation,
resolution, quantification, and prevention actions to deal with suspicious and fraudulent
activities and entities.
While fraud operations is responsible for the 24x7 actions associated with protecting
the business from existing and future fraud threats, the team also will provide
communications to additional audiences of fraud activities, including:
1. Internal audiences: Other departments as necessary to support fraud investigations

and corrective actions, and senior business owners, stakeholders, and executives to
illustrate progress, risks, and needs to increase effective protection around the business
2. External audiences: Other operators through the course of information sharing (e.g.,
fraud types and tactics to protect, investigative needs, etc.), and LEAs for purposes of
managing more significant threats and fraud generating individuals and syndicates.
Fraud Operations is divided into 3 primary functional groups: Information and Data
Processing, Fraud Analysis, and Fraud Actions. Each functional group will be defined
further in the following process sections.
Explanatory

Mandatory
Optional
Interactions
1.7.2.3.1 Fraud Policy Management
Figure 452: 1.7.2.3.1 Fraud Policy Management decomposition
Fraud Policy Management

Brief Description
Establish and manage all intra-team, enterprise-wide, and external facing policies to
facilitate detection, management, and prevention of fraudulent activities
The objective of Fraud Policy Management is to manage and maintain all policies
necessary for successful fraud program operations within a carrier. Depending on the
product offerings, geographic region served, demographics of the subscriber base,
partner (e.g., wholesale) environment, internal network structure, budget, and other
factors, fraud policies will vary across operators, with unique requirements for fraud

policies prevalent in each case. Practices and processes for detection, investigation,
ongoing education, tool uses, feedback of identified frauds, external interactions
(partners, LEAs), etc. comprise areas within scope of Fraud Policy Management.
Explanatory
Mandatory
Optional
Interactions
Manage Tool Policies

Brief Description
Establish and manage all policies related to the employment, use, and maintenance of
tools and/or solution platforms used in fraud detection, investigation, and management.
The objective of Tool Policy Management is to provide oversight to the entire lifecycle of
a fraud tool or solution within the organization. This includes several key components:
1. Identification of the need for a tool or solution. This will include the creation of
business case materials needed to support the need for investment in technology to
replace manual operations or enhance volumes of data being analyzed, etc. This
process will also be the origination point for requirements vetting, collecting, and
aggregation into RFx issuance, and the subsequent review and scoring of responses
received.
2. Deployment scope and project management of any tool or solution. While the
operator often contains an internal PMO for deployment activities/oversight, actual
requirements needed by the Fraud program must be represented and ensured by the
policy process.
3. Staff preparation. Use of technology requires training in both the use of the
technology and the fraud domain itself to understand rules and processes being
employed by tools. The policy process must identify and maintain the necessary staff
requirements to operate tools to the full extent of their deployed capabilities.
4. Ongoing process and rule enhancement. Tools are subject to modifications and
enhancements necessary to address constant changes within the fraud environment.
The policy process must maintain guidelines on when rules and processes may be
enhanced or updated.

5. Access to fraud tools and systems. Tools within the fraud environment have access to
particularly sensitive information that require increased levels of security. Policies must
be in place to determine who is allowed access to these tools, and specifically, what
actions they are allowed to perform within these fraud tools. For example,
configuration of rules for detection should be performed by appropriate staff to ensure
fair yet thorough application of any given rule. General staff within an organization
should not have access to this information or configuration capability.
6. Roadmap development. As needs of the fraud program change, tool support
inevitably must also evolve. In cases where tool capabilities do not meet the needs for
growth, requirements for enhancements must be maintained within the policy process,
and made available to tool developers and/or to subsequent RFx issuing. It is important
to examine existing tools within other departments for possible integration or re-use as
part of this process.
Explanatory
Mandatory
Optional
Interactions
Analyze and Identify Policies

Brief Description
This process serves as a repository of M&P (Methods and Procedures) information that
maintains best practices for fraud analysis and identification work.
Within the fraud practice, certain processes are formulated to provide consistency and
control around analysis of suspected fraud and the supporting investigative work to
determine whether a given case is, in fact, fraud. Analysis and identification procedure
policies may include M&P information covering:
- When an issue is eligible for investigation (e.g., meeting certain alarming criteria,
having a high enough financial value, etc.).
- How issues are prioritized once deemed eligible for investigation (ranking in work
queue, assignment to rapid teams vs. longer term investigation teams, etc.)
- What investigative processes are involved (e.g., internal process investigation, external
agency investigation, internal network or system investigation, etc.)

- Which individuals should conduct specific investigative steps (some steps may involve
managerial levels for information access, etc.)
- What supporting information may be necessary to conduct investigative analysis
- What criteria should be met to deem an incident as actual fraud
- What follow-up actions or steps are taken at the close of an incident (rules changes,
policy changes, process changes, etc.)
The Analysis and Identification policies should not only contain this information, but also
be able to provide this information as a guide to analysts, readily available and easily
employed.
Explanatory
Mandatory
Optional
Interactions
Manage Fraud Classification

Brief Description
This process serves as a repository of all fraud classifications pertinent to the operator’s
business model.
The management and control of fraud classification information is an ongoing effort
within any operator. Not only is this information constantly growing internally within
any given operator, but the available information externally is growing even more
rapidly (other operators, industry standards and bodies, LEAs, etc.). Management of
this information is critical to the success and efficiency of any fraud protection program.
Internal management tasks:

1. Collection and version control of detected and confirmed frauds
2. Management of M&Ps (Methods and Procedures) around each fraud type to:
a. Detect (e.g., applicable rules)
b. Investigate
c. Resolve (external interactions with LEAs, service interruptions, etc.)
External management tasks:

1. Access to fraud classifications and detection practices within the industry

2. Access to fraud types that do not match the operator’s business model - fraud
appearing in mobile technology may soon arrive in varied form in IPTV, for instance.
Access to a “library” of other fraud information will only benefit an operator over time.
Examples that may be shared within a library include:
a. Hotlist B Database
b. New fraud patterns
c. New security and/or business loopholes exploited by fraudsters
Explanatory
Mandatory
Optional
Interactions
Manage Internal Process Policies

Brief Description
This process serves as a repository of M&P (Methods and Procedures) information that
maintains best practices for internal process navigation.
Through the course of fraud program operations, other areas within the business will
often need to be engaged as part of investigative actions, corrective actions, etc. This
process serves as the set of guidelines needed to understand at what points external
support (outside of a fraud core team) is necessary, and what actions could be expected
to be performed by those external teams. This process will also contain pertinent
contact information of trusted, qualified individuals within those external teams that
may be used for fraud program work.
Explanatory
Mandatory
Optional

Interactions
Manage LEA (Law Enforcement Agency) Interaction Policies

Brief Description
This process serves as a repository of M&P (Methods and Procedures) information for
interactions with Law Enforcement Agencies (LEAs).
Fraud teams will, from time to time, find it necessary to interact with LEAs for the
purposes of investigating suspected fraud, understanding the scope of a fraud,
understanding the legality of a fraud, assisting LEAs in placing a financial value on a
fraud (to determine level of prosecution available), and to understand the syndicated
network that may be involved. Several pieces of information must be maintained within
this process, including:
1. Criteria for when LEAs should be involved in fraud response activities, including
materials that may be supplied to support investigations without breaching
confidentiality, etc.
2. Criteria under which the operator can and should assist LEAs in their investigations
(not initiated by the operator), including materials that may be supplied, confidentiality
restrictions, SLAs, cost sharing, etc.
3. Specific contacts within LEAs that may be utilized as liaisons
4. Cases under which certain LEA jurisdictions should be contacted (e.g., city, regional,
national, or international LEAs)
5. Cases under which multiple levels of LEAs may be required to be engaged
In situations where simple service interruption or collection actions are not enough to
resolve the magnitude of a fraud case, LEAs serve as a valuable asset to not only compel
fraudsters to cease activities and provide restitution, but to also prosecute more serious
offenses and seize equipment, technology, and information that may have been used to
perpetrate the fraud.
Explanatory
Mandatory
Optional

Interactions
Manage External Operator Interaction Policies

Brief Description
This process serves as a repository of M&P (Methods and Procedures) information for
interactions with External Operators.
One of the key preventative measures available to any operator is information sharing
with other operators. Considering the number of operators globally today, there is a
vast amount of information around fraud types, methods, detection practices, etc., that
(if available between operators) could save considerable time, money, and effort within
any given operator. However, policies do need to be in place to guard against the
sharing of sensitive information that could, in fact, harm the sharing operator. This may
include information that could benefit a competitor or trading partner, causing financial
loss, decrease in market share, or exposure of competitive advantage.
Explanatory
Mandatory
Optional
Interactions
Manage Internal Ethics Policies

Brief Description
This process contains specific policies relating to internal staff conduct, and outlines
what may be determined as a breach of that conduct and associated penalties.
The success of an operator is determined by many factors. One of the key factors
relates to the experience and conduct of the internal staff. Certain actions by internal
staff could result in harm to the operator in terms of financial loss, loss of customers, or
loss of sensitive internal information. Policies need to be constructed and maintained
within the operator that outline the conduct that is expected of employees, and also

what is considered a breach, or violation, of that conduct. Additionally, penalties

associated with breach or violation should also be explained within these policies (e.g.,
prosecution, termination, etc.). Specific policy areas to address include, but are not
limited to:
1. Internal communications
2. Partner communications
3. Customer communications
4. System access and use
This overall set of policies should be in the form of a document signed by all employees,
and maintained within their employee records.
Additional policies should also be maintained for Fraud Team members within the
operator. These policies should be included within an addendum document, signed by
each Fraud Team member. While all employees will have signed conduct agreements,
staff working within a Fraud department will have access to particularly sensitive
systems and information relating to internal and external fraud issues, which will
require an increased level of confidentiality, privacy, and most importantly, security,
beyond what general staff will be held accountable.
Explanatory
Mandatory
Optional
Interactions
1.7.2.3.2 Fraud Operations Support

Figure 453: 1.7.2.3.2 Fraud Operations Support decomposition
Fraud Operations Support

Brief Description
Fraud Operations Support serves as the enabling function for fraud prevention, ongoing
fraud detection, and overall threat reduction practices.
Fraud Operations Support has a primary role as a preventative entity within Fraud
Operations overall. The Support process objective is to enable the ongoing detection,
investigation and actions functions of Fraud Operations but also to support, in a
proactive manner, the threats identification and Fraud avoidance functions through
preventative information collection, monitoring the business for changes (and counsel
the business when those changes expose a threat for fraud) and to manage fraud
learnings back into the business via list management, rule enhancements, etc.
Explanatory
Mandatory
Optional
Interactions

Gather Intelligence
Brief Description
Intelligence Gathering is the process by which threats to the business are understood via
information analysis from a variety of sources, both internal and external.
Intelligence Gathering is one of two primary proactive process groups by which fraud
management practices are able to aggressively address fraud issues, preferably before
those issues are executed against the operator. Intelligence gathering processes and
methods serve as one of the operator’s first lines of defense to fraud attacks, and are a
critical path to understanding threats currently outside the operator’s business. Four
sub processes comprise Intelligence Gathering:
1. External Sources: Intelligence about fraud attacks, methods to detect, methods to

correct, and possible legality issues are collected and managed within this process step.
Sources may include:
a. Other operators: Collective information about fraud attacks is frequently shared
between operators as a best practice to help protect everyone
b. LEAs: Law Enforcement Agencies – where information about legality of the threats,
punishment available by law, methods to detect, etc., may be obtained
c. Industry support bodies: Fraud protection forums including TM Forum, GSM Fraud
Forum, CFCA, FIINA; Credit bureaus
d. Other industries: General utilities, healthcare, insurers, etc., where identity theft
practices and other frauds also occur
2. Customer Behavior Analysis: By understanding behaviors that lead to fraud activity,
patterns associated with these behaviors can be identified and isolated. Once isolated,
patterns of activities across all customers may be monitored for similar patterning that
would lead to alarms and analysis much earlier in an attempted fraud activity.
3. Customer Contacts: Frequently fraud activities conducted by an individual or
syndicate (defined for this instance as an organized group) will also involve other parties
that may not be directly associated with the fraud, but are knowledgeable of the
activity. While the individual(s) initiating the fraud may be isolated and the attack
halted, care should be taken to understand the associated parties within the
communications patterns of the initiating fraudsters. Attacks may resume via these
individuals, and therefore close monitoring of this chain of parties is warranted. Note
that none of these individuals (that either started the attack or were part of the
communications patterns) may be direct customers of the targeted operator.
4. Whistleblower: A “Whistleblower” is defined as an individual that identifies fraud
activity to an operator. This individual is most often an internal employee (revealing
internal fraud activity), but may also be an external party otherwise unaffiliated with the
operator. Several operators have encouraged internal whistle blowing by offering

incentives as part of normal operator policy to reward those people that bring fraud
attacks to the attention of the fraud management team.
Explanatory
Mandatory
Optional
Interactions
Reduce and Avoid Threat

Brief Description
Threat Reduction and Avoidance is the process by which threats are identified in a
proactive manner, to minimize risk to the business prior to an attempted attack.
Threat Reduction and Avoidance is the second of two primary proactive processes
(along with the aforementioned Intelligence Gathering) to minimize the risk of possible
fraud attacks. Within this process several protective steps are taken to ensure risk to
the business is mitigated as much as possible as an ongoing practice. Three sub
processes comprise the carrier’s ability to reduce and avoid threats:
1. Propagate Black Lists: As fraud attacks are identified and confirmed, those
individual(s) and any aliases are collected and managed within black lists. These lists
should be used as a tool to protect the operator against re-issue of services to those on
the list. Understanding that the list will be in a constant state of growth over time, an
operator will undoubtedly encounter a black listed name belonging to a completely
unassociated and innocent individual. Consequently, operators should consider
investigation of those cases prior to denial of services, in hopes of not excluding
legitimate, non-fraud customers.
2. Staff Vetting: Operators should conduct thorough background and security checks on
individuals that will have access to sensitive and otherwise vulnerable areas within the
operator’s business (access to network systems, billing systems, customer records and
accounts, financial data, etc.). Internal fraud is a substantial threat to every operator,
and depending on the employee’s area of access, periodic re-checks of backgrounds of
existing employees is not unreasonable.
3. Customer Education: Certain fraud types are often unable to be blocked by
operators, and may victimize an operator’s customer base while also causing loss to the

operator (e.g., customer credits given). In these situations, proactive steps should be
initiated by the operator to educate their customer base on behavioral changes and/or
methods that will help to prevent these fraud types from occurring. This may be in the
form of press releases, PSAs (Public Service Announcements), and even direct customer
contacts.
4. Risk Reviews: Risk Reviews are conducted throughout the business on recurring, non-
standard intervals. Risk reviews should focus on threats and vulnerabilities across (at
least) the following targets within the operator’s business:
a. Current operations and processes
b. Proposed new operational processes
c. Current products
d. Proposed new products
e. New systems within the network
f. Etc.
Explanatory
Mandatory
Optional
Interactions
Manage System Configuration

Brief Description
System Configuration Management serves as the support process to maintain critical
reference and configuration data. This process applies to operators with manual and
automated fraud management data analysis capabilities.
System Configuration Management is responsible for generating, implementing, and
maintaining all critical lists and rules libraries. This process must remained tightly
interfaced with the fraud analysis and determination activities to ensure lists are
maintained as current, and that rules are properly deployed and utilized. Three primary
sub processes are driven within System Configuration Management:
1. Hot Lists: Hot lists contain patterns of activity and behavior of past fraudsters. These
patterns may be analyzed against current patterns of activities within the network to
detect re-emergence of fraud activity.

2. Black Lists: These list(s) contain names/identities of prior known fraudsters, and
should be continually checked against new subscribers. This should also include altered
identities through a variety of methods.
3. Rules Library and Configurations: All rules associated with fraud detection are
maintained within this sub process. The challenge facing operators with rules
management goes beyond the simple configuration of rules; an operator must also
continue to review rule performance (ability to capture fraud, sensitivity to capture
fraud vs. creating “false positive” alerting, etc.). Additionally, rules are constantly
changing and growing based on changing dynamics in networks, products, systems,
internal processes, subscriber base, etc.
4. Alarm threshold management: Based on results of Fraud Determination (within
process identifier 1.2.2), threshold adjustments will need to made to either correct for
“false positive” alarming, or to increase threshold sensitivity to detect additional
suspected fraud situations. This process connection is illustrated within figure 5
“Overall Process Diagram”.
Explanatory
Mandatory
Optional
Interactions
1.7.2.3.3 Fraud Operations Management

Figure 454: 1.7.2.3.3 Fraud Operations Management decomposition
Process Information and Data

Brief Description
This process is the ongoing processing of information and data against rules designed to
detect threats, and the subsequent alerts and alarms resulting from rule violations and
other detection processes.
Fraud operations in general should be receiving data almost continuously, and analysis
of the received data should take place without delay where possible. Earlier processing
and/or analysis of datasets enables not only more rapid detection of fraud, but also the
subsequent ability to take meaningful action to stop fraudulent activities before (any)
damage is incurred by the business. There are 3 primary functional areas within this
process to address and define:
1. Rule Processing: During rule processing activities, information and data is passed
through rules either through automated (technology-based) means or other manual
processes. Depending on the volume of data and the complexity of the rules
(interdependencies, aggregated or weighted triggering, etc.), increasing levels of
technology will be necessary to quickly implement rules against data and determine the
results.
2. Alert Generation: Configuration of alerts. Alerts may be generated when certain
expected conditions are not met, including missing dataset delivery, failure to act on
investigation requests (escalations), etc. Alerts may also be issued when certain
conditions are exceeded, including excessive alarm quantities resulting from “loose”

rules producing false positive results.

3. Alarm Generation: Configuration of alarms. Alarms are typically the result of
detected events or activities that are suspicious and should be investigated as possible
fraud. Alarms may be the result of single rule violations, or of multiple rule violations
that contribute to weighted levels of suspicion (more complex scenario) etc.
Other functions may also include the configuration of supplementary reports for
scenarios not configured through rules and alarms as listed above.
The configuration of rules, alerts, and alarms should be governed by policies as

described in the 1.1.x processes for Fraud Management. Additionally, the procedures
that should be followed as a result of the issuance of an alert or alarm should be
governed by policies as described within the 1.1.x processes for Fraud Management.
Explanatory
Mandatory
Optional
Interactions
Analyze Fraud
Brief Description
This process is the ongoing activity of investigating, diagnosing, and implementing
controls to both prevent fraud and minimize existing fraud impacts.
Fraud Analysis is comprised of a series of sub processes that act as guidelines for
activities conducted by the analysis team. Each sub process is part of a linear flow that
also includes feedback into action and support processes, as described below.
1. Alarm Assessment: As data processing triggers alarms of suspected fraud, the

assessment activity is the first point at which initial triage of the alarm(s) is conducted.
During the assessment, the analyst should determine, based on business rules, the
initial validity of the alarm, a priority of the alarm (based on value, affected systems, or
other criteria), and the appropriate team that would need to address the alarm (e.g.,
billing, wholesale partner, network, etc.).
2. Alarm Investigation: Once initial assessment has occurred, the alarm is then

forwarded to an investigation activity that typically begins as an internal function.

During investigation additional data may be accessed, scope of the issue may be
ascertained, and an overall understanding of the issue will need to be achieved before
determining whether the issue is, in fact, fraud. During this process initial actions may
be invoked (e.g., disrupted service) to prevent further loss/risk prior to customer
contact and/or fraud determination work.
3. Contact Customer: Once internal investigations have gathered all information
available, a customer contact may be necessary to understand customer intention,
validity of the subscriber, etc. This is the final process performed prior to reaching a
fraud decision. If no customer is directly involved, this step may not be necessary (e.g.,
Dealer Fraud, Internal Fraud).
4. Fraud Determination: Once all information is collected from internal and external
investigations, a fraud determination is made. If the decision is that the issue is not
fraud, all investigative materials and findings are then passed onto the Fraud Actions
process (1.2.3) for closure, and the Support process (1.3.3) for enhancement of rules
and configurations to possibly avoid recurrence of this alarm condition. If the decision is
that the issue is, in fact fraud, similar subsequent activities will occur: First, the issue is
referred to the Fraud Actions (1.2.3) process to properly handle actions to stop the
fraud, initiate collections and legal actions, etc. Second, all investigative materials and
findings are then passed onto the Support process (1.3.3) for enhancement of rules and
configurations to hotlists, blacklists, and any refinement needed to possibly capture the
issue more rapidly.
5. Recording and Reporting: After the determination is made as fraud or not fraud,
activities associated with the analysis are finally passed into recording of actions, and
reporting of recoveries, time to capture and correct, and preventative actions now in
process.
Explanatory
Mandatory
Optional
Interactions
Perform Fraud Actions

Brief Description
This process contains all possible actions necessary to manage an issue following
determination as fraud or not fraud.

Fraud Actions is comprised of a series of sub processes that act as guidelines for
activities to be performed based on the issue being determined as fraud or not fraud.
Each sub process is capable of being a stand-alone process (not dependent on other
Actions sub processes), however more than one of these Actions may be used to help
bring any given issue to appropriate closure.
1. No Action: If an issue is determined to not be fraud, the issue is closed and archived
as part of this process. Concurrent flows to Support and Reporting have also occurred
to adjust rules, etc., as a result. No further action is required. Note: A feedback to the
System Configuration Management process should be considered in this case, for
possible alarm threshold adjustment, whitelist updates, etc. This process path is
denoted in Figure 5: “Overall Process”.
2. Adjust Customer Billing: Certain fraud instances result in customers being the victim
in addition to the operator. In these cases, extent of customer damage needs to be
quickly ascertained and corrected in the customer’s billing and/or services. While the
determination of the damage is typically performed by the fraud team, the actual
Customer Billing corrective action is usually performed by a Customer Care Team, based
on information forwarded by the Fraud Team.
3. Legal or LEA (Law Enforcement Agency) Action: If an issue is determined to be fraud
and significant financial loss, contract breach, or other illegal activities have occurred,
the operator may seek recourse via the legal system. This may be via civil reparations
and/or criminal charges. This sub process will utilize the operator’s policies (1.1.5) to
determine whether attorney, law enforcement, or other assistance is needed. This sub
process will also use the same policies to determine and collect supporting information
that will be necessary for those external agencies to properly pursue their activities.
4. Terminate Customer: If an issue is determined to be fraud and the operator deems
the issue to be of enough magnitude to warrant termination, this process will conduct
the termination of the customer (e.g., initiate the disconnect order).
5. Dismiss Staff: If an issue is determined to be fraud and/or a substantial violation of
internal operator policies and internal staff have been found responsible, termination of
the staff may be initiated at this step. Fraud team findings for ethics policy violations,
fraud investigative results, etc., should be forwarded to Human Resources, where
appropriate actions will be initiated. Of important note: Staff negligence resulting in
fraud is sometimes inappropriately diagnosed as intentional when, in fact, accidental
actions may have exposed the operator to the fraud. Care should be taken to fully
understand the circumstances around which the internal employee’s actions caused or
help cause the fraud.
6. Process Change: If an issue is determined to be fraud, future preventative steps may
include business process change in addition to fraud detection rule enhancements.
Business process may have, in fact, allowed the fraud to occur, therefore the first step in
prevention should happen well before a rule should capture the condition. This process
will need to interface with the business to identify candidates for process change and
present those to the appropriate business stakeholders.

Explanatory
Mandatory
Optional
Interactions
Fraud Operations Management

Brief Description
Fraud Operations is the core functional team tasked with the detection, investigation,
resolution, quantification, and prevention actions to deal with suspicious and fraudulent
activities and entities.
While fraud operations is responsible for the 24x7 actions associated with protecting
the business from existing and future fraud threats, the team also will provide
communications to additional audiences of fraud activities, including:
1. Internal audiences: Other departments as necessary to support fraud investigations

and corrective actions, and senior business owners, stakeholders, and executives to
illustrate progress, risks, and needs to increase effective protection around the business
2. External audiences: Other operators through the course of information sharing (e.g.,
fraud types and tactics to protect, investigative needs, etc.), and LEAs for purposes of
managing more significant threats and fraud generating individuals and syndicates.
Fraud Operations is divided into 3 primary functional groups: Information and Data
Processing, Fraud Analysis, and Fraud Actions. Each functional group will be defined
further in the following process sections.
Explanatory
Mandatory
Optional
Interactions

1.7.2.4 Audit Management
Figure 455: 1.7.2.4 Audit Management decomposition

Brief Description
Explanatory
Mandatory
Optional
Interactions
Define Audit Policy


Brief Description
Define the audit policies and procedures
Defines the audit policies and procedures. It will depend on the type of audit like but not
limited to Risk audit, Data Management, Data Governance Audit etc.
Defines the audit policies and procedures. It will depend on the type of audit like but not
limited to Risk audit, Data Management, Data Governance Audit etc.
Explanatory
Mandatory
Optional
Interactions
Define Audit Mechanism

Brief Description
Define the audit approach to be used depending on the circumstances, as well as the
risk assessment methodology and scoring approach to be used. identify, prioritize and
manage audit program
assessment methodology and scoring approach to be used. identify, prioritize and
manage audit program .
assessment methodology and scoring approach to be used. identify, prioritize and
manage audit program .
Explanatory
Mandatory
Optional

Interactions
Assess Operational Activities

Brief Description
Assess operational activities to ensure necessary or mandated control structures are in
place
place.
place.
Explanatory
Mandatory
Optional
Interactions
Evaluate Operational Activities

Brief Description
Provide an estimate to the extent to which the procedures are followed and are
effective
effective.
effective.
Explanatory

Mandatory
Optional
Interactions
Report Audits
Brief Description
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. T However, the assurance role of the processes is more
related to reactive assessment. The processes ensure that appropriate reports relating
to compliance and capability are provided to senior management/Board within
appropriate defined timeframes.
management/Board assurance. However, the assurance role of the processes is more
management/Board assurance. However, the assurance role of the processes is more

Explanatory
Mandatory
Optional
Interactions
Apply Audit Mechanisms Proactively

Brief Description
Use audit mechanisms proactively to develop risk assessment methodologies, scoring
systems, and advice to operational groups who are responsible for the operations
processes.
Use audit mechanisms proactively to develop assessment methodologies, scoring
processes.
Use audit mechanisms proactively to develop assessment methodologies, scoring
processes.
Explanatory
Mandatory
Optional
Interactions
1.7.2.5 Insurance Management

Figure 456: 1.7.2.5 Insurance Management decomposition
Brief Description
Explanatory
Mandatory
Optional
Interactions
Identify Insurable Risks


Brief Description
Identify areas and activities within the enterprise where risk aspects are insurable.
responsible for assessing the insurable risks within an enterprise.
Explanatory
Mandatory
Optional
Interactions
Analyze Insurance Cost/Benefits

Brief Description
Analyze the cost/benefits of undertaking specific insurance
Explanatory
Mandatory
Optional
Interactions
Provide Insurance Advice

Brief Description
Provide advice and consultancy to the enterprise relating to insurance of local activities
and programs

Explanatory
Mandatory
Optional
Interactions
Manage Insurance Portfolio

Brief Description
Manage the engagement with the external insurance industry, and administer insurance
Explanatory
Mandatory
Optional
Interactions
1.7.2.6 Revenue Assurance Management

Figure 457: 1.7.2.6 Revenue Assurance Management decomposition

Brief Description
needs,


Explanatory
Mandatory
Optional
Interactions
Manage Revenue Assurance Policy Framework

Brief Description
Establish and manage a framework of policies and measurable controls that are used to
manage the risk associated with revenue assurance
The objective of the Manage Revenue Assurance Framework process is to establish and
manage a framework of policies and measurable controls that are used to manage the
risk associated with revenue assurance, and to optimize the enterprise’s appetite for
revenue assurance risk.
•Establishing and managing a revenue assurance policy framework which is aligned with
the overall enterprise goals and objectives;
•Developing a framework of controls and KPIs which achieves the defined revenue
assurance goals and objectives
•Gaining enterprise-wide commitment to and knowledge of the framework
•Regularly reviewing the revenue assurance framework to ensure that its outcomes
remain aligned with the enterprise’s objectives.
The Manage Revenue Assurance Framework process has a specific responsibility in
developing and defining controls and Key Performance Indicators (KPIs) used for RA, in
conjunction with operational and other processes elsewhere in the enterprise. Where
processes elsewhere in the enterprise have an intrinsic capability to instrument their
own performance and behavior (as an aspect of operating effectively within the
business), the Manage Revenue Assurance Framework process makes use of this
capability, but can also provide guidance to these processes in the form of modified, or

additional, KPIs, required to support the overall role of Revenue Assurance

Management. This can involve individual process elements throughout the enterprise
(as appropriate for the various aspects of Revenue Assurance Management that apply),
or may involve co-ordination across a number of process elements where Revenue
Assurance Management acts to provide an integrated or coordinated view of the overall
situation.
With regard to KPI definition, the Manage Revenue Assurance Framework process
establishes the objectives used to identify the minimum level of satisfactory
performance required for a given control point or a process from an RA perspective, and
works with other process element in the enterprise to effect this.
With regard to development of Revenue Assurance controls, the Manage Revenue
Assurance Framework process applies policy-based rules that represent the logical
definition of comparisons performed on entities, such as bills and call detail records.
These are used together with Revenue Assurance KPIs, to identify discrepancies from an
RA perspective.
Explanatory
Mandatory
Optional
Interactions
Manage Revenue Assurance Operations

Brief Description
Measure the actual revenue assurance performance at defined control points against
the expected performance, report anomalies and manage resolution.
Manage Revenue Assurance Operations processes measure the actual revenue
assurance performance at defined control points against the expected performance,
report anomalies and manage resolution.
Manage Revenue Assurance Operations processes encompass managing, tracking,
monitoring, analyzing, controlling and reporting on revenue assurance performance as
determined by assessing defined KPIs measured against revenue assurance control
points.
If the analysis identifies that a revenue assurance KPI violation has occurred, this causes
a Revenue Assurance violation to be raised, that may in turn raise a Revenue Assurance

Trouble Report. Following on from this, processes are put in place to manage the
resolution of the performance violation
The Manage Revenue Assurance Operations processes will continue to track the
revenue assurance trouble report, ensuring that performance is restored to a level
required as defined by the acceptable range for the KPIs.
Explanatory
Mandatory
Optional
Interactions
Support Revenue Assurance Operations

Brief Description
Support the Manage Revenue Assurance Operations processes by managing
requirements for infrastructure to support the operational processes, and monitoring,
managing and reporting on the capability of the Manage Revenue Assurance Operations
processes.
The objectives of the Support Revenue Assurance Operations processes are twofold:
•support the Manage Revenue Assurance Operations processes by managing
requirements for infrastructure to support the operational processes, and
•monitoring, managing and reporting on the capability of the Manage Revenue
Assurance Operations processes.
•Developing and maintaining a repository of revenue assurance KPIs to support the
Manage Revenue Assurance Operations processes;
•Monitoring and analyzing the report produced by Operations processes to identify
potential revenue assurance problems that may be arising across operational processes
as a whole;
•Establishing and managing revenue assurance data collection schedules, including
requests from Manage Revenue Assurance Operations processes for additional data to
support revenue assurance performance analysis;
•Monitoring of the Manage Revenue Assurance Operations processes and associated

costs (including where the processes extend to infrastructure deployed and managed by
third parties), and reporting on the capability of the Manage Revenue Assurance
Operations processes;
•Establishing and managing resource performance notification facilities and lists to
support the Manage Revenue Assurance Operations notification and reporting
processes;
•Creating, deploying, modifying and/or upgrading of revenue assurance infrastructure
deployment support tools and processes for new and/or modified revenue assurance
infrastructure
•Authoring, reviewing and approving operational procedures developed by Resource
•Testing and acceptance of new and/or modified revenue assurance infrastructure
support tools as part of the handover procedure from the Resource Development &
Management processes
•Detecting revenue assurance infrastructure operational limitations and/or deployment
Explanatory
Mandatory
Optional
Interactions
1.7.2.6.2 Manage Revenue Assurance Operations

Figure 458: 1.7.2.6.2 Manage Revenue Assurance Operations decomposition
Manage Revenue Assurance Operations

Brief Description
Measure the actual revenue assurance performance at defined control points against
the expected performance, report anomalies and manage resolution.
Manage Revenue Assurance Operations processes measure the actual revenue
assurance performance at defined control points against the expected performance,
report anomalies and manage resolution.
Manage Revenue Assurance Operations processes encompass managing, tracking,
monitoring, analyzing, controlling and reporting on revenue assurance performance as
determined by assessing defined KPIs measured against revenue assurance control
points.
If the analysis identifies that a revenue assurance KPI violation has occurred, this causes
a Revenue Assurance violation to be raised, that may in turn raise a Revenue Assurance
Trouble Report. Following on from this, processes are put in place to manage the
resolution of the performance violation
The Manage Revenue Assurance Operations processes will continue to track the
revenue assurance trouble report, ensuring that performance is restored to a level
required as defined by the acceptable range for the KPIs.
Explanatory
Mandatory

Optional
Interactions
Monitor Revenue Assurance Controls

Brief Description
Monitor defined revenue assurance control points and undertake first-in detection of
any violations or degradations of KPIs associated with the control points.
The objective of the Monitor Revenue Assurance Controls processes is to monitor
defined revenue assurance control points and undertake first-in detection of any
violations or degradations of KPIs associated with the control points.
•Undertake the role of first in detection by monitoring the defined revenue assurance
control points;
•Comparing the received specific revenue assurance related data received from the
control points to the KPIs associated with the control points;
•Assessing and recording received specific revenue assurance related data received
from the control points which is within tolerance limits for the KPIs associated with the
control points, and for which continuous monitoring and measuring of specific revenue
assurance tolerances is required;
•Prioritize revenue assurance KPI violations on what’s considered the most critical
function of the system from a data integrity and revenue assurance perspective in
circumstances where multiple revenue assurance violations are detected;
Revenue Assurance processes;
•Detecting revenue assurance threshold violations which represent specific revenue
assurance failures due to abnormal performance;
•Detecting KPI degradation for specific revenue assurance control points which provide
early warning of potential issues;
•Creating and forwarding event notifications for detected degradations and violations
to the Create Revenue Assurance Trouble Report processes
•Logging specific revenue assurance performance degradation and violation details to
ensure historical records are available to support the needs of other processes.
Note that the focus of the Monitor Revenue Assurance Controls is usually cross-process,
as it supplements the process monitoring capabilities already established elsewhere
within the eTOM business process framework.

Explanatory
Mandatory
Optional
Interactions
Create Revenue Assurance Trouble Report

Brief Description
Create a new revenue assurance trouble report.
The objective of the Create Revenue Assurance Trouble Report process is to create a
new revenue assurance trouble report, and based on requests from other processes,
either create and forward modification requests for existing revenue assurance trouble
reports or create and forward cancellation requests for existing revenue assurance
trouble reports.
A new revenue assurance trouble report may be created as a result of event
notifications forwarded by the Monitor Revenue Assurance Controls process, or by
requests arriving from other processes which have detected performance or fault
conditions which may give rise to a revenue assurance leakage.
If the revenue assurance trouble report is created, the Create Revenue Assurance
Trouble Report processes are responsible for converting the received information into a
form suitable for the Revenue Assurance processes, and for requesting additional
information if required. Each revenue assurance trouble report should contain
knowledge about the originator, the perceived severity level, the type of revenue
assurance performance issue, any associated data on the revenue assurance
performance issue, associated data on the possible cause and due date.
Explanatory
Mandatory
Optional
Interactions

Assess Revenue Assurance Trouble

Brief Description
Analyze the information received to determine the nature and the root cause of the
revenue assurance violation or degradation.
The objective of the Assess Revenue Trouble processes is to analyze the information
received to determine the nature and the root cause of the revenue assurance violation
or degradation.
•Undertaking analysis as required on specific revenue assurance violation/degradation
information received;
•Developing and undertaking specific detailed analysis to discover the root cause.
•Comparing the data received to baseline and historical data, including data associated
with other open or historical revenue assurance trouble tickets;
•Initiating, modifying and cancelling revenue assurance data collection as required to
further analyze the revenue assurance degradation or violation;
•Determining the root causes of the revenue assurance degradations and violations;
•Recording the results of the analysis and intermediate updates for historical analysis
and for use as required by other processes
Updating the results of the analysis, together with any recommendations as to further
action, in the revenue assurance trouble report.
Explanatory
Mandatory
Optional
Interactions
Resolve Revenue Assurance Trouble

Brief Description
Undertake actions as directed to resolve detected revenue assurance violations and
degradations.

The objective of the Resolve Revenue Assurance Trouble processes is to undertake
actions as directed to resolve detected revenue assurance violations and degradations.
These processes undertake resolution activities within the bounds of the organizational
capability associated with revenue assurance. The resolution activities are likely to lead
to process and/or procedural changes which can be managed to fruition by these
processes.
Where the analysis has indicated that resolution requires changes to specific resource
and/or service configurations, these later resolution activities are managed by the
specific resolution processes associated these resources and services. They are outside
of the scope of this Resolve Revenue Assurance Trouble process.
Explanatory
Mandatory
Optional
Interactions
Track & Manage Revenue Assurance Trouble Resolution

Brief Description
Efficiently assign, coordinate and track specific revenue assurance trouble analysis, and
resolution, and to manage escalation (functional or hierarchical) as required to resolve
an open revenue assurance trouble report.
The objective of the Track & Manage Revenue Assurance Trouble Resolution processes
is to efficiently assign, coordinate and track specific revenue assurance trouble analysis,
and resolution, and to manage escalation (functional or hierarchical) as required to
resolve an open revenue assurance trouble report. To the extent that jeopardy
management is associated with open revenue assurance trouble report, the Track &
Manage Revenue Assurance Trouble Resolution process is responsible for detecting and
escalating jeopardy conditions.
•Scheduling, assigning and coordinating analysis and specific revenue assurance trouble
resolution activities, including further analysis/reviews to ensure the success of the
resolution activity;
•Modifying the revenue assurance trouble report status;

•Associating a money value to a RA trouble, when possible, in order to better

understand its revenue impact
•Canceling a revenue assurance trouble report when analysis indicates that the revenue
assurance trouble report has been unnecessarily created
•Monitoring the status of open revenue assurance trouble reports, and escalating
revenue assurance trouble reports (either functionally or hierarchically) as necessary.
managed by suppliers/partners. In these cases the Track & Manage Revenue Assurance
Trouble Resolution process is responsible for initiating requests, through - S/P
Performance Management for resolution by the supplier/partner of the specific revenue
assurance leakage aspects attributed to the supplier/partner.
tasks are finished at the appropriate time and in the appropriate sequence. The Track &
Manage Revenue Assurance Trouble Resolution processes will also inform the Close
Revenue Assurance Trouble Report processes by modifying the revenue assurance
trouble report status to cleared when the issues leading to the detected revenue
leakage have been resolved.
Explanatory
Mandatory
Optional
Interactions
Report Revenue Assurance

Brief Description
Monitor and report on the status of continuous monitoring of revenue assurance
control point performance, of revenue assurance trouble reports, to provide
notifications of any changes and provide management reports.
The objective of the Report Revenue Assurance processes is to monitor and report on
the status of continuous monitoring of revenue assurance control point performance, of
revenue assurance trouble reports, to provide notifications of any changes and provide
management reports.
These processes are responsible for continuously monitoring the status of revenue
assurance trouble reports and managing notifications to other processes and to other

managed and maintained by the Support Revenue Assurance Operations processes.
These processes record, analyze and assess the revenue assurance trouble report status
changes to provide management reports and any specialized summaries of the
efficiency and effectiveness of the overall Manage Revenue Assurance Operations
processes. These specialized summaries could be specific reports required by specific
audiences and/or customers.
Explanatory
Mandatory
Optional
Interactions
Close Revenue Assurance Trouble Report

Brief Description
Close a revenue assurance trouble report when the issues leading to the revenue
leakage have been resolved.
The objective of the Close Revenue Assurance Trouble Report processes is to close a
revenue assurance trouble report when the issues leading to the revenue leakage have
been resolved.
These processes monitor the status of all open revenue assurance trouble reports, and
recognize that a revenue assurance trouble report is ready to be closed when the status
is changed to cleared.
Explanatory
Mandatory
Optional
Interactions

1.7.3 Enterprise Effectiveness Management
Figure 459: 1.7.3 Enterprise Effectiveness Management decomposition
Enterprise Effectiveness Management

Brief Description
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.
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.
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. Across an enterprise many activities occur to
expand the capability of the enterprise to deliver products and services, 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.
guarantee an optimal performance of the employees.
Explanatory
Mandatory
Optional
Interactions
Process Management & Support

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

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.
Explanatory
Mandatory
Optional
Interactions
ITIL Service Level Management

Brief Description
Service Level Management is defined within ITIL. Its role here is as a model or template
for how other process areas should operate to align with the ITIL approach, where this is
follow the ITIL approach, and thus other models for Service Level Management (or
Service Level Management is defined within ITIL, and further information is available at:
for Service Catalog Management (or equivalent) may apply in such cases.
The Service Level Manager is responsible for keeping up to date with the current and

future service requirements of customers. They also ensure that Service Level
Agreements (SLAs) and Service Level Reports (SLRs) are kept up to date and are a true
reflection of the business requirements. This process also looks at complaints, plaudits
and customer satisfaction.
•Terminology•
From the eTOM perspective, ITIL Customer – eTOM end-user
ITIL Service – eTOM CFS and RFS distinction
ITIL SLA – eTOM Customer QoS/SLAITIL SLO – eTOM Service Quality ITIL Underpinning
Contract – referred in eTOM as ‘agreed commercial arrangements between the service
provider and the other parties involved.

ITIL Service Level Management relates to several eTOM process areas. The eTOM
processes affected include: Within Operations:
Process Impact:
Where ITIL Service Level Management is employed as a guiding mechanism, then the
Customer QoS/SLA Management processes operate in line with this. 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 is
within the scope of ITIL Service Level Management.
Process Impact:
Service Quality Management processes operate in line with this. Managing, tracking,
monitoring, analyzing, improving and reporting on the performance of specific services
is within the scope of ITIL Service Level Management.
Process Impact:

Resource Performance Management processes operate in line with this. Setting the
proper level of Service Level Objectives in accordance to established upper Service Level
Agreements based upon relevant resource performance.
Process Identifier:
Process Impact:
Party Performance Management processes operate in line with this. Setting the proper
level of the Underpinning Contracts in accordance to established upper Service Level
Agreements.
Process Impact:
Product & Offer Capability Delivery processes operate in line with this. Determine
Product Requirements to support the proper level of services performance.
Process Impact:
Service Development & Management processes operate in line with this. Affected
processes are:
Service Capability Delivery: ensure that enough Service Capability is in place in order to
achieve Service Level Objectives
Process Impact:
Resource Development & Management processes operate in line with this. Affected
processes are:
Resource Capability Delivery: ensure that enough Resource Capability is in place in order
to achieve Service Level Objectives
Process Element: Supply Chain Development and Management
Process Impact:
Supply Chain Development and Management processes operate in line with this. Ensure
that Supply chain is developed in accordance with the established Service Level
objectives.
Explanatory

Mandatory
Optional
Interactions
ITIL Capacity Management

Brief Description
Capacity Management is defined within ITIL. Its role here is as a model or template for
follow the ITIL approach, and thus other models for Capacity Management (or
Capacity Management is defined within ITIL, and further information is available at:
for Capacity Management (or equivalent) may apply in such cases.
The Capacity Manager will ensure that there is adequate Capacity to meet current and
future business need. This means ensuring that the forecasting of future need is in
place along with measuring the current usage. This role will ensure that optimization
takes place along with looking forwards to what the new technology available is and will
be, recommendations will be made in line with these findings.
•Terminology•


From the eTOM perspective, ITIL Service – eTOM CFS and RFS distinction
ITIL Incident – eTOM Problem
ITIL Problem – eTOM QoS

ITIL Capacity Management relates to several eTOM process areas. The eTOM processes
affected include: Within Operations:

Process Impact:
Where ITIL Capacity Management is employed as a guiding mechanism, then the
Customer-Ops Support & Readiness processes operate in line with this. Affected
processes are:
Support Customer QoS/SLA Product capability is measured, analyzed and reported in
accordance to the defined/expected QoS/SLA; actions are planned and initiated for
corrective actions; improvements are planned according to forecasts and trends.

Process Impact:
Customer QoS/SLA Management processes operate in line with this. Affected processes
are:
Product capability is measured, analyzed and reported in accordance to the
defined/expected QoS/SLA; actions are planned and initiated for corrective actions;
improvements are planned according to forecasts and trends

Process Impact:
Service-Ops Support & Readiness processes operate in line with this. Affected processes
are:
Ensure Service capability is measured, analyzed and reported in accordance to the


Process Impact:
Resource-Ops Support & Readiness processes operate in line with this. Affected
processes are:
Ensure Resource capability is measured, analyzed and reported in accordance to the

Process Impact:
processes are:
Manage handover to Product Operations
Product capability is measured, analyzed and reported in accordance to the

Process Impact:
Where ITIL Capacity Management is employed as a guiding mechanism, then the Service
Capability Delivery processes operate in line with this. Affected processes are:
Manage handover to Service Operations
Service capability is measured, analyzed and reported in accordance to the

Process Impact:
Development & Retirement processes operate in line with this. Affected processes are:

Assess Performance of existing Services Service capability is measured, analyzed and

reported in accordance to the defined/expected QoS/SLA; actions are planned and
initiated for corrective actions; improvements are planned according to forecasts and
trends

Process Impact:
Resource Capability Delivery processes operate in line with this. Affected processes are:
Design Resource Capability
Resource capability is measured, analyzed and reported in accordance to the

Process Element: Service Strategy & Planning
Process Impact:
Strategy & Planning processes operate in line with this. Affected processes are:
Gather and Analyze Service Information
Service capability is measured, analyzed and reported in accordance to the
Explanatory
Mandatory
Optional
Interactions
ITIL Availability Management


Brief Description
Availability Management is defined within ITIL. Its role here is as a model or template
for how other process areas should operate to align with the ITIL approach, where this is
follow the ITIL approach, and thus other models for Availability Management (or
Availability Management is defined within ITIL, and further information is available at:
for Availability Management (or equivalent) may apply in such cases.
The Availability Manager is responsible for ensuring the current Service is performing to
its availability targets as well as ensuring that new services are designed to deliver the
availability levels required by the business. The Availability Manager will help to specify
what the reliability, maintainability and serviceability of a new service should be.
•Terminology•
From the eTOM perspective, ITIL Service – eTOM CFS and RFS distinction
ITIL Incident – eTOM Problem
ITIL Problem – eTOM QoS
ITIL Availability Management relates to several eTOM process areas. The eTOM

Process Impact:
Where ITIL Availability Management is employed as a guiding mechanism, then the
Customer-Ops Support & Readiness processes operate in line with this. Affected
processes are:

Support Customer QoS/SLA Management

product availability is measured, analyzed and reported in accordance to the

Process Impact:
Customer QoS/SLA Management processes operate in line with this. Affected processes
are:
Create Customer QoS Performance Degradation Report: product availability is
measured, analyzed and reported in accordance to the defined/expected QoS/SLA;
actions are planned and initiated for corrective actions; improvements are planned
according to forecasts and trends

Process Impact:
Service-Ops Support & Readiness processes operate in line with this. Affected processes
are:
Enable Service Quality Management: service availability is measured, analyzed and
reported in accordance to the defined/expected QoS/SLA; actions are planned and
trends

Process Impact:
Resource-Ops Support & Readiness processes operate in line with this. Affected
processes are:
Enable Resource Performance Management: resource availability is measured, analyzed
and reported in accordance to the defined/expected QoS/SLA; actions are planned and
trends

Process Impact:

processes are:
Manage handover to Product Operations
Product availability is measured, analyzed and reported in accordance to the

Process Impact:
Service Capability Delivery processes operate in line with this. Affected processes are:
Manage handover to Service Operations
Service availability is measured, analyzed and reported in accordance to the

Process Impact:
Service Development & Retirement processes operate in line with this. Affected
processes are:
Assess Performance of existing Services

Process Impact:
Resource Capability Delivery processes operate in line with this. Affected processes are:

Design Resource Capability

Resource availability is measured, analyzed and reported in accordance to the

Process Element: Service Strategy & Planning
Process Impact:
Service Strategy & Planning processes operate in line with this. Affected processes are:
Gather and Analyze Service Information
improvements are planned according to forecasts and trends.
Explanatory
Mandatory
Optional
Interactions
ITIL Request Fulfillment

Brief Description
Request Fulfillment is defined within ITIL. Its role here is as a model or template for how
other process areas should operate to align with the ITIL approach, where this is
follow the ITIL approach, and thus other models for Request Fulfillment (or equivalent)
may apply in such cases.
Request Fulfillment is defined within ITIL, and further information is available at:

for Request Fulfillment (or equivalent) may apply in such cases.
ITIL Request Fulfillment ensures that Service Requests are fulfilled in a controlled and
timely manner, most of these service requests are actually changes to the service but
due to the small scale impact and frequency it makes sense to take them out of the
change management process. The models used for request fulfillment must be signed
off by change management before they are used to ensure that there are no risks to the
service or environment by implementing them.
•Terminology•
From the eTOM perspective, each service request is qualified according to its layer of
origin. So, for example, a service request created in the customer layer may be
described as a Customer Service Request etc. In addition, service requests are not
constrained to the Fulfillment vertical in the Operations part of eTOM. They can also be
found in other verticals such as problem handling in the assurance vertical or bill inquiry
handling in the billing vertical.
with problems in the organization and provides a point where these are reported.
changes .. low risk, frequently occurring, low cost, etc.
For example, a request (to change a password, to install an additional software
application onto a particular workstation, to relocate some items of desktop equipment)

or maybe just a question requesting information. The scale and frequent, low-risk
nature of these ITIL Service Requests means that they are handled in this process.
In the eTOM approach, the eTOM is updated to adopt the ITIL terms for incidents and
problems and to include explicit reference to these, whether in an IT or business
context.

ITIL Request Fulfilment affects the following eTOM process areas:
Within Operations:

Process Impact: Where ITIL Request Fulfilment is employed as a guiding mechanism,
Customer-Ops Support & Readiness
Order Handling
Problem Handling
Billing Inquiry Handling

then the Customer-Ops Support & Readiness processes operate in line with this.

Process Element: Customer Interface Management
then the Customer Interface Management processes operate in line with this.

Process Element: Order Handling
then the Order Handling processes operate in line with this.


Process Element: Billing Inquiry Handling

then the Billing Inquiry Handling processes operate in line with this.




Process domain: Engaged Party

then the processes of the Engaged Party operate in line with this. The affected
processes are: Party Order Handling , Party Interface Management
Process Element: Party Order Handling

then the Party Order Handling processes operate in line with this.
Process Element: Party Interface Management

then the Party Interface Management processes operate in line with this.
Process Element: Enterprise Effectiveness Management
ITIL Request Fulfilment


Process Element: ITIL Request Fulfilment
Process Impact:
documentation.
Explanatory
Mandatory
Optional
Interactions
ITIL Continual Service Improvement

Brief Description
Continual Service Improvement (CSI) is defined within ITIL. Its role here is as a model or
choose to follow the ITIL approach, and thus other models for CSI (or equivalent) may
apply in such cases.
Continual Service Improvement (CSI) is defined within ITIL, and further information is
available at:
LServiceLifecycle.aspx ,
for CSI (or equivalent) may apply in such cases.
Continual Service Improvement represents pro-active mechanisms to help an
organization to improve and realize benefits in terms of ROI (return on investment) and
VOI (value on investment) along with intangible benefits of customer and staff
satisfaction increasing. Note that while there may be a central focus for CSI within an
organization, typically the activities to improve should form part of everyone’s roles.
Everyone within the organization needs to be empowered to suggest improvement
ideas and those who actually run the processes or areas of business affected by an

Improvement activity should be expected to implement the solutions.
•Terminology•
map to Product.

Process Element: Enterprise Effectiveness Management
Process Impact: 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, and
can manage this in line with the ITIL context of Continual Service Improvement (CSI),
where this is relevant for the enterprise concerned.

Process Element: Process Management & Support
Process Impact: Where ITIL Continual Service Improvement (CSI) is employed as a
guiding mechanism, then the Process Management & Support processes operate in line
with this, so that process design, change, etc., are then aligned with the ITIL approach.
In ITIL Continual Service Improvement, the intent is that all parts of an enterprise seek
to improve services and service management processes, based on formalizing and
documenting process responsibilities and ownership, and suitable metrics to measure
and evaluate the services concerned, including the relationship with underlying
technologies, etc., as well as the processes involved. ITIL Continual Service Improvement
aims to review, analyze and recommend improvements in all these areas, with the
overall goal of improving both cost effectiveness for the services concerned and the
customer satisfaction of the service users. The general role of the Process Management
& Support processes is consistent with these goals, and ITIL Continual Service
Improvement acts to focus how these Process Management & Support operate, and to
provide requirements for this.

Process Element: Enterprise Quality Management
guiding mechanism, then the Enterprise Quality Management processes operate within
this, so that quality management policies and how these are applied throughout the
Enterprise are then aligned with the ITIL approach.


Process Element: Enterprise Performance Assessment
guiding mechanism, then the Enterprise Performance Assessment processes operate in
line with this, so that process monitoring and assessment, etc., are then aligned with the
ITIL approach.

Process Element: Product & Offer Development & Retirement
Process Impact:
Product Development & Retirement processes also manage major product and service
updates and enhancement, and can manage this in line with the ITIL context of
Continual Service Improvement (CSI), where this is relevant for the enterprise
concerned.

Process Element: Gather & Analyze New Product Ideas
guiding mechanism, then the Gather & Analyze New Product Ideas processes operate
within this, so that analysis of product and service updates and enhancement, etc., are
then aligned with the ITIL approach.

Process Element: Assess Performance of Existing Products
Process Impact:
Where ITIL Continual Service Improvement (CSI) is employed as a guiding mechanism,
then the Assess Performance of Existing Products processes operate in line with this, so
that product performance analysis and assessment, etc., are then aligned with the ITIL
approach.

Process Element: Develop New Product Business Proposal
guiding mechanism, then the Develop New Product Business Proposal processes
operate in line with this, so that proposals for product and service updates and
enhancement, etc., are then aligned with the ITIL approach.

Process Element: Develop Detailed Product Specifications
guiding mechanism, then the Develop Detailed Product Specifications processes operate
in line with this, so that specification of product and service updates and enhancement,
etc., are then aligned with the ITIL approach.


Process Element: Assess Performance of Existing Products
Process Impact: Manage Product Development
Where ITIL Continual Service Improvement (CSI) is employed as a guiding mechanism,
then the Manage Product Development processes operate in line with this, so that
development of product and service updates and enhancement, etc., are then aligned
Explanatory
Mandatory
Optional
Interactions
Enterprise Quality Management

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
Explanatory
Mandatory
Optional
Interactions

Program & Project Management

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 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.
Explanatory
Mandatory
Optional
Interactions
Enterprise Performance Assessment

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.
Explanatory
Mandatory
Optional
Interactions
Facilities Management & Support

Brief Description
Take care of environmental aspects within the enterprise's workplace.
guarantee the optimal performance of the employees
Explanatory
Mandatory
Optional

Interactions
ITIL Service Asset and Configuration Management

Brief Description
Service Asset and Configuration Management is defined within ITIL. Its role here is as a
model or template for how other process areas should operate to align with the ITIL
approach, where this is relevant for the enterprise concerned. Note that not all
organizations will choose to follow the ITIL approach, and thus other models for Service
Asset and Configuration Management (or equivalent) may apply in such cases.
Service Asset and Configuration Management is defined within ITIL, and further
information is available at:
for Service Asset and Configuration Management (or equivalent) may apply in such
cases.
Service Asset and Configuration Management identifies, controls, records, reports and
verifies the service assets and Configuration Items (CIs) in order to support the business
and customer’s control objectives and requirements. The key point within this area is
that it considers all Service Assets and not just hardware and software.
Service Asset and Configuration Management aims to:
• Identify, control, record, report, audit and verify service assets and configuration
items, including versions, baselines, constituent components, their attributes, and
relationships
• Account for, manage and protect the integrity of service assets and configuration
items (and, where appropriate, those of its customers) through the service lifecycle by
ensuring that only authorized components are used and only authorized changes are
made
• Protect the integrity of service assets and configuration items (and, where
appropriate, those of its customers) through the service lifecycle
• Ensure the integrity of the assets and configurations required to control the services
and IT infrastructure by establishing and maintaining an accurate and complete
Configuration Management System.
The goals of Configuration Management are to:

• Support the business and customer’s control objectives and requirements
• Support efficient and effective Service Management processes by providing accurate

configuration information to enable people to make decisions at the right time, e.g. to
authorize change and releases, resolve incidents and problems faster.
• Minimize the number of quality and compliance issues caused by improper
configuration of services and assets
• Optimize the service assets, IT configurations, capabilities and resources.
The objective is to define and control the components of services and infrastructure and
maintain accurate configuration information on the historical, planned and current state
of the services and infrastructure.
•Terminology•
None applicable.

ITIL Service Asset and Configuration Management relates to several eTOM process
areas. The eTOM processes affected include:
• Service-Ops Support and Readiness
• Resource-Ops Support and Readiness
• Asset Management
• Procurement Management (note: to be developed further)
Explanatory
Mandatory
Optional
Interactions
ITIL Event Management

Brief Description
Event Management is defined within ITIL. Its role here is as a model or template for how
other process areas should operate to align with the ITIL approach, where this is
follow the ITIL approach, and thus other models for Event Management (or equivalent)
may apply in such cases.
Event Management is defined within ITIL, and further information is available at:

for Event Management (or equivalent) may apply in such cases.
Event Management aims to detect IT infrastructure events and determine the
appropriate response to them. Not all events require a response, but some do. Some
responses may be automated, although some may require manual intervention. Event
Management provides the ability to detect events, to make sense of them and to
determine the most suitable control activity. This depends on monitoring but should
not be considered as just that, monitoring provides information on everything, event
management provides meaningful information and notifications.
•Terminology•
Both ITIL and eTOM use the term “event” in similar ways. However, the term “event”
needs to be used in other areas where ITIL Event Management can be integrated,
including those listed in the following section. In addition, eTOM uses the terms
“problem” and “trouble” to refer to many things, including events. This is a source of
potential confusion, so the distinctions between ITIL and eTOM usage in this area should
be kept in mind.

ITIL Event Management relates to several eTOM process areas. The eTOM processes
affected include:

Process Impact: Where ITIL Event Management is employed as a guiding mechanism,
then Service Problem Management processes operate in line with this, so that they are
then aligned with the ITIL approach. The Service Problem Management processes
respond immediately to any issues that may affect the operation of a service, including
events, and ITIL Event Management works with this process to resolve events related to
a service.

Process Impact: Where ITIL Event Management is employed as a guiding mechanism,
then Resource Trouble Management processes operate in line with this, so that they are
then aligned with the ITIL approach. The Resource Trouble Management processes
respond immediately to any issues that may affect the operation of a resource,
including events, and ITIL Event Management works with this process to resolve events
related to a resource.

Explanatory
Mandatory
Optional
Interactions
ITIL Service Catalogue Management

Brief Description
Service Catalog Management is defined within ITIL. Its role here is as a model or
choose to follow the ITIL approach, and thus other models for Service Catalog
Service Catalog Management is defined within ITIL, and further information is available
at:
for Service Catalog Management (or equivalent) may apply in such cases.
All operational services and those being prepared for operation are recorded within the
Service Catalogue by the Service Catalogue Manager. This information must be accurate
and kept up to date.
•Terminology•
to contrast the perspectives which each takes of the enterprise. These perspectives

From the eTOM perspective, ITIL Service – compared with SID Resource Facing Service
and Customer Facing Service, ITIL Service is defined as services serving one business
unit, multiple business units or business external to the enterprise; by convention we
should identify the first two as RFS and the latter as CFS.

ITIL Service Catalog Management relates to several eTOM process areas. The eTOM
Process Impact:
Where ITIL Service Catalog Management is employed as a guiding mechanism, then the
Customer-Ops Support & Readiness processes operate in line with this. Sales Inventory
Database should refer to the Service Catalog in the context of the Operational Support
& Readiness. Even if this is not the primary focus of Service Catalog Management but an
ancillary activity operator should take into account to make the readiness process
consistent across layers.
Manage Sales Inventory: ensure Sales Inventory is properly aligned with Service
Inventory for all the relevant common elements
Process Impact:
Service-Ops Support & Readiness processes operate in line with this. Service Inventory
Database should refer to the Service Catalog in the context of the Operational Support
& Readiness. This is the primary focus of Service Catalog Management should be
integral part of establishing Service Management as an enterprise discipline.
Manage Service Inventory: ensure Service Inventory is properly established, managed
and supported
Process Impact:
Resource-Ops Support & Readiness processes operate in line with this. Resource
Inventory Database should refer to the Service Catalog in the context of the Operational
Support & Readiness. Even if this is not the primary focus of Service Catalog
Management but an ancillary activity operator should take into account to make the
readiness process consistent across layers.
Manage Resource Inventory: ensure Resource Inventory is properly aligned with Service


Process Impact:
Party Support & Readiness processes operate in line with this Party Inventory Database
should refer to the Service Catalog in the context of the Operational Support &
Readiness. Even if this is not the primary focus of Service Catalog Management but an
ancillary activity operator should take into account to make the readiness process
consistent across layers.
Manage Party Inventory: ensure Party Inventory is properly aligned with Service
Explanatory
Mandatory
Optional
Interactions
ITIL Incident Management

Brief Description
Incident Management is defined within ITIL. Its role here is as a model or template for
follow the ITIL approach, and thus other models for Incident Management (or
Incident Management is defined within ITIL, and further information is available at:
for Incident Management (or equivalent) may apply in such cases.
The purpose of Incident Management is to restore normal service as quickly as possible

and to minimize the impact on the day to day running of the business. An incident is
either something which has had an effect on service or something which may have an
effect in the future.
Incident Management represents….. text to be developed
•Terminology•
to contrast the perspectives which each takes of the enterprise. These perspectives
From the eTOM perspective, each incident is qualified according to its layer of origin. So,
for example, an incident created in the customer layer may be described as a Customer
Incident, etc. (Similarly, this qualification by layer is applied to the identification of the
underlying problem. For example, a Problem identified in the Service Management layer
may be initially described as an Service Problem. However, it may be subsequently
described as a Resource Problem following root cause determination.)From the ITIL
perspective, a single end-to-end activity is envisaged that does not necessitate the
creation of complementary objects in other layers as occurs in eTOM. Now, turning to
the terms used by each approach.
with problems in the organization and provides a point where these are reported.

business context.
ITIL Incident Management relates to several eTOM process areas. The eTOM processes
affected include
Within Operations: Process Identifier: 1.1.1
Process Impact: Where ITIL Incident Management is employed as a guiding mechanism,
Customer-Ops Support & Readiness
Problem Handling
Retention & loyalty

then the Customer-Ops Support & Readiness processes operate in line with this, so that
infrastructure provision, management and analysis, decision support, inventory and
stock monitoring and review, etc., are then aligned with the ITIL approach.
In ITIL Incident Management, the Incident Logging step will make use of the
infrastructure to support customer interaction for the Assurance process. Specifically,
using the Customer Inventory to identify the ITIL CI.

Process Element: Customer-Ops Interface Management
then the Customer-Ops Interface Management processes operate in line with this, so
that customer contact, links with Assurance/Helpdesk, etc., are then aligned with the
ITIL approach. In ITIL Incident Management, the Incident Logging step will use the
Customer Interface Management processes to manage the contact between the user
and the ITIL Service Desk.

then the Problem Handling processes operate in line with this, so that processing of
incidents related to complaints or faults, etc., are then aligned with the ITIL approach. In
ITIL Incident Management, the steps for Incident Logging, Incident Categorization,
Incident Prioritization and Initial Diagnosis will use the Problem Handling processes for

the Customer or Customer-Ops point of view of the ITIL Incident. These processes
include capture and analysis of the incident, initiating the ITIL Incident Record, and its
closure.

Process Element: Retention & Loyalty
then the Retention & Loyalty processes operate in line with this, so that the handling
and assessment of customer impact from incidents, etc., are then aligned with the ITIL
approach. In ITIL Incident Management, at the Incident Closure step, the Service Desk
will check that the incident is fully resolved and that the users are satisfied and willing to
agree that the ITIL incident can be closed. The Retention & Loyalty process collects and
analyzes data from all enterprise and customer contact, including the ITIL User
Satisfaction Survey.

Service Problem Management

Process Domain: Engaged Party :

Process Impact: Processes from the Engaged Party Domain :processes operate in line
with this. The affected processes are:
Explanatory
Mandatory
Optional
Interactions

1.7.3.2 Enterprise Quality Management
Figure 460: 1.7.3.2 Enterprise Quality Management decomposition
Enterprise Quality Management

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
Explanatory
Mandatory
Optional

Interactions
Verify Consistency of Information

Brief Description
Verify consistency of independent records of information such as customer orders,
customer information or product catalogue etc. (say, between different parts of an
organization, or different organizations) and undertake a synchronization process for
identified discrepancies to restore their consistency.
Explanatory
As a practical aspect of operation within and between organizations, multiple
representations of key business information may be held. From a business perspective,
it is vital that such information does not get out of step through design or operational
error, as this is a basis for
• Better split billing between different partners especially in the new emerging market
of digital services that will increase.
• Better customer experience based on consistent data shared throughout an
organization and between different partnering organizations
and so verification of consistency is a normal requirement, either on a routing basis or
when some mismatch is identified.
This process element represents verification of consistency for information ( be it
customer information, customer order information, installed base, product catalogue
information or any other bulk information needed ) and, where any discrepancies are
found, alignment of the different records to restore consistency.
Mandatory
The responsibilities of the Verify Consistency of information process element are:
- to verify consistency of independent records of data linked to customer, product, etc.
(customer order, customer installed base, customer information or product catalogue
between different parts of an organization, or different organizations)
- to undertake a synchronization process for identified discrepancies to restore
consistency
-to report results to other processes
The scope and nature of the information verified will be agreed for each situation,
within or between the relevant organization(s). In practical terms, the comparison
and/or any corrections may involve raw data representing customer orders, but the
business impact for orders and customers will be interpreted so that the business can
take appropriate action. The extent of corrective action may depend on circumstances,

but the goal is to restore full consistency with correct information. At a minimum, all
discrepancies will be recorded and reported so that errors do not remain hidden.
Optional
The scope and nature of the information verified will be agreed for each situation,
within or between the relevant organization(s). The extent of corrective action may
depend on circumstances, but the goal is to restore full consistency with correct
information. At a minimum, all discrepancies will be recorded and reported so that
errors do not remain hidden.
Interactions
Exchange and comparison of information is required between the relevant different
parts of an organization, or different organizations, concerned. Results are reported to
other process areas for further action.
Define enterprise quality management policies

Brief Description
Define the enterprise quality management policies
N/A
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Define Enterprise Quality Model

Brief Description
Define the enterprise model for quality management
N/A

Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.7.3.3 Program & Project Management
Figure 461: 1.7.3.3 Program & Project Management decomposition
Program & Project Management

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
required. The processes select any tools required to support project and program
management, using the Supply Chain Development & Management processes as
required. The skills sets and required levels of certification, if any, are defined and
managed by these processes. If used, these processes may develop and manage an
enterprise repository of program and project information. Metrics associated with
program and project management are defined, collected and analyzed by these
processes.

Note that projects are actually managed within other areas of the enterprise but follow
the guidelines defined by this process, which provides a template for specific
Explanatory
Mandatory
Optional
Interactions
Deliver Program/Project Methodologies & Support

Brief Description
Document the program and project methodologies to be used by all projects within the
required. 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
Explanatory
Mandatory
Optional
Interactions
Select Program/Project Management Support Tools


Brief Description
Select any tools required to support project and program management, using the Supply
Chain Development & Management processes as required.
Explanatory
Mandatory
Optional
Interactions
Manage Program/Project Management Skill Sets

Brief Description
Skills sets and required levels of certification, if any, are defined and managed by these
processes
Explanatory
Mandatory
Optional
Interactions
Manage Program/Project Management Repository


Brief Description
If used, these processes may develop and manage an enterprise repository of program
and project information.
Explanatory
Mandatory
Optional
Interactions
Manage Program/Project Management Metrics

Brief Description
Metrics associated with program and project management are defined, collected and
analyzed by these processes
Explanatory
Mandatory
Optional
Interactions
1.7.3.4 Enterprise Performance Assessment

Figure 462: 1.7.3.4 Enterprise Performance Assessment decomposition
Enterprise Performance Assessment

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.
Explanatory
Mandatory
Optional

Interactions
Define Enterprise Performance Measures

Brief Description
Define and determine the most appropriate performance measures. 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.
Explanatory
Mandatory
Optional
Interactions
Manage Enterprise Performance Data

Brief Description
Collect and analyze the associated data. 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.
Explanatory

Mandatory
Optional
Interactions
Manage External Survey Companies

Brief Description
Establish and administer relationship with external survey companies if required to
provide external measures or assist in developing internal measures.
Explanatory
Mandatory
Optional
Interactions
Report Balanced Scorecard, etc.

Brief Description
Provide regular reporting to senior management and the Board on the status of all
defined performance metrics on a regular basis (usually monthly). These processes
check that the goals defined for the enterprise are on track and being met. These
processes produce the enterprise Balanced Scorecard. Also produce summary reports.
Explanatory

Mandatory
Optional
Interactions
Metric Management
Brief Description
Manage the specification lifecycle and the operations of Metrics.
Metric Management defines and maintains the specification of Metrics: high-level
description, detailed specification (formulas, thresholds, rules, consequences),
applicability, status. Metric Management also manages Metric measurement
operations: execution of on-demand and recurring collection jobs, rule evaluation, and
consequences (actions and notifications).
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.7.3.4.5 Metric Management

Figure 463: 1.7.3.4.5 Metric Management decomposition
Metric Management
Brief Description
Manage the specification lifecycle and the operations of Metrics.
Metric Management defines and maintains the specification of Metrics: high-level
description, detailed specification (formulas, thresholds, rules, consequences),
applicability, status. Metric Management also manages Metric measurement
operations: execution of on-demand and recurring collection jobs, rule evaluation, and
consequences (actions and notifications).
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Develop Metric Definitions

Brief Description
Characterize and maintain a Metric at high level: identification, description,
categorization, dependencies.

Metric Definition Development defines and maintains various identifications and names,
high-level descriptions, status data, categories, grouping, hierarchies, and dependencies
with respect to other Metrics.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Develop Metric Definition Measure

Brief Description
Specify the details for measuring a Metric, as well as the threshold values and threshold-
crossing rules and consequences.
Metric Definition Measure Development specifies detailed Metric formulas (ratios or
other equations), detailed data acquisition methods, and measurement units. Metric
Definition Measure Development also specifies threshold values and threshold-crossing
rules and consequences.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Monitor Metric Measures


Brief Description
Specify sets of objects to be measured for a given Metric, and specify collection job time
schedules.
Metric Measure Monitoring specifies monitoring scope (object filters), collection time
schedule, and conditions for measurement jobs corresponding to a Metric.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Manage Metric Measure

Brief Description
Manage the execution (on-demand or recurring) of Metric measurements: collection,
storage, evaluation of consequences, notifications.
Metric Measure Management manages the on-demand or recurring execution of Metric
collection jobs for sets of selected objects, manages storage of measured Metric values,
evaluates threshold rules (comparison to threshold values), and executes consequences
if any (perform actions, send notifications).
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

1.7.3.4.5.1 Metric Definition Development
Figure 464: 1.7.3.4.5.1 Metric Definition Development decomposition
Develop Metric Definitions

Brief Description
Characterize and maintain a Metric at high level: identification, description,
categorization, dependencies.
Metric Definition Development defines and maintains various identifications and names,
high-level descriptions, status data, categories, grouping, hierarchies, and dependencies
with respect to other Metrics.
Explanatory
N/A
Mandatory
N/A

Optional
N/A
Interactions
N/A
Specify Metric Definition

Brief Description
Define a Metric (with identification and high-level description), and maintain the status
of the Metric specification.
Metric Definition Specification defines and maintains the following for each Metric: one
or multiple IDs (for different repositories or identification schemes), one or multiple
names (for different naming schemes), high-level description, business value,
comments, and status data (entry date, last-used date, active/inactive, maturity level,
validity period, etc.).
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Define & Maintain Metric Dimension Specifications

Brief Description
Define grouping (categories, dimensions) and dependencies (including hierarchies) of a
Metric with respect to other Metrics.
Metric Dimension Specification defines and maintains for each Metric: categories
(organizational or technical classifications), dimensions (time, space, user groups,
priority levels, …), cross-references, dependencies, and tree hierarchies which
characterize the Metric with respect to other Metrics.

Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.7.3.4.5.2 Metric Definition Measure Development
Figure 465: 1.7.3.4.5.2 Metric Definition Measure Development decomposition
Develop Metric Definition Measure


Brief Description
Specify the details for measuring a Metric, as well as the threshold values and threshold-
crossing rules and consequences.
Metric Definition Measure Development specifies detailed Metric formulas (ratios or
other equations), detailed data acquisition methods, and measurement units. Metric
Definition Measure Development also specifies threshold values and threshold-crossing
rules and consequences.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Specify Metric Definition Measure

Brief Description
Define the detailed methodology for measuring a Metric (especially calculation
formulas).
Metric Definition Measure Specification specifies details for measuring a Metric: prose-
style and spreadsheet-style calculation formulas and equations (possibly including other
Metrics), raw data sources, raw data capture methods (including APIs), measurement
units.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Specify Metric Definition Measure Threshold

Brief Description
Define threshold values and threshold-crossing rules (actions, consequences), applicable
to a given Metric.
Metric Definition Measure Threshold Specification defines threshold values and
intervals, with comparators for direction of threshold-crossing, applicable to a given
Metric. Metric Definition Measure Threshold Specification also specifies threshold-
crossing rules and consequences (actions to be performed, notifications to be sent).
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.7.3.4.5.3 Metric Measure Monitoring

Figure 466: 1.7.3.4.5.3 Metric Measure Monitoring decomposition
Monitor Metric Measures

Brief Description
Specify sets of objects to be measured for a given Metric, and specify collection job time
schedules.
Metric Measure Monitoring specifies monitoring scope (object filters), collection time
schedule, and conditions for measurement jobs corresponding to a Metric.
Explanatory
N/A
Mandatory
N/A
Optional
N/A

Interactions
N/A
Specify Metric Monitoring Criteria

Brief Description
Define sets of objects selected to be measured using a given Metric.
Metric Monitoring Criteria Specification defines filters which are used to select a scope
of objects to be measured according to a Metric.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Specify Metric Collection Job

Brief Description
Define a recurrence schedule for collecting and computing data to obtain Metric
measurements for a set of objects.
Metric Collection Job Specification specifies the time schedule for a data collection task
("job") for a Metric, applied to a selected set of objects. Metric Collection Job
Specification defines the frequency, periodicity, or any time-based repetition of a
measurement campaign. Metric Collection Job Specification also defines any additional
constraints and conditions driving the Collection Job.
Explanatory
N/A
Mandatory
N/A

Optional
N/A
Interactions
N/A
1.7.4 Knowledge & Research Management
Figure 467: 1.7.4 Knowledge & Research Management decomposition
Knowledge & Research Management

Brief Description
The Knowledge and Research Management process grouping performs knowledge
management and research management within the enterprise including evaluation of
potential technology acquisitions.
The Knowledge and Research Management process grouping performs knowledge
management and research management within the enterprise including evaluation of
potential technology acquisitions.
Explanatory
Mandatory

Optional
Interactions
Knowledge Management
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.
Explanatory
Mandatory
Optional
Interactions
Research Management
Brief Description
The Research Management processes plan and prioritize research and development
activities within the enterprise.

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.
Explanatory
Mandatory
Optional
Interactions
Technology Scanning
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 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
Explanatory
Mandatory

Optional
Interactions
1.7.4.2 Research Management
Figure 468: 1.7.4.2 Research Management decomposition
Research Management
Brief Description
activities within the enterprise.
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
Explanatory

Mandatory
Optional
Interactions
Evaluate R&D Business Value

Brief Description
identify and evaluate the business value of R&D investment; cooperate with
Explanatory
Mandatory
Optional
Interactions
Manage R&D Investment

Brief Description
Plan and prioritize research and development activities within the enterprise; manage
the commitment of financial and other resources to the pursuit of areas of R&D
Explanatory

Mandatory
Optional
Interactions
Manage R&D Program Activities

Brief Description
Manage R&D programs and make ongoing assessment of their value and priority
Explanatory
Mandatory
Optional
Interactions
1.7.4.3 Technology Scanning

Figure 469: 1.7.4.3 Technology Scanning decomposition
Technology Scanning
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 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
Explanatory
Mandatory
Optional
Interactions

Evaluate External Technology

Brief Description
Identify and evaluate potential technologies, and sources of technologies, and compare
with the “in-house” research capabilities; perform scanning of emerging technology
from external sources for the enterprise
Explanatory
Mandatory
Optional
Interactions
Determine Business Value of Potential Technology

Brief Description
Determine the business value of potential technology acquisitions
Explanatory
Mandatory
Optional
Interactions
Assess Technology Acquisition

Brief Description
Provide an initial assessment of any financial or other commitments to actually acquire
specific technologies where this is appropriate; cooperate 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
Explanatory
Mandatory
Optional
Interactions
1.7.5 Financial & Asset Management
Figure 470: 1.7.5 Financial & Asset Management decomposition
Financial & Asset Management

Brief Description
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.
The Financial & Asset Management process grouping focuses on managing the finances
and assets of the enterprise. Financial Management processes include Accounts
Payable, Accounts Receivable, Expense Reporting, Payroll, Book Closings, Tax Planning
and Payment etc. Financial Management collects data, reports 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.
TM Forum does not intend to develop process models for these processes, since they
are not processes that require significant specialization for information and
communications service providers. It is hoped cross-industry models can be referenced.
Explanatory
Mandatory
Optional
Interactions
Financial Management
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.

Explanatory
Mandatory
Optional
Interactions
Asset Management
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.
Explanatory
Mandatory
Optional
Interactions
Procurement Management
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.
Explanatory
Mandatory
Optional
Interactions
1.7.5.3 Procurement Management
Figure 471: 1.7.5.3 Procurement Management decomposition
Procurement Management

Brief Description
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.
Explanatory
Mandatory
Optional
Interactions
Manage Corporate Procurement & Logistics Policies

Brief Description
warehousing, transport and physical resource distribution, and supervise their
application.
Explanatory
Mandatory

Optional
Interactions
Define Warehousing Policies

Brief Description
Define the warehousing structure (centralized and/or distributed) and the associated
management policies to be applied to purchased goods.
Explanatory
Mandatory
Optional
Interactions
Develop Logistics/Transport Policies

Brief Description
Develop policies related to transport of purchased material to warehousing, to site, etc.
Explanatory
Mandatory
Optional

Interactions
Develop Stock/Inventory Management Policies

Brief Description
Develop corporate policies, in conjunction with Asset Management processes which
provide the inventory information resource, relating to locations of, and levels of,
stock/inventory holdings.
Explanatory
Mandatory
Optional
Interactions
Manage Goods Acceptance & Handling

Brief Description
Manage and control the acceptance of goods from suppliers and any transport
arrangements to deliver the goods to either warehouses or site.
Explanatory
Mandatory
Optional

Interactions
1.7.6 Stakeholder & External Relations Management
Figure 472: 1.7.6 Stakeholder & External Relations Management decomposition
Stakeholder & External Relations Management

Brief Description
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.
The Stakeholder & External Relations Management process grouping focuses on
managing the enterprise's relationship with stakeholders and outside entities.
Stakeholders include shareholders, employee organizations, etc. Outside entities include
regulators, local community, unions. Some of the processes within this grouping are
Shareholder Relations, External Affairs, Labor Relations, Public Relations.
Explanatory

Mandatory
Optional
Interactions
Corporate Communications & Image Management

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 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.
Explanatory
Mandatory
Optional
Interactions
Community Relations Management


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.
Explanatory
Mandatory
Optional
Interactions
Shareholder Relations Management

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.
Explanatory

Mandatory
Optional
Interactions
Regulatory Management
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.
Explanatory
Mandatory
Optional
Interactions
Legal Management
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 affect the legal environment that the
enterprise operates within. These processes deal with any legal action taken on behalf
of or against the enterprise.
Explanatory
Mandatory
Optional
Interactions
Board & Shares/Securities Management

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 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.
Explanatory
Mandatory
Optional
Interactions

1.7.6.1 Corporate Communications & Image Management
Figure 473: 1.7.6.1 Corporate Communications & Image Management decomposition
Corporate Communications & Image Management

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 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
Explanatory
Mandatory

Optional
Interactions
Promote Desired Corporate Image

Brief Description
Promote the desired corporate image for the enterprise and its general business and
products. Areas such as sponsorship, corporate-level advertising and general contact
with industry bodies, and government and regulatory agencies, are addressed here.
Responsible for communicating the required messages to the market and industry
about the overall enterprise
Explanatory
Mandatory
Optional
Interactions
Manage Spokespeople
Brief Description
Assign spokespeople for marketing topics and any corporate issues; manage media
interactions with spokespeople
Explanatory
Mandatory

Optional
Interactions
Manage Messaging
Brief Description
Develop specific messages for topics of concern to the enterprise, and manage message
release approval, monitor market reaction to messages and implement any necessary
Explanatory
Mandatory
Optional
Interactions
1.7.6.2 Community Relations Management

Figure 474: 1.7.6.2 Community Relations Management decomposition
Community Relations Management

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.
Explanatory
Mandatory
Optional
Interactions

Ensure Community Visibility

Brief Description
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.
Explanatory
Mandatory
Optional
Interactions
Communicate Community Messaging

Brief Description
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.
Explanatory
Mandatory
Optional
Interactions

Handle Community Contacts

Brief Description
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.
Explanatory
Mandatory
Optional
Interactions
1.7.6.3 Shareholder Relations Management

Figure 475: 1.7.6.3 Shareholder Relations Management decomposition
Shareholder Relations Management

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.
Explanatory
Mandatory
Optional

Interactions
Manage Shareholder Relations

Brief Description
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.
Explanatory
Mandatory
Optional
Interactions
Manage Employee Share Plans

Brief Description
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.
Explanatory
Mandatory
Optional

Interactions
1.7.6.4 Regulatory Management
Figure 476: 1.7.6.4 Regulatory Management decomposition
Regulatory Management
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.
Explanatory
Mandatory
Optional

Interactions
Ensure Regulatory Compliance

Brief Description
Ensure that the enterprise complies with all existing government regulations.
Explanatory
Mandatory
Optional
Interactions
Handle Pending Regulations

Brief Description
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.
Explanatory
Mandatory
Optional
Interactions

File Tariffs
Brief Description
Responsible for tariff filings as required.
Explanatory
Mandatory
Optional
Interactions
1.7.6.5 Legal Management
Figure 477: 1.7.6.5 Legal Management decomposition
Legal Management
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 affect the legal environment that the
enterprise operates within. These processes deal with any legal action taken on behalf
of or against the enterprise.
Explanatory
Mandatory
Optional
Interactions
Ensure Legal Compliance

Brief Description
Responsible for ensuring that the enterprise complies with all relevant legal
requirements, including due diligence.
Explanatory
Mandatory
Optional
Interactions
Carry out Legal requests

Brief Description
Responsible for carrying out legal requests within the enterprise

Explanatory
Mandatory
Optional
Interactions
Provide Legal Advice

Brief Description
Responsible for supporting the enterprise by providing legal advice related to business
decisions
Explanatory
Mandatory
Optional
Interactions
Notify Legal Environment Changes

Brief Description
Responsible for proactively notifying the enterprise of relevant changes or trends that
can affect the legal environment that the enterprise operates within

Explanatory
Mandatory
Optional
Interactions
Manage Legal Actions

Brief Description
Deal with any legal action taken on behalf of or against the enterprise.
Explanatory
Mandatory
Optional
Interactions
1.7.6.6 Board & Shares/Securities Management

Figure 478: 1.7.6.6 Board & Shares/Securities Management decomposition
Board & Shares/Securities Management

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 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.
Explanatory
Mandatory
Optional
Interactions
Manage Board Related Activities

Brief Description
Manage Board related activities, and communication of Board decisions throughout the
enterprise as required
Explanatory
Mandatory
Optional
Interactions
Manage Shares/Securities
Brief Description
Manage 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 securities/company regulator.
Explanatory
Mandatory
Optional
Interactions
Manage Capital/Equity Activities

Brief Description
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.
Explanatory
Mandatory
Optional
Interactions
Manage Share/Stock Registry

Brief Description
Manage and administer the enterprise’s share/stock registry.
Explanatory
Mandatory
Optional
Interactions
1.7.7 Human Resources Management

Figure 479: 1.7.7 Human Resources Management decomposition
Human Resources Management

Brief Description
The Human Resources Management process grouping provides the human resources
infrastructure for the people resources that the enterprise uses to fulfil 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.
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.
Explanatory
Mandatory

Optional
Interactions
HR Policies & Practices

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.
Explanatory
Mandatory
Optional
Interactions
Organization Development
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.

Explanatory
Mandatory
Optional
Interactions
Workforce Strategy
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.
Explanatory
Mandatory
Optional
Interactions
Workforce Development

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.
Explanatory
Mandatory
Optional
Interactions
Employee & Labor Relations Management

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.
Explanatory
Mandatory
Optional
Interactions

1.7.7.1 HR Policies & Practices
Figure 480: 1.7.7.1 HR Policies & Practices decomposition
HR Policies & Practices

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.
Explanatory
Mandatory
Optional
Interactions
Facilitate Performance Appraisal

Brief Description
Support people management throughout the enterprise for performance appraisal
Explanatory
Mandatory
Optional
Interactions
Facilitate Allowances & Benefits

Brief Description
Support people management throughout the enterprise for allowances, benefits,
Explanatory
Mandatory
Optional
Interactions
Facilitate Occupational Health & Safety

Brief Description
Support people management throughout the enterprise for occupational health and
safety

Explanatory
Mandatory
Optional
Interactions
Facilitate Equal Employment Opportunity

Brief Description
Support people management throughout the enterprise for equal employment
opportunity
Explanatory
Mandatory
Optional
Interactions
Facilitate Compensation Guidelines

Brief Description
Support people management throughout the enterprise for compensation guidelines

Explanatory
Mandatory
Optional
Interactions
Facilitate Code of Conduct

Brief Description
Support people management throughout the enterprise for code of conduct
Explanatory
Mandatory
Optional
Interactions
Facilitate Hiring & Termination Guidelines

Brief Description
Support people management throughout the enterprise for hiring and termination
guidelines
Explanatory

Mandatory
Optional
Interactions
Facilitate Employee Satisfaction Measurement & Management

Brief Description
Support people management throughout the enterprise for employee satisfaction
measurement and management
Explanatory
Mandatory
Optional
Interactions
Facilitate Remuneration Policies & Levels

Brief Description
Support people management throughout the enterprise for remuneration policies,
remuneration levels
Explanatory
Mandatory

Optional
Interactions
1.7.7.3 Workforce Strategy
Figure 481: 1.7.7.3 Workforce Strategy decomposition
Workforce Strategy
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.

Explanatory
Mandatory
Optional
Interactions
Define Workforce Strategy Requirements

Brief Description
understand the requirements of the business; define the requirements for competency
modeling, application of profiling, overall job design, approach to employee satisfaction,
etc.
Explanatory
Mandatory
Optional
Interactions
Create Workforce Strategy

Brief Description
define the competencies and skills required of the human resources; create the
strategies needed to ensure that the correct type, quantity and quality of employees will
be available in right locations for future business. and define the competencies and
skills required of the human resources

Explanatory
Mandatory
Optional
Interactions
Manage Workforce Change

Brief Description
Determine the changes required in the enterprise’s workforce and the strategies
required to make the necessary changes, working with all areas of the enterprise
Explanatory
Mandatory
Optional
Interactions
1.7.7.4 Workforce Development

Figure 482: 1.7.7.4 Workforce Development decomposition
Workforce Development
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.
Explanatory
Mandatory
Optional
Interactions
Apply Competency Modeling


Brief Description
Facilitate development of employees to meet the needs of the business through
competency modeling. These processes support both the overall enterprise and the
needs of individual business units or functions.
Explanatory
Mandatory
Optional
Interactions
Apply Skills Assessment

Brief Description
Facilitate development of employees to meet the needs of the business through skills
assessment. These processes support both the overall enterprise and the needs of
individual business units or functions.
Explanatory
Mandatory
Optional
Interactions
Apply Strength Profiling


Brief Description
Development of employees to meet the needs of the business through job and
employee strength profiling. These processes support both the overall enterprise and
the needs of individual business units or functions.
Explanatory
Mandatory
Optional
Interactions
Apply Succession Planning

Brief Description
succession planning. These processes support both the overall enterprise and the needs
of individual business units or functions.
Explanatory
Mandatory
Optional
Interactions
Apply Training

Brief Description
Facilitate development of employees to meet the needs of the business through training
development and delivery. These processes support both the overall enterprise and the
Explanatory
Mandatory
Optional
Interactions
Apply Career Development

Brief Description
Facilitate development of employees to meet the needs of the business through career
development. These processes support both the overall enterprise and the needs of
individual business units or functions.
Explanatory
Mandatory
Optional
Interactions
Apply Work Design


Brief Description
Facilitate development of employees to meet the needs of the business through work
design. These processes support both the overall enterprise and the needs of individual
business units or functions.
Explanatory
Mandatory
Optional
Interactions
Apply Employee Recruitment

Brief Description
employee recruitment. These processes support both the overall enterprise and the
Explanatory
Mandatory
Optional
Interactions
1.7.7.5 Employee & Labor Relations Management

Figure 483: 1.7.7.5 Employee & Labor Relations Management decomposition
Employee & Labor Relations Management

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.
Explanatory
Mandatory
Optional

Interactions
Manage Employee Relations

Brief Description
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. Employee Relations processes focus on relationships
with employees at an enterprise and employee group level
Explanatory
Mandatory
Optional
Interactions
Manage Labor Relations

Brief Description
Labor Relations processes include definition of terms of employment, labor contracts
development, union contract negotiations, arbitration management, etc. Labor
Relations processes focus on relationships with employees at an enterprise and
employee group level
Explanatory
Mandatory

Optional
Interactions
1.7.8 Common Enterprise Processes
Figure 484: 1.7.8 Common Enterprise Processes decomposition
Common Enterprise Processes

Brief Description
Processes that occur throughout the enterprise, and, as such, they could be placed in
two or more domains. This includes metric management processes and
feature/property management processes, as well as policy management processes,
location management processes, and calendaring (such as appointment scheduling)
when they are added, and so forth.
Common Enterprise Processes contains processes that occur throughout the enterprise,
and, as such, they could be placed in two or more domains. This includes metric
management processes and feature/property management processes, as well as policy
management processes, location management processes, and calendaring (such as
appointment scheduling) when they are added, and so forth.
A key characteristic of Common Enterprise Processes is that they can execute on their
own, do represent “true” business processes, but may require specialization. For
example, a policy can be defined and associated with Catalog Specification to govern the
content of catalogs described by the specification; or the specification of a loyalty rule
may represent a specialization of the process that defines a policy rule.

Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Data Analytics
Brief Description
Data Analytics process provides capabilities like Data Ingestion to import data from
variety of sources, Data Management process to manage the data within the analytics
domain, Data Analysis process to perform analytics as requested by customer,
“Analytics Consumer & Distribution Management” process to manage the analytics
consumer and distribute the analytic results and Data Governance process to manage
the security and privacy of customer data.
Data Analytics process aims to provide capability to import, store, format, manage and
perform analysis on the data as per the request from the consumer of analytics. It also
provides capability to protect the privacy of customer as mandated by customer himself
& regulatory body. It must ensure that processes are in place to manage and fulfill the
privacy preferences of customer while publishing analytic results.
Data Analytics process encompasses Data Ingestion, Data Management, Data Analysis,
Analytics Consumer & Distribution Management
and Data Governance processes.
Data Analytics processes uses the advanced architecture enabled through BDA tools and
techniques to import data (Structured, Unstructured and Semi structured) from variety
of sources, perform analytics and presentation with better data processing mechanisms
meeting the organization desire to monetize on the huge base of data.
Explanatory
N/A
Mandatory
N/A
Optional
N/A

Interactions
N/A
Maturity Assessment
Brief Description
Define the maturity matrix, analyze Key Capability Indicators, and determine maturity
level for each dimension.
Maturity Assessment Processes defines
the maturity matrix, analyze Key Capability Indicators, and determines the maturity
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Feature/Property Management
Brief Description
Define features/properties that describe a business entity and the allowable values for
the features/properties. Specify the use of feature/properties and associated values for
business entities. Configure feature/property values for business entities.
Feature/Property Management defines features/properties that describe a business
entity, such as by the Define Product Specification Features/Properties process, and the
allowable values for the features/properties. It specifies the use of feature/properties
and associated values for business entities. It also configures feature/property values for
business entities.
Features/properties are often referred to as attributes or characteristics.
The sub-processes modify and remove features/properties, their values, their uses by

business entities, and the values configured for a business entity. This was done to
minimize the number of sub-processes.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Data Governance
Brief Description
Data Governance provides polices, strategies and processes to oversee/handle data
across the enterprise. It includes define DG strategy & DG maturity assessment, define
DG organization, define DG policy & process, design DG solution, define DG
measurement & monitoring method, measure results and improve.
Data Governance is a control that ensures that the data within the enterprise meets
precise standards and regulations, such as a business rule, a data definition and data
integrity constraints in the data model etc. Data governance is used by organizations to
exercise control over processes and methods used by their data stewards and data
custodians in order to meet the desired standard of data within the enterprise.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Data Management

Brief Description
Data management execute and implement management policies to provide capabilities
to manage the data quality, security and Compliance, storage and presentation &
distribution of data within and outside the enterprise.
Data management aims to implement management policies to provide capabilities to
manage the data quality, data security and compliance, data storage, and manage the
presentation and distribution of data within and outside the enterprise.
Data management comprises all the disciplines related to managing data as a valuable
resource
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.7.8.1 Data Analytics
Figure 485: 1.7.8.1 Data Analytics decomposition
Data Analytics

Brief Description
Data Analytics process provides capabilities like Data Ingestion to import data from
variety of sources, Data Management process to manage the data within the analytics
domain, Data Analysis process to perform analytics as requested by customer,
“Analytics Consumer & Distribution Management” process to manage the analytics
consumer and distribute the analytic results and Data Governance process to manage
the security and privacy of customer data.
Data Analytics process aims to provide capability to import, store, format, manage and
perform analysis on the data as per the request from the consumer of analytics. It also
provides capability to protect the privacy of customer as mandated by customer himself
& regulatory body. It must ensure that processes are in place to manage and fulfill the
privacy preferences of customer while publishing analytic results.
Data Analytics process encompasses Data Ingestion, Data Management, Data Analysis,
and Data Governance processes.
Data Analytics processes uses the advanced architecture enabled through BDA tools and
techniques to import data (Structured, Unstructured and Semi structured) from variety
of sources, perform analytics and presentation with better data processing mechanisms
meeting the organization desire to monetize on the huge base of data.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Data Ingestion
Brief Description
This process aims is to integrate with variety of big data sources within and outside the
organization. This process will enable management of data sources, importing data
from the variety of data sources (Online and Offline imports of data), formatting and
integrating the input data for consumption by Data Analytics processes.

Data Ingestion process is responsible for managing and integrating with a variety of (big)
data sources, importing the data into the big data platform and formatting the data into
a uniform format. Data Ingestion process encompasses “Manage Data source
specification and Integration”, “Perform Data Import”, “Format and integrate data”
processes.
For Big Data, this layer is crucially important to handle the volume, velocity and variety
of the data coming into the platform. This layer is where a number of optimizations can
be implemented for Big Data. Functional modules in this layer should not only be able to
handle data coming from offline and online sources, but also be able to handle variety
of data in terms of structured, unstructured and semi structured data
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Data Analysis
Brief Description
This process aims to provide advanced Big Data Analytics in both batch and streaming
modes by supporting functionalities such as calculation of metrics, data modeling etc.
Process relies on a number of data analytics techniques to generate the desired results
ready for consumption by various consumer.
Data analysis process encompasses and uses various tools and techniques to generate
the desired analytics results for consumer of the analytics.
Data Analytics process encompasses Modeling, Processing Complex Events, Correlation
and Features Engineering, Calculate Metrics and Interpret Insight processes to perform
the analytics as requested by the consumer.
Explanatory
N/A
Mandatory
N/A

Optional
N/A
Interactions
N/A

Brief Description
The desire to monetize on the Big Data Analytics by Industry requires data analytics to
be made available not only for internal use within the organization but also for external
consumers. This process mainly focuses on management of consumer of analytics and
how the analytics results will be made available to them. Where the consumer could be
an application, Business unit or external entity.
“Analytics Consumer & Distribution Management” process provides capability to
manage the consumer of analytics and how the analytics reports will be made available
to the various consumers covering both offline and online analytics request.
The process encompasses “Representation Management”, “Manage Analytics
Consumer” and “Manage Analytics Distribution” processes to ensures that the desired
analytics results are made available to the right consumer through the right channel, on
right time and it is presented in the format as expected by the consumer of analytics.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.7.8.1.1 Data Ingestion

Figure 486: 1.7.8.1.1 Data Ingestion decomposition
Data Ingestion
Brief Description
This process aims is to integrate with variety of big data sources within and outside the
organization. This process will enable management of data sources, importing data
from the variety of data sources (Online and Offline imports of data), formatting and
integrating the input data for consumption by Data Analytics processes.
Data Ingestion process is responsible for managing and integrating with a variety of (big)
data sources, importing the data into the big data platform and formatting the data into
a uniform format. Data Ingestion process encompasses “Manage Data source
specification and Integration”, “Perform Data Import”, “Format and integrate data”
processes.
For Big Data, this layer is crucially important to handle the volume, velocity and variety
of the data coming into the platform. This layer is where a number of optimizations can
be implemented for Big Data. Functional modules in this layer should not only be able to
handle data coming from offline and online sources, but also be able to handle variety
of data in terms of structured, unstructured and semi structured data
Explanatory
N/A
Mandatory
N/A

Optional
N/A
Interactions
N/A
Manage Data source specification and Integration

Brief Description
“Manage Data source specification and Integration” process aims to provide the
capability to manage the sources of data and integrating with them thus enabling
uninterrupted flow to data to the analytics domain
The aim of “Manage Data source specification and Integration“ process is to provide
capabilities to manage the information's related to various data sources and how to
integrate with them. The process provides capability to identify the source in terms of
whether source is internal or external to the organization, offline or online data
collection source, security credential required to connect to the data source etc.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Perform Data Import

Brief Description
Perform Data Import process aims to provide the capability to import data from various
sources.
“Perform Data Import” process provides capability to continuously import data from
variety of sources by using the information’s of data sources and integrating with them.
It provides seamless import of data from offline and online sources including the various
formats like text files, XML files etc.

Apart from this, the “Perform Data Import” process should be able to meet inherent
nature of big data by handling volume, velocity and variety of the data coming into the
platform.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Format and integrate data

Brief Description
“Format and integrate data” process provides various tools and algorithms to format
and integrate the incoming data to a uniform usable format.
“Format and integrate data“ process encompasses various tools and technique to
format and integrate the incoming data before storing it to the underlying data stores.
Data will be ingested to BDA domain from variety of sources and could be in variety of
formats. In order to make it usable by data analysis process it is important to format the
incoming data into an uniform format. It is also equally important to integrate the
incoming data so that it could be stored in the underlying data stores.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.7.8.1.2 Data Management

Figure 487: 1.7.8.1.2 Data Management decomposition
Data Management
Brief Description
Data management execute and implement management policies to provide capabilities
to manage the data quality, security and Compliance, storage and presentation &
distribution of data within and outside the enterprise.
Data management aims to implement management policies to provide capabilities to
manage the data quality, data security and compliance, data storage, and manage the
presentation and distribution of data within and outside the enterprise.
Data management comprises all the disciplines related to managing data as a valuable
resource
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Manage Data Quality

Brief Description
Mange data quality process provides capabilities to Monitor Data Quality, Perform Data
Quality Audit and Manage Audit Report.
Manage data quality process ensures that the data maintained within the enterprise
meets the required quality standards for use by other processes within and outside the

organization. It provides capabilities to continuously monitor the data quality, perform

data quality audits as per audit reports and also manage the report generated by audit
process.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Manage Data Access

Brief Description
Mange data access according to organization requirements.
Manage data access process ensures that the data can be accessed meets the required
quality standards for use by other processes within and outside the organization.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Manage Data Security

Brief Description
Manage data security process provides capabilities to manage the data compliance,
manage data security, perform data security and manage the security audit reporting.

Manage data security process ensures that the data maintained within the enterprise
meets the security requirements. Additionally it provides capabilities to perform the
data security audit on periodic basis and manage the audit reports.
The level of data security requirements might differ based on various factors like
location (Country), Enterprise strategy etc. process within “Manage Data Security”
should ensure that requirements from various perspective are met and fulfilled.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Manage Data Compliance

Brief Description
Manage data compliance process provides capabilities to manage the data compliance,
perform data compliance audit and manage the compliance audit reporting.
Manage data compliance process ensures that the data maintained within the
enterprise meets the compliance requirements. Additionally it provides capabilities to
perform the data compliance audit on periodic basis and manage the audit reports.
The level of data compliance requirements might differ based on various factors like
location (Country), Enterprise strategy etc. process within “Manage Data Compliance”
should ensure that requirements from various perspective are met and fulfilled.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Manage Data Storage

Brief Description
Manage data storage process provides capabilities to manage the storage of data within
the enterprise it provides capabilities to Manage Data Store & models, Manage
Metadata related to data storage and audit processes to perform auditing and
reporting.
The strategy, requirements of data storage will vary a lot based on various factors like
data type (structure, unstructured or semi structured data types), volumes frequency of
use etc. therefore it is essentially important to manage the storage of data and
continuously keep monitoring it.
Manage data storage process provides capabilities fulfilling the various needs of data
storage requirements. It provides processes to Manage Data Store & models, Manage
Metadata related to data storage and audit processes to perform auditing and
reporting.
TM Forum’s best practice of data repository ABDR provides a unified data repository of
data entities allowing to foster innovation through heterogeneous data systems, across
organization various departments and with multiple use cases
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Manage Data Usage

Brief Description
Manage Data Usage process provides capabilities to tailor /format the data and make it
available for using. It provides processes to Perform Data Formatting, Perform Data
Integration, Tailoring and etc.
Manage Data Usage process ensures that the data is made available to be used within
and outside the enterprise both through offline and online mode. It ensures the data
are used as per the requirement. Additionally it uses the various other processes of data

governance to ensure that security, compliance and quality of data is maintained while
using data.
It provides processes to Perform Data Formatting, Perform Data Integration, Tailoring
and etc.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Manage Data Distribution

Brief Description
Manage Data Distribution process provides capabilities to tailor /format the data and
make it available for consumption by other processes within and outside the enterprise.
It provides processes to Manage Offline and Online Data Distribution.
Manage Data Distribution process ensures that the data is made available to distribute
within and outside the enterprise both through offline and online mode. It ensures the
data are distributed as per the requirement. Additionally it uses the various other
processes of data governance to ensure that security, compliance and quality of data is
maintained while distributing data.
It provides processes to Manage Offline and Online Data Distribution.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

1.7.8.1.3 Data Analysis
Figure 488: 1.7.8.1.3 Data Analysis decomposition
Data Analysis
Brief Description
This process aims to provide advanced Big Data Analytics in both batch and streaming
modes by supporting functionalities such as calculation of metrics, data modeling etc.
Process relies on a number of data analytics techniques to generate the desired results
ready for consumption by various consumer.
Data analysis process encompasses and uses various tools and techniques to generate
the desired analytics results for consumer of the analytics.
Data Analytics process encompasses Modeling, Processing Complex Events, Correlation
and Features Engineering, Calculate Metrics and Interpret Insight processes to perform
the analytics as requested by the consumer.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Modeling

Brief Description
Modeling is a process which provides capability to create data models based on the
analytical requirement.
Data modeling is a process which creates data models like data structures, views and
relationship between them based on analytical needs.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Processing Complex Events

Brief Description
Process Complex Events provides algorithms to process the incoming stream of events,
correlating the various events to infer the pattern or perform calculation on the
incoming events.
Process Complex Events process tracks and analyze the incoming events. It provides
algorithms to infer pattern or perform various calculations on incoming events by
correlating events or by combining information’s from various sources.
Process Complex Events can be a detection-oriented or calculation-oriented.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Correlation and Features Engineering

Brief Description
“Correlation and Feature Engineering“ process provides algorithm to search for
statistical relationships between variables and selection of a subset of relevant variables
for use in model construction.
“Correlation and Feature Engineering“ process provides algorithm to search for
statistical relationships between variables and selection of a subset of relevant variables
for use in model construction.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Calculate Metrics
Brief Description
Calculate Metrics process provides capability to calculate the final business KPIs based
on the data set by using the available algorithms.
Calculate Metrics process provides capability to calculate the final business KPIs based
on the data set by using the available algorithms.
The business metrics could be standard defined for example TM Forum Metrics or any
arbitrary or ad hoc metrics as required.
Explanatory
N/A
Mandatory
N/A
Optional
N/A

Interactions
N/A
Interpret Insight
Brief Description
Interpret Insight process provides capability to identify/understand the cause and its
impact on specific a context for the business objects (Customer, channels, partner etc.)
based on calculated data or specific analytic requirement.
Interpret Insight process provides capability to identify/understand the cause and its
impact on specific a context for the business objects (Customer, channels, partner etc.)
based on calculated data or specific analytic requirement.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.7.8.1.4 Analytics Consumer & Distribution Management

Figure 489: 1.7.8.1.4 Analytics Consumer & Distribution Management decomposition

Brief Description
The desire to monetize on the Big Data Analytics by Industry requires data analytics to
be made available not only for internal use within the organization but also for external
consumers. This process mainly focuses on management of consumer of analytics and
how the analytics results will be made available to them. Where the consumer could be
an application, Business unit or external entity.
“Analytics Consumer & Distribution Management” process provides capability to
manage the consumer of analytics and how the analytics reports will be made available
to the various consumers covering both offline and online analytics request.
The process encompasses “Representation Management”, “Manage Analytics
Consumer” and “Manage Analytics Distribution” processes to ensures that the desired
analytics results are made available to the right consumer through the right channel, on
right time and it is presented in the format as expected by the consumer of analytics.
Explanatory
N/A
Mandatory
N/A
Optional
N/A

Interactions
N/A
Representation Management
Brief Description
Representation Management provides capabilities to present the analytic results to
subscriber in desired format.
Representation Management process ensures that the analytics results are made
available to the consumer in desired format.
It is presumed that with the increase of analytic consumers and consumer types there
will be need to make the analytic results available to them in the expected formats. The
format may also vary depending batch or streaming mode. It could be also possible to
publish the same analytic results in different formats as requested by the consumers.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Manage Analytics Consumer

Brief Description
Manage Analytics Consumer process provides capabilities to manage the consumer of
analytics where the consumer could be an application, Business unit or external entity.
Manage Analytics Consumer process provides capabilities to manage the lifecycle of
analytic consumers and their access to analytical results. It ensures that the proper
authorization and authentication process are in place for consumer of analytics.
BDA monetization focuses on the need of expanding consumer of analytics not only
within the organization but also outside the organization thus making analytic consumer
management process an essential part of domain.

Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Manage Analytics Distribution

Brief Description
“Manage Analytics Distribution“ process provides capabilities to manage the
distribution of analytics to various consumers where the analytics can be consumed in
both streaming and batch mode.
Manage Analytics Distribution process provides the capabilities to manage the
distribution of analytics to various consumer through various channels. It is responsible
for providing the required analytical results to consumer through right channel and at
right time.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.7.8.2 Maturity Assessment

Figure 490: 1.7.8.2 Maturity Assessment decomposition
Maturity Assessment
Brief Description
Define the maturity matrix, analyze Key Capability Indicators, and determine maturity
Maturity Assessment Processes defines
the maturity matrix, analyze Key Capability Indicators, and determines the maturity
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Prepare Maturity Assessment

Brief Description
Preparing the Maturity assessment
Prepare Maturity Assessment Processes establishes goals and objectives of the , the
questionnaire and key metrics for the Maturity Level Assessment
Explanatory
N/A

Mandatory
N/A
Optional
N/A
Interactions
N/A
Collect information for Maturity Assessment

Brief Description
Preliminary collection of current As Is situation
Collect Information For Maturity Assessment process all relevant information in order to
assess the maturity of each dimension. Collect current metrics and KCIs in order to get
evidence of the As Is KCIs and performance
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Determine Maturity Level per Dimension

Brief Description
Explanatory
N/A
Mandatory
N/A

Optional
N/A
Interactions
N/A
Identify Pain Points per Maturity Dimension

Brief Description
Identification pain points and actions to be addressed per maturity dimension
Identify Pain Points per Maturity Dimension Process involves determining the Pain
Points per maturity dimension and how it applies to the relevant dimension. Pain points
should be discussed and verified by the relevant stakeholders.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Identifying and Analyzing Maturity Level Gaps

Brief Description
Gap analysis and gap closing planning and recommendations
Identifying and Analyzing Maturity Level Gaps process is utilized to identify the existing
gaps between where the organization is at currently and what it requires to be at the
next maturity level per dimension. The recommendations for closing these gaps can be
linked to a timeframe whereby each recommendation has an short , medium and long
term implementation time for assisting in closing the gap.
Explanatory
N/A

Mandatory
N/A
Optional
N/A
Interactions
N/A
Produce Consolidated Maturity Level Assessment Report

Brief Description
The Maturity level assessment report incorporates the end to end process and results
undertaken from the start of the assessment Process.
Produce Consolidated Maturity Level Assessment Report process involves producing a
report that incorporates the end to end process and results undertaken from the start
of the assessment Process.
This will highlight to the stakeholders the methodology and analysis that went into
producing the relevant recommendations for gap reduction. Through which the
stakeholders can prioritize and select the relevant recommendations to focus on.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.7.8.2.1 Prepare Maturity Assessment

Figure 491: 1.7.8.2.1 Prepare Maturity Assessment decomposition
Prepare Maturity Assessment

Brief Description
Preparing the Maturity assessment
Prepare Maturity Assessment Processes establishes goals and objectives of the , the
questionnaire and key metrics for the Maturity Level Assessment
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Prepare Maturity Matrix

Brief Description
Selection of dimensions to evaluate the maturity of a particular area.

Prepare Maturity Matrix process involves selecting the dimensions that help determine
the maturity level of an organization for a particular area.
This includes determining the criteria that divide the different levels for a particular
dimensions. Examples of dimensions may be : Strategy, Process, Strategy, etc. If a
maturity matrix is already available then existing dimensions should be evaluated
and/or additions of new dimensions should be determined.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Prepare Maturity Questions

Brief Description
Selection of questions that determine where the organization fits in each maturity
dimension.
Prepare Maturity Question Process involves selecting the questions that help determine
the maturity level of an organization for a particular area. Questions should take into
account multiple factors such as the medium of communication (e.g. questionnaire,
interview, etc.), maturity dimension and preference of the interviewee/organization.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Select Maturity Key Metrics

Brief Description
Selecting the key metrics to measure the maturity of an organization.
Select Maturity Key Metrics Process involves selecting the key capability indicators and
metrics to use during and after the Maturity level Assessment.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.7.8.2.2 Collect information for Maturity Assessment
Figure 492: 1.7.8.2.2 Collect information for Maturity Assessment decomposition
Collect information for Maturity Assessment

Brief Description
Preliminary collection of current As Is situation

Collect Information For Maturity Assessment process all relevant information in order to
assess the maturity of each dimension. Collect current metrics and KCIs in order to get
evidence of the As Is KCIs and performance
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Conduct Maturity Surveys

Brief Description
Perform Surveys within organization and organization stakeholders
Conduct Maturity Survey process involves distributing self-assessment questionnaires
and instructions to in scope areas
Facilitate self-assessments as needed
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Conduct Maturity Interviews

Brief Description
Perform Interviews within organization and organization stakeholders

Conduct Maturity Interviews Process is meant to facilitate formal interviews with stake
holders, decision makers and general staff for the maturity assessment questions.
Interviews can be with any number of participants. The interview should be conducted
in a way which facilitates the most honest and relevant answers.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Conduct Maturity Technical Reviews

Brief Description
Perform technical reviews within organization and organization stakeholders
Conduct Maturity Technical Reviews Process assesses the maturity assessment that is
requires for the technology dimension. This review requires a different set of questions
and actions to get the answers that are more technical in nature such as : Reviewing
existing tools and systems for fitness for purpose, obsolescence, current licenses and
support contracts, trained users.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Review Documents for Maturity Assessment


Brief Description
Review existing documentation
Review Documents for Maturity Assessment process involves evaluating the documents
that are within the organization to extract the information relevant for the questions for
the dimension maturity. Sometimes not all information can be gathered through
questionnaires and the stakeholders only provide document. Similarly for some
dimensions it is required to evaluate the quality of the documented information within
the organization. This applies to dimension such as Process maturity where the
evaluation of the how the processes are captured and how much information is
captured is an important factor in the evaluation of the maturity level of the process
maturity dimension.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.7.8.4.4 Establish DG management

Figure 493: 1.7.8.4.4 Establish DG management decomposition
Establish DG management
Brief Description
Establish and improve DG Management to achieve business objectives
Establish DG management, Establishes and improves DG Management to achieve
business objectives. It includes design DG architecture, design data quality solution,
design data security solution, design data storage solution, design data presentation and
distribution solution, and necessary support solutions, e.g. metadata management and
data lifecycle management.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Define DG Roadmap
Brief Description
Define DG Roadmap according to defined DG strategy
Define DG roadmap according to defined DG strategy. It defines procedures and steps to
achieve DG objectives.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Allocate DG Resource
Brief Description
Allocate DG Resource allocates DG required resources to achieve the desired DG
management. Taking into account that different data types requires different operating
models, roles and responsibilities
Allocate DG Resource, including physical and logical resource, such as executive
organization, talent resources, technology resource to determine data ownerships,
roles, responsibilities, which ensure the implementation of data governance from the
system of organization.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Execute DG Roadmap
Brief Description
business objectives
Execute the DG Roadmap to establish the DG strategy and DG policies
Execute DG Roadmap execute the DG Roadmap step by step to establish the DG
strategy and DG policies, and achieve the DG business objectives
Explanatory
N/A
Mandatory
N/A
Optional
N/A

Interactions
N/A
1.8.1 Cataloging
Figure 494: 1.8.1 Cataloging decomposition
Cataloging
Brief Description
Develop catalog specifications (definitions), catalogs, and exchange catalogs among
parties.
Cataloging is a set of generalized processes that can be used in the creation of product,
service, and resource catalogs, their specifications (definitions), and exchange catalogs
among parties engaged in the value fabric.
Domain specific cataloging processes, such as Product Offering Cataloging contain only
the processes specific to them. For example, associating product offering prices with
product offers in a product catalog.
Generalized processes such as this eliminate redundant processes used to create

domain specific catalogs.
Explanatory
N/A

Mandatory
N/A
Optional
N/A
Interactions
N/A
Develop Catalog Specification

Brief Description
Develop the specification (definition) for a catalog, relationships among catalogs, and
attributes associated with a catalog.
Develop Catalog Specification develops the specification (definition) for a catalog,
relationships among catalogs, and attributes associated with a catalog.
Specifications define attributes that are shared among catalogs described by the
specification. Additional attributes, called characteristics, can also be defined using a
generalized set of processes to create the attributes. This process focuses on associating
them with a catalog specification.
Relationships among catalogs include those that specify one catalog replaces another
and those that define a group of catalogs, for example a content catalog that contains
other catalogs that contain a specific category, such as drama movie category and a
comedy drama category.
aspects of a catalog specification, such as relationships with other catalogs, it is assumed
that the "develop" processes and their sub-processes also perform updates and
removals.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Develop Catalog
Brief Description
Define, update, and remove a catalog.
Develop Catalog defines, updates, and removes a catalog. The catalog is associated with
the party who provides it, such as the enterprise, one of its operating units, or an
external party.
It sets, updates, or removes a value or values for attributes which do not have a fixed
value. Setting a value may entail selecting one or more from a list of permitted values
or entering a value. For example, selecting web and electronic as values for the media
via which a catalog will be published.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Exchange Catalog
Brief Description
Exchange a catalog with another party.
Exchange Catalog exchanges a catalog with another party engaged in the value fabric.
The exchange may be sending a catalog to another party or receiving one from another
party.
A temporary catalog may be created and associated with the party upon receipt of it.
Explanatory
N/A

Mandatory
N/A
Optional
N/A
Interactions
N/A
1.8.1.1 Develop Catalog Specification
Figure 495: 1.8.1.1 Develop Catalog Specification decomposition
Develop Catalog Specification

Brief Description
Develop the specification (definition) for a catalog, relationships among catalogs, and
attributes associated with a catalog.
Develop Catalog Specification develops the specification (definition) for a catalog,
relationships among catalogs, and attributes associated with a catalog.
Specifications define attributes that are shared among catalogs described by the
specification. Additional attributes, called characteristics, can also be defined using a
generalized set of processes to create the attributes. This process focuses on associating
them with a catalog specification.

Relationships among catalogs include those that specify one catalog replaces another
and those that define a group of catalogs, for example a content catalog that contains
other catalogs that contain a specific category, such as drama movie category and a
comedy drama category.
aspects of a catalog specification, such as relationships with other catalogs, it is assumed
that the "develop" processes and their sub-processes also perform updates and
removals.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Define Catalog Specification

Brief Description
Define, update, and remove the specification for a catalog.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Define Additional Catalog Specification Attributes


Brief Description
Define, update, and remove additional attributes associated with a catalog specification.
Define Additional Catalog Specification Attribute defines, updates, and removes
additional attributes, called characteristics, using a generalized set of processes to
create the attributes. This process focuses on associating/disassociating them with a
catalog specification, as well as update and removal of the attributes.
For example, an additional attribute may represent the media, such as web, paper,
electronic, used to publish the catalog.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Define Catalog Specification Relationship

Brief Description
Define, update, and remove one or more associations among catalog specifications.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

1.8.1.2 Develop Catalog
Figure 496: 1.8.1.2 Develop Catalog decomposition
Develop Catalog
Brief Description
Define, update, and remove a catalog.
Develop Catalog defines, updates, and removes a catalog. The catalog is associated with
the party who provides it, such as the enterprise, one of its operating units, or an
external party.
It sets, updates, or removes a value or values for attributes which do not have a fixed
value. Setting a value may entail selecting one or more from a list of permitted values
or entering a value. For example, selecting web and electronic as values for the media
via which a catalog will be published.
Explanatory
N/A
Mandatory
N/A

Optional
N/A
Interactions
N/A
Define Catalog
Brief Description
Define, update, and remove a catalog. The catalog is associated with the party who
provides it, such as the enterprise, one of its operating units, or an external party.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Define Catalog Attributes

Brief Description
Set, update, or remove a value or values for attributes which do not have a fixed value.
Define Catalog Attributes sets, updates, or removes a value or values for attributes
which do not have a fixed value. Setting a value may entail selecting one or more from a
list of permitted values or entering a value. For example, selecting web and electronic
as values for the media via which a catalog will be published.
Explanatory
N/A
Mandatory
N/A

Optional
N/A
Interactions
N/A
1.8.2 Capacity Management
Figure 497: 1.8.2 Capacity Management decomposition
Capacity Management
Brief Description
Specify available capacity and capture capacity demand for defined time periods. The
consumption of available capacity by demand is captured for a given time period.
Capacity Management specifies available capacity and captures capacity demand for
defined time periods. The consumption of available capacity by demand is captured for
a given time period. Available capacity and/or capacity demand may be adjusted based
on consumption or other factors, such as reduced infrastructure availability. Available
capacity and capacity demand can be specified as planned or actual.
Domain specific capacity management processes, such as Product Capacity

Management contain only the processes specific to them. For example, associating
product offering with capacity amounts and capacity demand.

domain specific capacity management processes.
Explanatory
N/A
Mandatory
N/A

Optional
N/A
Interactions
N/A
Define Capacity Time Period

Brief Description
Define a time period for which available capacity and/or capacity demand is specified
and captured.
Define Capacity Time Period defines a time period for which available capacity and/or
capacity demand is specified and captured. A time period can be expressed in days of
the week or for a from/to date.
This process also is used to modify and remove a capacity time period.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Specify Available Capacity

Brief Description
Define planned or actual capacity availability for a specific time period.
Specify Available Capacity defines planned or actual capacity availability for a specific
time period. The amount of available capacity can be represented in various ways,
including different units of measure, such as units and terabytes, a single value, and a
range of values.
Available capacity may be related to each other. For example, quarterly available

capacity may be an aggregation of the three months in the quarter. Available capacity
may also be location dependent. For example, for a city, suburb, or geographic area.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Capture Capacity Demand

Brief Description
Capture planned or actual capacity demand for a specific time period.
Capture Capacity Demand defines planned or actual capacity demand for a specific time
period. The amount of available capacity can be represented in various ways, including
different units of measure, such as units and terabytes, a single value, and a range of
values.
Capacity demand may be related to one of more other demands. For example, quarterly
capacity demand may be an aggregation of the three months in the quarter.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Consume Available Capacity


Brief Description
Allocate planned or actual capacity availability to the respective capacity demand for a
given time period.
Consume Available Capacity allocates capacity availability to capacity demand for a
given time period. The allocation may identify the available capacity is not enough to
satisfy demand or that there is too much capacity for a given time period. This
information is communicated to the Monitor Capacity processes.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Monitor Capacity
Brief Description
Monitor available planned and actual capacity and capacity demand. Suggest
adjustments based on monitoring results.
Monitor Capacity monitors available planned and actual capacity and capacity demand.
It suggest adjustments based on monitoring results. Results may include differences
between allocated capacity and its associated capacity and capacity demand.
Factors that are monitored include planned and actual capacity and capacity demand
changes such as unexpected reductions or unexpected increases in planned or actual
product sales or planned or available infrastructure.
Explanatory
N/A
Mandatory
N/A
Optional
N/A

Interactions
N/A
Adjust Capacity
Brief Description
Make one or more adjustments to planned or actual capacity and capacity demand.
Communicate adjustment(s) to impacted stakeholders.
Adjust Capacity makes one or more adjustments to planned or actual capacity and
capacity demand and communicates adjustment(s) to impacted stakeholders.
It is important to notify stakeholders because of the relationship among the various

types of capacity and capacity demand. For example, a change in product offering
capacity demand may mean that resource infrastructure processes, such as Resource
Capability Delivery, may need to be carried out to make any necessary resource
infrastructure adjustments based on the reduced product offering demand. This also
implies a reduction to resource capacity and resource demand.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Perform Capacity and Capacity Demand Trend Analysis

Brief Description
Undertake trend analysis on capacity and capacity demand to identify any issues that
may exist in either or both.
Perform Capacity and Capacity Demand Trend Analysis undertakes trend analysis on
capacity and capacity demand to identify any issues that may exist in either or both. For
example, there could be an issue identified that indicates the technique used for
estimating planned capacity or planned capacity demand may need to be changed.

Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.8.2.2 Specify Available Capacity
Figure 498: 1.8.2.2 Specify Available Capacity decomposition
Specify Available Capacity

Brief Description
Define planned or actual capacity availability for a specific time period.
Specify Available Capacity defines planned or actual capacity availability for a specific
time period. The amount of available capacity can be represented in various ways,
including different units of measure, such as units and terabytes, a single value, and a
range of values.
Available capacity may be related to each other. For example, quarterly available

capacity may be an aggregation of the three months in the quarter. Available capacity
may also be location dependent. For example, for a city, suburb, or geographic area.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Define Available Capacity

Brief Description
Define planned or actual capacity availability for a specific time period. The amount of
available capacity can be represented in various ways, including different units of
measure, such as units and terabytes, a single value, and a range of values.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Associate Related Available Capacity

Brief Description
Associate available planned or actual capacity to another available capacity. For
example, quarterly available capacity may be an aggregation of the three months in the
quarter.

Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Specify Available Capacity Location

Brief Description
Associate available planned or actual capacity with a location such as a city, suburb, or
geographic area.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.8.2.3 Capture Capacity Demand

Figure 499: 1.8.2.3 Capture Capacity Demand decomposition
Capture Capacity Demand

Brief Description
Capture planned or actual capacity demand for a specific time period.
Capture Capacity Demand defines planned or actual capacity demand for a specific time
period. The amount of available capacity can be represented in various ways, including
different units of measure, such as units and terabytes, a single value, and a range of
values.
Capacity demand may be related to one of more other demands. For example, quarterly
capacity demand may be an aggregation of the three months in the quarter.
Explanatory
N/A
Mandatory
N/A
Optional
N/A

Interactions
N/A
Define Capacity Demand

Brief Description
Define planned or actual capacity demand for a specific time period. The amount of
available capacity can be represented in various ways, including different units of
measure, such as units and terabytes, a single value, and a range of values.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Associate Related Capacity Demand

Brief Description
Associate planned or actual capacity demand to another capacity demand. For
example, quarterly available capacity may be an aggregation of the three months in the
quarter.
Explanatory
N/A
Mandatory
N/A
Optional
N/A

Interactions
N/A
1.8.2.5 Monitor Capacity
Figure 500: 1.8.2.5 Monitor Capacity decomposition
Monitor Capacity
Brief Description
Monitor available planned and actual capacity and capacity demand. Suggest
adjustments based on monitoring results.
Monitor Capacity monitors available planned and actual capacity and capacity demand.
It suggest adjustments based on monitoring results. Results may include differences
between allocated capacity and its associated capacity and capacity demand.
Factors that are monitored include planned and actual capacity and capacity demand
changes such as unexpected reductions or unexpected increases in planned or actual
product sales or planned or available infrastructure.

Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Monitor Available Capacity

Brief Description
Monitor available planned and actual capacity and provide results to the Suggest
Available Capacity Adjustment process.
Monitor Available Capacity monitors available planned and actual capacity and provide
results to the Suggest Available Capacity Adjustment process.
Factors that are monitored include planned and actual demand changes caused by
events such as unexpected reductions or unexpected increases in planned or actual
product sales. Availability can also be influenced by changes to the underlying planned
or actual infrastructure, such as resource availability, which affects all types of actual
available capacity (Product, Service, Resource).
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Monitor Capacity Demand


Brief Description
Monitor available planned and actual capacity demand and provide results to the
Suggest Capacity Demand Adjustment process.
Monitor Capacity Demand monitors planned and actual capacity demand and provide
results to the Suggest Capacity Demand Adjustment process.
Factors that are monitored include planned and actual capacity availability changes
caused by events such as unexpected reductions or unexpected increases in planned or
actual product sales. Capacity demand can also be influenced by changes to the
underlying planned or actual infrastructure, such as resource availability, which affects
all types of planned or actual capacity demand (Product, Service, Resource).
For example, if sales forecasts for an offering increases then planned demand for the
offering should be increased as a result.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.8.2.5.1 Monitor Available Capacity

Figure 501: 1.8.2.5.1 Monitor Available Capacity decomposition
Monitor Available Capacity

Brief Description
Monitor available planned and actual capacity and provide results to the Suggest
Available Capacity Adjustment process.
Monitor Available Capacity monitors available planned and actual capacity and provide
Factors that are monitored include planned and actual demand changes caused by
events such as unexpected reductions or unexpected increases in planned or actual
product sales. Availability can also be influenced by changes to the underlying planned
or actual infrastructure, such as resource availability, which affects all types of actual
available capacity (Product, Service, Resource).
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Monitor Planned Available Capacity

Brief Description
Monitor available planned capacity and provide results to the Suggest Available Capacity
Adjustment process.
Monitor Planned Available Capacity monitors available planned capacity and provides
Monitoring includes comparing planned capacity with what has been allocated to
planned capacity demand. It may result in identifying the need for an increase or
decrease in planned capacity. It also looks at other sources, such as sales forecasts that
may impact both capacity and demand.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Monitor Actual Available Capacity

Brief Description
Monitor available actual capacity and provide results to the Suggest Available Capacity
Adjustment process.
Monitor Actual Available Capacity monitors available actual capacity and provides
Monitoring includes comparing actual capacity with what has been allocated to actual
capacity demand. It may result in identifying the need for an increase or decrease in
planned capacity. It may also include looking at actual sales to see if available capacity
should be increased or decreased.

Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Suggest Available Capacity Adjustment

Brief Description
Suggest adjustments to planned or actual capacity based on monitoring results.
Suggest Available Capacity Adjustment determines what planned or actual capacity
adjustments to suggest based on monitoring results. These are communicated to the
Adjust Capacity process. For example, an increase in sales may mean that planned (if
sales are expected to increase in the future) and actual capacity needs to be increased; a
decrease in sales may mean that planned and actual capacity should be reduced.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.8.2.5.2 Monitor Capacity Demand

Figure 502: 1.8.2.5.2 Monitor Capacity Demand decomposition
Monitor Capacity Demand

Brief Description
Monitor available planned and actual capacity demand and provide results to the
Suggest Capacity Demand Adjustment process.
Monitor Capacity Demand monitors planned and actual capacity demand and provide
Factors that are monitored include planned and actual capacity availability changes
caused by events such as unexpected reductions or unexpected increases in planned or
actual product sales. Capacity demand can also be influenced by changes to the
underlying planned or actual infrastructure, such as resource availability, which affects
all types of planned or actual capacity demand (Product, Service, Resource).
Explanatory
N/A
Mandatory
N/A

Optional
N/A
Interactions
N/A
Monitor Planned Capacity Demand

Brief Description
Monitor planned capacity demand and provide results to the Suggest Capacity Demand
Adjustment process.
Monitor Planned Capacity Demand monitors planned capacity demand and provides
Monitoring includes analyzing planned capacity, what has been allocated to planned
capacity demand, and planned capacity demand. It may result in identifying the need for
an increase or decrease in planned capacity demand. It also looks at other sources, such
as sales forecasts that may impact both capacity and demand.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Monitor Actual Capacity Demand

Brief Description
Monitor available actual capacity demand and provide results to the Suggest Capacity
Demand Adjustment process.

Monitor Actual Capacity Demand monitors actual capacity demand and provides results
to the Suggest Capacity Demand Adjustment process.
Monitoring includes analyzing actual capacity, what has been allocated to actual
capacity demand, and actual capacity demand. It may result in identifying the need for
an increase or decrease in actual capacity. It also looks at other sources, such as current
resource infrastructure availability . For example if resource infrastructure availability
decreases both capacity and capacity demand may have to be decreased, not only for
resources, but also for product and service capacity and capacity demand that may be
effected by the decrease in resource infrastructure availability.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Suggest Capacity Demand Adjustment

Brief Description
Suggest adjustments to planned or actual capacity demand based on monitoring results.
Suggest Capacity Demand Adjustment determines what planned or actual capacity
demand adjustments to suggest based on monitoring results. These are communicated
to the Adjust Capacity process. For example, an increase in sales may mean that planned
and actual capacity demand needs to be increased; a decrease in sales may mean that
planned and actual capacity demand should be reduced. This may also have an impact
on service and resource capacity and capacity demand.
Explanatory
N/A
Mandatory
N/A
Optional
N/A

Interactions
N/A
1.8.2.6 Adjust Capacity
Figure 503: 1.8.2.6 Adjust Capacity decomposition
Adjust Capacity
Brief Description
Make one or more adjustments to planned or actual capacity and capacity demand.
Communicate adjustment(s) to impacted stakeholders.
Adjust Capacity makes one or more adjustments to planned or actual capacity and
capacity demand and communicates adjustment(s) to impacted stakeholders.

Explanatory
N/A

Mandatory
N/A
Optional
N/A
Interactions
N/A
Adjust Available Capacity

Brief Description
Analyze suggested planned and actual capacity adjustments. Make agreed upon
adjustments based on the analysis.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Adjust Capacity Demand

Brief Description
Analyze suggested planned and actual capacity demand adjustments. Make agreed
upon adjustments based on the analysis.
Explanatory
N/A
Mandatory
N/A

Optional
N/A
Interactions
N/A
Communicate Available Capacity and Capacity Demand Adjustments

Brief Description
Provide capacity and capacity demand adjustment notifications to impacted
stakeholders.
Communicate Available Capacity and Capacity Demand Adjustments provides capacity
and capacity demand adjustment notifications to impacted stakeholders.

Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.8.3 Configuration Specification and Configuration Management

Figure 504: 1.8.3 Configuration Specification and Configuration Management decomposition
Configuration Specification and Configuration Management

Brief Description
Define, modify, and remove a configuration specification that defines how an entity,
such as a product, service, or resource functions. Configure or create a new version of a
configuration for an entity, such as a product, service, or resource, as defined by a
configuration specification. Modify a configuration and values for configuration
parameters, and remove a configuration.
Configuration Specification and Configuration Management defines, modifies, and
removes a configuration specification that defines how an entity, such as a product,
service, or resource functions. This process also configures or creates a new version of a
configuration for an entity, such as a product, service, or resource, as defined by a
configuration specification. It also modifies a configuration and values for configuration
parameters, and removes a configuration.
Domain specific configuration management processes, such as Product Configuration

Management contain only the processes specific to them. For example, associating a
product specification with product configuration specification and a product with a
product configuration.


domain specific configuration management processes.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Configuration Specification Management

Brief Description
such as a product, service, or resource functions.
Configuration Specification Management defines, modifies, and removes a configuration
specification that defines how an entity, such as a product, service, or resource
functions.
A configuration specification can be associated with a policy that determines if the

specification should be used, contains parameters that represent the details of how an
entity functions, constraints that can be used to select the value of a parameter, as well
as relationships that a configuration specification has with one or more other
configuration specifications.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Configuration Management

Brief Description
Configure or create a new version of a configuration for an entity, such as a product,
service, or resource, as defined by a configuration specification. Modify a configuration
and values for configuration parameters, and remove a configuration.
Configuration Management configures or creates a new version of a configuration for an
entity, such as a product, service, or resource, as defined by a configuration
specification. This process also modifies a configuration and values for configuration
The configuration of one entity may be require the configuration of other entities as
defined by a selected configuration specification to use. For example, the configuration
of a product may require the configuration of a service and a physical resource, such as
a device.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.8.3.1 Configuration Specification Management

Figure 505: 1.8.3.1 Configuration Specification Management decomposition
Configuration Specification Management

Brief Description
such as a product, service, or resource functions.
Configuration Specification Management defines, modifies, and removes a configuration
specification that defines how an entity, such as a product, service, or resource
functions.
A configuration specification can be associated with a policy that determines if the

specification should be used, contains parameters that represent the details of how an
entity functions, constraints that can be used to select the value of a parameter, as well
as relationships that a configuration specification has with one or more other
Explanatory
N/A
Mandatory
N/A

Optional
N/A
Interactions
N/A
Define Configuration Specification

Brief Description
Add a configuration specification, any configuration constraints, relationships
between/among configuration specifications, and configuration parameters.
Define Configuration Specification adds a configuration specification, configuration
parameters, any configuration constraints, policies associated with the configuration
specification, and relationships between/among configuration specifications.
Configuration specifications define how an entity, such as a product, service, or resource

can be configured in order for it to function properly. There are often many
configuration specifications that can be chosen. A policy can be defined to assist with or
to make the choice.
Configuration parameters are attributes that provide details on how an entity will
function. The choice of an attribute's value can be determined by defining a constraint.
Relationships between/among configuration specifications define such things as the

sequence in which configurations must be made. For example, if multiple services must
be configured to realize a product there is often a sequence in which the services must
be configured.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Modify Configuration Specification

Brief Description
Make a modification to a configuration specification and/or any other configuration
specification related business entities, such as an association between/among
Modify Configuration Specification makes a modification to a configuration specification
and/or any other configuration specification related business entities, such as an
association between/among configuration specifications.
This process is also responsible for removing any configuration specification related
business entities, either logically by specifying an end date or physically by deleting it.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.8.3.1.1 Define Configuration Specification
Figure 506: 1.8.3.1.1 Define Configuration Specification decomposition
Define Configuration Specification


Brief Description
Add a configuration specification, any configuration constraints, relationships
between/among configuration specifications, and configuration parameters.
Define Configuration Specification adds a configuration specification, configuration
parameters, any configuration constraints, policies associated with the configuration
specification, and relationships between/among configuration specifications.

can be configured in order for it to function properly. There are often many
configuration specifications that can be chosen. A policy can be defined to assist with or
to make the choice.
Configuration parameters are attributes that provide details on how an entity will
function. The choice of an attribute's value can be determined by defining a constraint.
Relationships between/among configuration specifications define such things as the

sequence in which configurations must be made. For example, if multiple services must
be configured to realize a product there is often a sequence in which the services must
be configured.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Add Configuration Specification

Brief Description
Add a configuration specification and any policy that governs the selection of a
Add Configuration Specification creates a configuration specification and any policy that
governs the selection of a configuration specification.

can be configured in order for it to function properly. Basic information about the
specification, such as name and version, are defined by this process.
Note that this process is meant to use generic policy processes to define the base policy
that is used to determine the use a configuration specification. To date the generic
processes have not yet been developed.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Define Configuration Specification Parameter

Brief Description
Define a parameter associated with a configuration specification and any policy that
governs the selection of a value for the parameter.
Define Configuration Specification Parameter creates a parameter associated with a
configuration specification. Configuration parameters are attributes that provide details
on how an entity will function. For example, the format of a video, such as standard or
high definition.
The use of particular value for a parameter can be governed by a policy.

Note that this process is meant to use generic policy processes to define a base policy
and associate the parameter to the policy. To date the generic processes have not yet
been developed.
Note that this process also uses a generalized set of processes to create the parameter,
called characteristics. To date the generic processes have not yet been developed.
Explanatory
N/A
Mandatory
N/A

Optional
N/A
Interactions
N/A
Add Configuration Specification Constraint

Brief Description
Add a rule and the elements/members of the rule that is used to determine whether an
configuration specification or a value for a configuration parameter should be applied
when configuring an entity, such as a product, service, or resource.
Add Configuration Specification Constraint adds a rule that is used to determine
whether a configuration specification or a value for a configuration attribute should be
applied when configuring an entity, such as a product, service, or resource.
The rule is comprised of elements/members that when taken together define the rule.
For example, an member may include an operator, such as less than, and an attribute,
such as key quality indicator, in a rule that defines how a service is configured based on
various key quality indicators contained in a service level agreement. This rule may
determine a configuration specification to use or the value of an configuration
specification parameter that should be used.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Define Configuration Specification Policy

Brief Description
Define a policy that governs the use of a configuration specification.

Define Configuration Specification Policy defines a policy that governs the use of a
Note that this process is meant to use generic policy processes to define the base policy
that is used to determine the use a configuration specification. To date the generic
processes have not yet been developed.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Specify Configuration Specification Relationship

Brief Description
Define simple and complex relationship between/among configuration specifications.
Specify Configuration Specification Relationship defines simple and complex
relationships between/among configuration specifications. A simple relationship may
indicate that one configuration specification has superseded another. A complex
relationship may specify the order in which related specifications must be applied when
configuring an entity, such as a product, service, or resource.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

1.8.3.1.1.3 Add Configuration Specification Constraint
Figure 507: 1.8.3.1.1.3 Add Configuration Specification Constraint decomposition
Add Configuration Specification Constraint

Brief Description
Add a rule and the elements/members of the rule that is used to determine whether an
configuration specification or a value for a configuration parameter should be applied
Add Configuration Specification Constraint adds a rule that is used to determine
whether a configuration specification or a value for a configuration attribute should be
The rule is comprised of elements/members that when taken together define the rule.
various key quality indicators contained in a service level agreement. This rule may

determine a configuration specification to use or the value of an configuration

specification parameter that should be used.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Create Configuration Specification Constraint

Brief Description
Add a constraint, composed of elements/members, that is used to determine whether a
configuration specification or a value for a configuration attribute should be applied
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Create Configuration Specification Constraint Member

Brief Description
Add a component of a constraint, its possible association with a parameter or other
attribute.

Create Configuration Specification Constraint Member adds a member of a constraint
that represents a component of a configuration specification constraint. The member
can represent another configuration parameter or some other attribute. Note that this
process also uses a generalized set of processes to create the other attribute, called
characteristics. To date the generic processes have not yet been developed.
various key quality indicators contained in a service level agreement.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.8.3.1.1.5 Specify Configuration Specification Relationship

Figure 508: 1.8.3.1.1.5 Specify Configuration Specification Relationship decomposition
Specify Configuration Specification Relationship

Brief Description
Define simple and complex relationship between/among configuration specifications.
Specify Configuration Specification Relationship defines simple and complex
relationships between/among configuration specifications. A simple relationship may
indicate that one configuration specification has superseded another. A complex
relationship may specify the order in which related specifications must be applied when
configuring an entity, such as a product, service, or resource.
Explanatory
N/A
Mandatory
N/A

Optional
N/A
Interactions
N/A
Define Simple Configuration Specification Relationship

Brief Description
Define a simple relationship between/among configuration specifications.
Define Simple Configuration Specification Relationship defines a simple relationship
between/among configuration specifications. The type of relationship may be an
aggregation, migration, substitution, dependency, or exclusivity relationship
between/among configuration specifications.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Define Complex Configuration Specification Relationship

Brief Description
Define a complex relationship between/among configuration specifications.
Define Complex Configuration Specification Relationship defines a complex relationship
between/among configuration specifications.
A complex relationship may specify the order in which related specifications must be
This type of configuration specification relationship represents a group of configuration

specifications that is made up of other configuration specifications. For example, the

configuration specification for a digital health monitoring service may be composed of a

specification for the activating the monitoring device, which must be done first, and a
specification establishing connection between the device and a network, which must be
done second.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.8.3.2 Configuration Management
Figure 509: 1.8.3.2 Configuration Management decomposition
Configuration Management

Brief Description
service, or resource, as defined by a configuration specification. Modify a configuration
and values for configuration parameters, and remove a configuration.
Configuration Management configures or creates a new version of a configuration for an
entity, such as a product, service, or resource, as defined by a configuration
specification. This process also modifies a configuration and values for configuration
The configuration of one entity may be require the configuration of other entities as
defined by a selected configuration specification to use. For example, the configuration
of a product may require the configuration of a service and a physical resource, such as
a device.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Configure Entity
Brief Description
service, or resource, as defined by a configuration specification.
Configure Entity configures or creates a new version of a configuration for an entity,
such as a product, service, or resource, as defined by a configuration specification.
Values for configuration parameters are also assigned.
As defined by a selected configuration specification other entities may also be

configured. For example, the configuration of a product may require the configuration
of a service and a physical resource, such as a device. In this case the other
configuration of the other entities are related to the configuration being created.

Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Modify Entity Configuration

Brief Description
Modify a configuration and/or values for configuration parameters.
Modify Entity Configuration modifies a configuration and/or values for configuration
parameters. For example, change the description of a configuration or change the status
of a configuration that has been replaced by a newer version of it.
This process also removes a configuration and all related information, logically by
specifying an end date or physically by removing it. Removal of a configuration may
trigger removal of related configurations as defined by any inter-configuration
relationships.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.8.3.2.1 Configure Entity

Figure 510: 1.8.3.2.1 Configure Entity decomposition
Configure Entity
Brief Description
service, or resource, as defined by a configuration specification.
Configure Entity configures or creates a new version of a configuration for an entity,
such as a product, service, or resource, as defined by a configuration specification.
Values for configuration parameters are also assigned.
As defined by a selected configuration specification other entities may also be

configured. For example, the configuration of a product may require the configuration
of a service and a physical resource, such as a device. In this case the other
configuration of the other entities are related to the configuration being created.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Create Base Configuration

Brief Description
Add basic information about the configuration, such as a description and version
number.
Create Base Configuration adds basic information about the configuration, such as a
description and version number.
When a new version of an existing configuration is created the Modify Entity

Configuration is used to change the status of the previous version to indicate a new
version has taken its place. A new version may represent the reconfiguration of an
entity.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Assign Value to Configuration Parameter

Brief Description
Assign a value to a configuration parameter.
Assign Value to Configuration Parameter assigns a value to a configuration parameter as
defined by parameters that are part of a selected configuration specification.
Note that this process also uses a generalized set of processes to assign a value to the
parameter and to create any inter-value relationships, called characteristic values. To
date the generic processes have not yet been developed.
Explanatory
N/A
Mandatory
N/A

Optional
N/A
Interactions
N/A
Check Compatibility of Configuration Parameters

Brief Description
Enable configuration parameters to be specified to determine if a product can be
configured using them.
Check Compatibility of Configuration Parameters enables configuration parameters to
be specified to determine if a product can be configured using them. This can be done
for a party's current product configuration to determine if it is compatible with the
product to be configured. The compatibility check’s results indicate compatibility or not.
For example, providing a current thermostat's wiring configuration to be provided to

determine if the product to be configured is compatible with the wiring configuration.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Add Inter-configuration Relationship

Brief Description
Add a relationship to another configuration that indicates another entity, such as a
product, service, or resource, has been configured to support the configuration of the
entity being configured.
Add Inter-configuration Relationship adds a relationship to another configuration that
indicates another entity, such as a product, service, or resource, has been configured to

support the configuration of the entity being configured. The need for other
configurations is defined by a selected configuration specification.
For example, before an application that has been purchased can be configured a service
that grants access to the application must be configured.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Figure 511: Enterprise Risk Management decomposition

Brief Description
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 identification and management of
customers. In the eTOM Business Process Framework, credit management processes are
therefore placed within the Customer-Ops horizontal process grouping.
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 identification and
management of customers. In the eTOM Business Process Framework, credit
management processes are therefore placed within the Customer-Ops horizontal
process grouping.
Explanatory
Mandatory
Optional
Interactions


Brief Description
proactive testing;
Explanatory
Mandatory
Optional
Interactions


Brief Description
Problem Management is defined within ITIL. Its role here is as a model or template for
follow the ITIL approach, and thus other models for Problem Management (or
Problem Management is defined within ITIL, and further information is available at:
for Problem Management (or equivalent) may apply in such cases.
ITIL Problem Management is driving to find the root cause of a problem. This is not
about fixing something quickly but about ensuring that the fix is permanent once it is
implemented. The Problem Manager will maintain information on problems, fixes and
workarounds and links in very closely with Knowledge Management processes.
•Terminology•
From the eTOM perspective, each problem is qualified according to its layer of origin.
For example, a Problem identified in the Service Management layer may be initially
described as a Service Problem. However, it may be subsequently described as a
Resource Problem following root cause determination.

with problems in the organization and provides a point where these are reported. These
are managed within this process.
business context.

ITIL Problem Management relates to several eTOM process areas. The eTOM processes
affected include
Within Operations:

Problem Handling


then the Customer QoS/SLA Management processes operate in line with this.


affected processes are: Service-Ops Support & Readiness
Service Problem Management Service Quality Management

then the Service-Ops Support & Readiness processes operate in line with this.


then the Service Problem Management processes operate in line with this.

then the Service Quality Management processes operate in line with this.

Resource-Ops Support & Readiness




then the Resource Trouble Management processes operate in line with this.

then the Resource Performance Management processes operate in line with this.

Process Element: Resource Data Collection & Distribution
then the Resource Data Collection & Distribution processes operate in line with this.
Process Domain : Engaged Party Domain

then processes in the Engaged Party domain operate in line with this. The affected
processes are: Party Support & Readiness

then the Party Support & Readiness processes operate in line with this.
Process Element: Party Problem Handling

then the Party Problem Handling processes operate in line with this.

then the Party Performance Management processes operate in line with this.

then the Service Development & Management processes operate in line with this. The


then the Service Capability Delivery processes operate in line with this.
Process Identifier: 1.2.3Process Identifier: 1.1.4

Process Element Domain : Supplier/Partner Relationship Management Engaged Party
Domain
then the processes in the Engaged Party domain Supplier/Partner Relationship
Management processes operate in line with this. The affected processes are:
S/PRMParty Support & Readiness
S/Party Problem Reporting & Management Handling
S/Party Performance Management

Process Element: S/PRMParty Support & Readiness
then the S/PRMParty Support & Readiness processes operate in line with this.

Process Element: S/Party Problem Reporting & ManagementHandling
then the S/Party Problem Reporting & ManagementHandling processes operate in line
with this.

Process Element: S/Party Performance Management
then the S/Party Performance Management processes operate in line with this.

then the Resource Development & Management processes operate in line with this. The
affected process is

then the Resource Capability Delivery processes operate in line with this.



Process Element: ITIL Problem Management
Process Impact:
documentation.
Explanatory
Mandatory
Optional
Interactions
Security Management
Brief Description



Explanatory
Mandatory
Optional
Interactions

Fraud Management
Brief Description
Explanatory
Mandatory
Optional
Interactions

Brief Description

Explanatory
Mandatory
Optional
Interactions
Brief Description
Explanatory
Mandatory
Optional

Interactions

Brief Description
needs,
Explanatory
Mandatory

Optional
Interactions
Integrity Management
Brief Description
Integrity Management is the set of activities and processes that aim to promote and
enforce integrity of the company’s People, Products and Processes.
Integrity Management processes urge and gauge compliance to intended integrity
practices by the enterprise.
In the Risk Management domain, Integrity Management is a systematic and continuous
series of processes and behaviors which stimulate and assure the Integrity of People,
Processes and Products throughout the enterprise and its partners.
In an enterprise the Code Of Conduct (COC) is one of the fundamental instruments to
base integrity on. Just handing out the COC is not enough. Integrity Management
processes accomplish intrinsic compliance to the corporate COC through
• providing clear integrity guidelines;
• running integrity programs;
• facilitating tools;
• promoting integrity best practices;
• gauging of intrinsic integrity compliance.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
ITIL IT Service Continuity Management

Brief Description
IT Service Continuity Management is defined within ITIL. Its role here is as a model or

choose to follow the ITIL approach, and thus other models for IT Service Continuity
IT Service Continuity Management is defined within ITIL, and further information is
available at:
for IT Service Continuity Management (or equivalent) may apply in such cases.
IT Service Continuity Management operates in support of overall Business Continuity
Management within the enterprise to ensure that the IT systems and support are
available within the business, and to recover and restore IT service as required and
agreed when service interruptions arise. The IT Service Continuity Manager will carry
out a Business Impact Analysis (BIA) for all existing and new services and will then
ensure that the results are included within the IT Service Continuity Plan which will be
aligned to the Business Continuity Plan. This process is also responsible for carrying out
risk assessments to ensure that these risks can be mitigated to prevent a disaster
situation if it is justifiable to do so.
•Terminology•
map to Product. ITIL IT Services represent a subset of the services recognized within ITIL,
which also identifies Business Services that these IT Services support and contribute to.

Process Impact: Where ITIL IT Service Continuity Management is employed as a guiding
so that business continuity management, etc., are then aligned with the ITIL approach.

Process Impact:
Where ITIL IT Service Continuity Management is employed as a guiding mechanism,
then the Business Continuity Management processes operate in line with this, so that

business continuity planning, infrastructure recovery planning, and serious incident

management planning, etc., are then aligned with the ITIL approach.
Explanatory
Mandatory
Optional
Interactions
ITIL Information Security Management

Brief Description
Information Security Management is defined within ITIL. Its role here is as a model or
choose to follow the ITIL approach, and thus other models for Information Security
Information Security Management is defined within ITIL, and further information is
available at:
for Information Security Management (or equivalent) may apply in such cases.
Information Security Management addresses the safety and integrity of information
within the enterprise, and aims to satisfy a Service Level Agreement that has been
established with the owners/users of the information concerning these aspects. Issues
involved include the availability of the information, and maintaining its integrity and
confidentiality as required and agreed. More generally, Information Security
Management relates to IT Service Continuity Management, since information security
will form part of the overall approach for IT service continuity. The Information Security
Manager is responsible for developing and managing the Security Policies and also
ensuring that they are enforced. They will work closely with the IT Service Continuity
Manager carrying out BIA and ensuring that the security aspects are considered
appropriately.

•Terminology•
The use of “Information” in ITIL is consistent with its use within the TM Forum
Information Framework (SID).

ITIL Information Security Management relates to several eTOM process areas. The
eTOM processes affected include:

so that business continuity management, security management, etc., are then aligned

mechanism, then the Business Continuity Management processes operate in line with
this, so that strategies, policies, plans, etc., are then aligned with the ITIL approach.

Process Element: Security Management
mechanism, then the Security Management processes operate in line with this, so that
corporate policies, guidelines, best practices, etc., are then aligned with the ITIL
approach.
Explanatory
Mandatory
Optional
Interactions

Figure 512: Product Offering Development & Retirement decomposition

Brief Description
both.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A


Brief Description
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A


Brief Description
and remove prices.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Brief Description
parties.

Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Brief Description
product offering.
agreement.

Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Product Offering Prototyping

Brief Description
Iteratively develop a product offering to a state that enables it to be tested in some way.
Product Offering Prototyping iteratively develops a product offering. Product Offering
Development & Retirement processes develop each iteration of the offering to a state
that enables it to be tested in some way by the Product Offering Development &
Retirement’s Conduct Product Offering Acceptance Testing process. Tests can be
conducted internally, in the form of a pilot, or field trial. Tests are measured against
defined acceptance criteria. Identified improvements/enhancements are made during
the next iteration based on test results. Once the final iteration tests are accepted the
offering is rolled out and launched to the market at large.
Note: This process is not further decomposed, because the process uses existing
Product Offering Development & Retirement processes.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A


Brief Description
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Figure 513: Receive Party Problem decomposition

Brief Description
Explanatory
Mandatory
Optional
Interactions
Create Party Problem

Brief Description
Create a party problem as a result of a specific party initiated problem.

Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Request Additional Party Problem Information

Brief Description
Request additional information from a party if needed to further process a party
problem.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Receive Additional Party Problem Information

Brief Description
Receive requested additional party problem information from a party and update the
problem with it.

Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A

Index
Abate Alarm Event Records, 1239 Administer Overdue Party Bill/Invoice Follow-
Abate Service Alarm Event Records, 990 Up, 1514
Accept Loyalty Program Agreement, 227 Administer Registration and Access, 1175
Accept Order Handling Infrastructure, 590 Administer the Tender Process, 1561
Accept Party Bill/Invoice, 1386 Administer Tools and Materials Catalog, 1173
Accept Party Bill/Invoice Adjustment, 1541 Advertising, 188
Accept Party Order, 1681 Aggregate Information/Data, 1224
Accept Party Payment, 1429, 1501 Aggregate Items For Charging, 668
Accept Product Offering Process Capabilities, Aggregate Party Items For Charging, 1522
468 Aggregate QoS Performance Analysis, 394
Acknowledge Product Offering Purchase Aggregate Revenue Share, 1465
Completion, 561 Aggregate Revenue Share Item, 1468
Acquire Sales Prospect Data, 296, 304 Aggregate/Combine Party Bill/Invoice, 1381
Activate Product, 341 Agree Product Infrastructure Requirements, 364
Activate Resource, 1198 Agree Resource Infrastructure Requirements,
Activate Service, 943 1069
Add Billing Event Data, 657 Agree Service Infrastructure Requirements, 856
Add Configuration Specification, 1975 Agree Service Outages, 396
Add Configuration Specification Constraint, Algorithmic Product Offering Pricing, 471, 492
1977, 1979 Allocate & Install Resource, 1184, 1191
Add Inter-configuration Relationship, 1989 Allocate DG Resource, 1938
Add Loyalty Program Currency to Loyalty Allocate Resource, 1194
Account, 233 Allocate Service Parameters, 936
Add Party Payment Method Type, 1484 Allocate Specific Service Parameters to Services,
Add Product, 345 923, 934
Address Order Handling infrastructure Issues, Amend Loyalty Program, 197
590 Amend Party Payment Method, 1486
Adjust Available Capacity, 1967 Amend Party Payment Method Type, 1481
Adjust Capacity, 1951, 1966 Amend Party Payment Plan, 1504
Adjust Capacity Demand, 1967 Amend Party Revenue Sharing Model, 1439
Adjust Durations, 1169 Analytics Consumer & Distribution
Adjust Party Revenue Share, 1466 Management, 1911, 1924
Administer and Configure Workforce Analyze & Manage Customer Risk, 710, 715
Management, 1160, 1170 Analyze & Report on Customer, 736, 740
Administer Commercial Arrangement for Party Analyze & Report Party Interactions, 1689, 1696
Bill/Invoice Creation Capability, 1375 Analyze Across Journeys, 686
Administer Commercial Arrangement for Analyze and Decompose Work Order, 1178
Production and Distribution Capability, 818 Analyze and Identify Policies, 1760
Administer Commercial Arrangement for Third Analyze Bill Inquiry Trend, 614
Party Supplier, 623 Analyze Billing Trend, 608
Administer Customer Payment Processes, 611 Analyze Customer or Other Party Trends, 308
Administer Human Resources Catalog, 1172 Analyze Customer Payment Trend, 611
Administer Organizations Catalog, 1172 Analyze Customer Requests & Contacts, 741
Administer Overdue Invoice Follow-Up, 626 Analyze Detailed Bill Inquiry, 643

Analyze Forecast Data, 265 Apply Competency Modeling, 1897

Analyze Fraud, 1772 Apply Employee Recruitment, 1901
Analyze Insurance Cost/Benefits, 1782 Apply MVNO Tax, 1407
Analyze Journey, 678, 684 Apply Party Payment, 1447, 1497
Analyze Journey Trends, 685 Apply Party Pricing, Discounting, Adjustments &
Analyze Loyalty Program Trend, 252 Rebates, 1372, 1377
Analyze Market Information, 117 Apply Party Pricing, Discounting, Adjustments &
Analyze Market Segment purchase and issues, Rebates to Party Account, 1378
125 Apply Party Rate Level Discounts, 1521
Analyze Marketing Campaign Metrics, 181 Apply Pricing, Discounting, Adjustments &
Analyze Marketing Communication Metrics, 165 Rebates, 806, 809
Analyze new resource requirements, 1034 Apply Pricing, Discounting, Adjustments &
Analyze new service directions/enhance Rebates to Customer Account, 810
existing service, 828 Apply Prior Bill Cycle Agreed Party Bill/Invoice
Analyze Party Interactions, 1697 Adjustment, 1379
Analyze Party Performance Data, 1339 Apply Product Price, 350, 352
Analyze Party Problem Trend, 1306 Apply Rate Level Discounts, 667
Analyze Party Settlements & Payments Process Apply Skills Assessment, 1898
Performance, 1640 Apply Strength Profiling, 1898
Analyze Potential Parties, 1556 Apply Succession Planning, 1899
Analyze Product Information, 323 Apply Work Design, 1900
Analyze Product Offering Promotion Metrics, Approve Loyalty Program Strategy, 204
522 Approve New Product Offering Business
Analyze QoS Violation, 791 Proposal, 447
Analyze Resource Classes, 1093 Approve New Product Specification Business
Analyze Resource Performance, 1273, 1282 Proposal, 413
Analyze Root Causes, 685 Approve Order Handling Procedures, 589
Analyze Sales Contact Interaction, 135 Approve Party Bill/Invoice, 1388
Analyze Sales Performance, 151 Approve Party Relationship, 1574
Analyze Sales Prospect Needs, 147 Approve Product Business Case, 360, 369
Analyze Service Classes, 882 Approve Product Offering for Launch/Rollout,
Analyze service growth, 829 459
Analyze Service Quality, 994, 1003 Approve Product Offering Purchase
Analyze to develop new service requirements, Cancellation, 564
829 Approve Product Offering Purchase Return, 556
Analyze to develop new/enhance resource Approve Resource Capability Investment, 1074
requirements, 1035 Approve Sales Forecast, 266
Analyze Touchpoint trigger, 686 Approve Service Capability Investment, 862
Analyzing Party Performance Processes' Approve Tender Decisions, 1564
Performance, 1638 Archive Customer Data, 747
Analyzing Party Problem Processes Archive Marketing Communication, 157
Performance [Deleted], 1634 Archive Party Bill/Invoice, 1384
Analyzing Party Requisition Processes Arrange and Manage Access for Party to Service
Performance, 1631 Performance Mgmt. Tools and Processes,
Apply Training, 1899 1636
Apply Agreed Customer Bill Adjustment, 811 Arrange and Manage Access for Party to Service
Apply Audit Mechanisms Proactively, 1780 Provider Problem Mgmt. Tools and Processes
Apply Career Development, 1900 [Deleted], 1632

Arrange and Manage Access from external Assign Task, 1179

parties to Service Provider Provisioning Tools Assign Value to Configuration Parameter, 1988
and Processes, 1628 Assist Trend Analysis Development, 395
Arrange and Manage Access to Party Service Assist with Security Management Deployment,
Performance Mgmt. Tools and Processes, 1751
1636 Associate Policy to Product Price, 353
Arrange and Manage Access to Party Tools and Associate Price to Product, 353
Processes [Deleted], 1633 Associate Price to Product Offering, 455
Arrange Facilities, Tools and Systems to Support Associate Price to Product Specification, 425
Processes, 1640 Associate Product Offering and Price with
Ascertain Sales Prospect Requirements, 311 Product Offering Agreement, 510
Asses impact of Resource Business plans, 1047 Associate Product Offering Price with
Asses impact of service business plan, 842 Geographic Area, 480
Assess and Investigate Customer Bill Inquiry, Associate Product Offering with Product
639 Offering Catalog, 507
Assess and Report Resource Performance Associate Related Available Capacity, 1953
Management Processes, 1133 Associate Related Capacity Demand, 1956
Assess and Report Service Quality Management Associate Revenue Sharing Model to Party
Processes, 920 Revenue Sharing Agreement, 1460
Assess Customer Bill Inquiry Report, 630, 638 Audit Management and Security Data Collection
Assess Customer Order, 701 & Distribution, 1218
Assess Customer QoS/SLA Performance, 781, Authenticate User, 733
786 Authorize Credit, 689
Assess New Product Offering Risks and Authorize Customer Bill Invoice Adjustment,
Competitive Positioning, 444 631, 641
Assess New Product Specification Risks and Authorize Outbound Party Payment, 1446
Competitive Positioning, 411 Authorize Party Bill Invoice Adjustment, 1538,
Assess Operational Activities, 1778 1540
Assess Party Bill/Invoice, 1386 Authorize Party Transaction Based on Balance,
Assess Party Delivery Capabilities, 1673 1527
Assess Party Interface Performance, 1643 Authorize Transaction Based on Balance, 672
Assess Party Problem, 1302, 1309 Backorder Chosen Product Offering, 553
Assess Performance of Existing Product Balance Operations Management, 672
Offering, 436 Become Loyalty Program Participant, 217, 222
Assess Performance of Existing Resources, 1088 Begin Party Agreement Preparation, 1609, 1612
Assess Performance of Existing Services, 877 Bill Inquiry Handling, 629
Assess Potential Development & Risk, 302 Bill Invoice Management, 805
Assess Resource Request, 1209 Bill Payments & Receivables Management, 615
Assess Revenue Assurance Trouble, 1792 Board & Shares/Securities Management, 1867,
Assess Service Request, 949 1882
Assess Strategic Impacts, 302 Brand Management, 184
Assess Technology Acquisition, 1855 Build a unified customer view, 748
Asset Management, 1858 Build Customer Insight, 710, 713
Assign Billing Event Price, 658 Business Continuity Management, 1727, 1742,
Assign Customer Bill Inquiry Analysis and 1992
Adjustment Activities, 646 Business Development, 1702, 1713
Assign Party Problem Jeopardy Status, 1324 Calculate Dealer & Retailer Billing &
Assign Service Provisioning Activity, 938 Commissions, 1393

Calculate Loyalty Program Currency, 236 Carry Out Performance Reviews, 789
Calculate Metrics, 1922 Cataloging, 1939
Cancel Customer Bill Inquiry, 649 Categorize Customer Problem, 757
Cancel Customer Problem, 766 Categorize Party Problem, 1311
Cancel Customer QoS Report, 802 Categorize Resource Alarm Event, 1241
Cancel Party Bill Inquiry, 1544 Categorize Resource Trouble, 1246
Cancel Party Order, 1676 Categorize Service Alarm Event, 978
Cancel Party Performance Degradation Report, Categorize Service Problem, 973
1342 Change Product Offering Purchase Selection,
Cancel Party Problem, 1330 544
Cancel Product Offering Purchase, 531, 563 Charging, 666
Cancel Resource Performance Degradation Check offering availability, 695
Report, 1296 Check Compatibility of Configuration
Cancel Resource Trouble, 1262 Parameters, 1989
Cancel Service Performance Degradation Check for major outage, 775
Report, 1017 Check Interface List, Status and Availability,
Cancel Service Problem, 982 1642
Capacity Management, 1947 Check Normality, 1259
Capacity Plan Order Handling Infrastructure, Check Offering feasibility, 696
588 Check QoS Thresholds Met, 788
Capture & Record Sales Prospect Data, 305 Child process(es) to be determined, 148, 183,
Capture Capacity Demand, 1949, 1955 185, 187, 291, 1299
Capture Product Capability Shortfalls, 359, 366 Choose Forecast Model, 264
Capture Product Capacity Shortfalls, 366 Choose Product Offering Purchase Price, 548
Capture Product Infrastructure Requirements, Choose Product Offering to Purchase, 551
364 Clean-up & Archive Customer Identifying
Capture Product Operational Support Shortfalls, Information, 726
367 Clear Customer QoS Report Status, 804
Capture Product Performance Shortfalls, 367 Clear Resource Performance Degradation
Capture Resource Capability Shortfalls, 1062, Report Status, 1297
1069 Clear Service Performance Degradation Report
Capture Resource Capacity Shortfalls, 1070 Status, 1018
Capture Resource Demand & Performance Close Cleared Party Performance Degradation
Requirements, 1068 Report, 1349
Capture Resource Operational Support Close Customer Bill Inquiry Report, 634
Shortfalls, 1071 Close Customer Interaction, 730
Capture Resource Performance Shortfalls, 1071 Close Customer Order, 693
Capture Service Capability Shortfalls, 850, 858 Close Customer Problem Report, 752, 769
Capture Service Capacity Shortfalls, 858 Close Customer QoS Performance Degradation
Capture Service Demand & Performance Report, 785
Requirements, 856 Close Interaction, 1695
Capture Service Operational Support Shortfalls, Close Party Bill Inquiry, 1531
859 Close Party Order, 1669
Capture Service Performance Shortfalls, 859 Close Party Performance Degradation Report,
Capture Service Test Results, 947 1337, 1348
Capture Sourcing Requirements, 1553 Close Party Problem, 1305
Capture Test Results, 1201 Close Product Offering Purchase, 530
Carry out Legal requests, 1879 Close Request, 739

Close Resource Order, 1188 Complete Party Revenue Share Reconciliation,

Close Resource Performance Degradation 1472
Report, 1277 Complete Product Offering Purchase, 530, 559
Close Resource Trouble Report, 1234 Complete Resource Recovery, 1214
Close Revenue Assurance Trouble Report, 1795 Complete Service Recovery, 958
Close Service Order, 928 Conduct Loyalty Program Acceptance Testing,
Close Service Performance Degradation Report, 195
998 Conduct Loyalty Program Analysis, 200
Close Service Trouble Report, 964 Conduct Maturity Interviews, 1934
Close Work Order, 1181 Conduct Maturity Surveys, 1934
Collect Additional Party Attribute, 1578 Conduct Maturity Technical Reviews, 1935
Collect Basic Party Data, 1576 Conduct Operational Readiness Testing, 468
Collect Customer Payment, 621 Conduct Product Offering Acceptance Test, 462
Collect Customer Personalization Information, Conduct Product Offering Acceptance Testing,
719 436, 457
Collect information for Maturity Assessment, Configuration Management, 1970, 1984
1928, 1933 Configuration Specification and Configuration
Collect Management and Security Information Management, 1969
& Data, 1216, 1220 Configuration Specification Management, 1970,
Collect Party Contact, 1577 1972
Collect Party Data, 1571, 1575 Configure & Activate Resource, 1185, 1195
Collect Party Demographic, 1585 Configure Entity, 1985, 1987
Collect Party Identification, 1576 Configure Logging and Audit, 1175
Collect Party Performance Data, 1339 Configure Resource, 1196
Collect Party Profile, 1589 Configure Schedules, 1174
Collect Party Skill, 1577 Configure Service, 942
Collect QoS Information, 787 Configure Skill Catalog, 1173
Commence Resource Recovery, 1214 Configure Work Catalog, 1171
Commence Service Recovery, 957 Confirm Distribution and Clean-up, 1227
Commit & Approve Party Agreement, 1619 Consume Available Capacity, 1949
Common Enterprise Processes, 1904 Contact Customer for Feedback, 770
Communicate Available Capacity and Capacity Contact Customer or Other Party (on regular
Demand Adjustments, 1968 basis), 317
Communicate Business Plans, 328 Contact Unapplied Payment Party, 1451
Communicate Community Messaging, 1872 Contact/Lead/Prospect Management, 128
Communicate Service improvement Control Customer Inventory Access, 602
Opportunity, 772 Control Party Settlements, 1436
Community Relations Management, 1864, 1871 Control Product Offering Inventory Access, 388
Complete and Validate Customer Problem Control Resource Performance, 1274, 1285
Report, 770 Control Sales Inventory Access, 288
Complete Customer Bill Inquiry Assessment, Convert Customer Bill Inquiry, 636
640 Convert QoS Information, 787
Complete Customer Order, 691 Convert Report To Resource Performance
Complete Leaving Loyalty Program, 250 Degradation Report Format, 1291
Complete Marketing Campaign Launch, 178 Convert Report To Resource Trouble Format,
Complete Party Order, 1679 1269
Complete Party Problem Assessment & Convert Report To Service Performance
Investigation, 1312 Degradation Report Format, 1014

Convert Report To Service Problem Format, 968 Correlation and Features Engineering, 1922
Convert Resource Usage Records, 1058 Create Actionable Strategy, 1712
Convert Roaming Standard, 1414 Create Base Configuration, 1987
Convert Service Usage Record, 1024 Create Basic Product Offering Purchase
Co-ordinate Architecture Review, 1722 Information, 540
Co-ordinate Billing Insertion, 816 Create Configuration Specification Constraint,
Co-ordinate Business Activities, 1725 1980
Co-ordinate Business Continuity, 1743 Create Configuration Specification Constraint
Coordinate Customer Bill Inquiry Analysis and Member, 1980
Adjustment Activities, 647 Create Customer Bill Inquiry Report, 630, 635
Coordinate Customer Problem, 765 Create Customer Bill Invoice, 807, 812
Co-ordinate Customer QoS Analysis, Restoration Create Customer Interaction, 729
& Repair, 800 Create Customer or Party Order Request, 315
Co-ordinate Enterprise Architecture, 1719 Create Customer Problem Report, 752, 773
Co-ordinate Product Business Plans, 327 Create customer problem restoration plan, 759
Co-ordinate Product Capability Delivery, 371 Create Customer QoS Performance Degradation
Coordinate Product Offering Purchase Report, 783, 796
Provisioning, 561 Create Customer QoS Report, 797
Co-ordinate Product Operational Handover, 374 Create Customer Record, 745
Co-ordinate Resource Capability Delivery, 1081 Create Customized Product Offering to
Co-ordinate Resource Operational Handover, Purchase, 551
1085 Create Known record, 759
Coordinate Resource Performance, 1294 Create Loyalty Program Participant Package,
Coordinate Resource Provisioning Activity, 1202 230
Coordinate Resource Trouble, 1261 Create Loyalty Program Reward, 238
Co-ordinate Service Capability Delivery, 869 Create Marketing Campaign, 174
Co-ordinate Service Operational Handover, 873 Create Party Bill Inquiry, 1533
Coordinate Service Problem, 981 Create Party Bill/Invoice, 1373, 1380
Coordinate Service Quality, 1016 Create Party Interaction Log, 1692
Corporate Communications & Image Create Party Performance Degradation Report,
Management, 1864, 1868 1351
Correct & Recover Customer Problem, 753, 775 Create Party Problem, 1307, 2013
Correct & Resolve Resource Trouble, 1231, Create Port In Request, 1151
1247 Create Product, 339, 344
Correct & Resolve Service Problem, 961, 974 Create Product Features/Properties, 346
Correlate Resource Alarm Event Notifications, Create Product Offering Price, 479
1239 Create Product Offering Promotion, 517
Correlate Resource Performance Event Create Product Offering Purchase, 534, 539
Notifications, 1280 Create Report, 1137
Correlate Resource Usage Records, 1058 Create Resource Orders, 1209
Correlate Service Alarm Event Notifications, 990 Create Resource Performance Degradation
Correlate Service Performance Event Report, 1275, 1290
Notifications, 1002 Create Resource Trouble Report, 1235, 1268
Correlate Service Usage Record, 1025 Create Revenue Assurance Trouble Report,
Correlate the Performance Problem Reports & 1791
Manage Inventory Repository, 1131 Create Revenue Share Item, 1469
Correlate the Service Performance Problem Create Sales Contact, 132
Reports & Manage Inventory Repository, 919 Create Sales Proposals, 274

Create Service Orders, 950 Define Default Privacy Information, 1656

Create Service Performance Degradation Define Default Privacy Profile Rules, 1657
Report, 996, 1012 Define DG Roadmap, 1937
Create Service Trouble Report, 959, 966 Define Enterprise Performance Measures, 1835
Create Workforce Strategy, 1895 Define enterprise quality management policies,
Cross/Up Sell, 297, 307 1829
Customer Experience Management, 673 Define Enterprise Quality Model, 1829
Customer Experience Maturity Assessment, Define Incident Management policies and
674, 676 procedures, 1750
Customer Information Management, 745 Define Inter-Agreement Relationship, 1614
Customer Interaction Management, 728 Define Inter-Product Offering Association, 455
Customer Interface Management, 733, 734 Define Inter-Product Specification Association,
Customer Management, 705 425
Customer QoS/SLA Management, 780 Define Loyalty Program, 206, 209
Customer Support & Readiness, 568 Define Loyalty Program Currency, 210
Customize Marketing Communication Define Loyalty Program Earning Method, 212
Collateral, 160 Define Loyalty Program Interaction Plan, 207
Data Analysis, 1910, 1920 Define Loyalty Program Joining Requirements,
Data Analytics, 1905, 1908 212
Data Governance, 1907 Define Loyalty Program Key Performance
Data Ingestion, 1909, 1912 Indicator, 207
Data Management, 1907, 1915 Define Loyalty Program Requirements, 193, 199
De-activate Off-boarded Preconfigured Services, Define Loyalty Program Reward, 213
1602 Define Loyalty Program Strategy Objectives, 203
Decide Healing Option, 1255 Define Loyalty Program Structure, 210
De-duplicate Customer Identity, 726 Define Marketing Campaign Criteria, 174
Define & Maintain Metric Dimension Define Marketing Campaign Proposition, 175
Specifications, 1842 Define Marketing Communications Strategy,
Define Additional Catalog Specification 153
Attributes, 1943 Define Monitoring to Facilitate Security
Define Alternative/Customized Solutions, 301 Management, 1754
Define Audit Mechanism, 1777 Define Overall Product Portfolios Structure, 325
Define Audit Policy, 1776 Define Party Billing Cycle, 1398
Define Available Capacity, 1953 Define Party Debt Collection Policies, 1511
Define Base Party Revenue Sharing Model, 1422 Define Party Identity Specific Information, 348
Define Billing Cycle, 607 Define Party Payment Method Type Properties,
Define Capacity Demand, 1956 1484
Define Capacity Time Period, 1948 Define Party Payment Plan, 1489
Define Catalog, 1946 Define Party PII Privacy Standards, 1654
Define Catalog Attributes, 1946 Define Party Privacy Location, Jurisdiction and
Define Catalog Specification, 1943 Regulation, 1654
Define Catalog Specification Relationship, 1944 Define Party Product Involvement, 348
Define Complex Configuration Specification Define Party Product Offering Involvement,
Relationship, 1983 1596
Define Configuration Specification, 1973, 1974 Define Party Product Specification Involvement,
Define Configuration Specification Parameter, 1595
1976 Define Party Profile Type, 1587
Define Configuration Specification Policy, 1977 Define Party Profile Type Attribute Group, 1588

Define Party Revenue Sharing Model, 1421, Define Simple Configuration Specification
1438 Relationship, 1983
Define Payment Method Type, 1481, 1483 Define Warehousing Policies, 1861
Define Privacy Policy Rules Values, 1657 Define Workforce Strategy Requirements, 1895
Define Processes & Channels, 277 Deliver Electronic Invoice, 813
Define Product Offering Promotion Scope, 511 Deliver Invoice Information, 817
Define Product Capability Delivery Deliver Management Information, 1221
Methodology, 377 Deliver Marketing Communication Collateral,
Define Product Capability Requirements, 358, 155, 161
363 Deliver Party Bill/Invoice Archive, 1384
Define Product Offering, 454 Deliver Product Capability, 360, 371
Define Product Offering Acceptance Test, 461 Deliver Program/Project Methodologies &
Define Product Offering Agreement Support, 1831
Terms/Conditions, 509 Deploy Network Function Resources, 1257
Define Product Offering Associations, 456 Design & Develop Invoicing Process, 608
Define Product Offering Catalog, 507 Design & Develop Party Bill/Invoice Process,
Define Product Offering Features/Properties, 1366
454 Design Loyalty Program Card, 211
Define Product Offering Price Event, 479 Design Marketing Campaign Workflow, 175
Define Product Offering Price Plan, 482 Design Resource Capabilities, 1063, 1075
Define Product Specification, 423 Design Resource Operational Support Process
Define Product Specification Improvements, 1079
Features/Properties, 423 Design Service Capabilities, 852, 863
Define Product Specification Type, 424 Design Service Operational Support Process
Define Resource Capability Requirements, 1076 Improvements, 867
Define Resource research assessment Design Solution, 922, 930
methodologies, 1038 Detect Change on Party Inventory Infrastructure
Define Resource Support performance and Update, 1637
standards, 1044 Detect impact on Party Inventory Infrastructure
Define Resource support Policies, 1043 and Update, 1630
Define Resource support Principles, 1043 Detect Order Handling infrastructure Shortfalls,
Define Resource Support Strategies, 1030, 1042 583
Define Security Management Analysis, 1749 Detect Potential Security Threats & Violations,
Define Security Management Policies & 1752
Procedures, 1751 Determine extent of resource capabilities
Define Security Management policies & sourcing, 1051
procedures to facilitate detection incidents, Determine extent of service aspect sourcing,
1749 846
Define Security Management Prevention, 1753 Determine Actionable Patterns, 837
Define Service Capability Requirements, 864 Determine Automated Bill Adjustment, 644
Define service research assessment Determine Automated Party Bill/Invoice
methodologies, 832 Adjustment, 1541
Define Service Support performance standards, Determine Bill Inquiry Handling Capability, 613
840 Determine Bill Invoice Management Capability,
Define service support Policies, 839 606
Define service support Principles, 839 Determine Bill Payments & Receivables
Define Service Support Strategies, 824, 838 Management Capability, 610

Determine Business Value of Potential Develop Catalog Specification, 1940, 1942

Technology, 1855 Develop Complex Feature/Property Product
Determine Customer Order Feasibility, 688, 694 Offering Pricing, 502
Determine Customer Risk, 717 Develop Concepts for Revenue Streams, 1714
Determine Maturity Level per Dimension, 1928 Develop Detailed Product Commercial
Determine Party Bill Invoice Management Specifications, 418, 422
Capability, 1366 Develop Detailed Product Customer Manuals,
Determine Party Pre-Order Feasibility, 1665, 421
1672 Develop Detailed Product Offering, 435, 450
Determine Party Pre-Purchase Feasibility, 537 Develop Detailed Product Offering Commercial
Determine Party Revenue Share, 1464 Specifications, 451, 453
Determine Potential Parties, 1550, 1556 Develop Detailed Product Offering Performance
Determine Recipients for Information/Data, Specifications, 452
1223 Develop Detailed Product Operational
Determine Required Sales Prospect Data, 305 Specifications, 420
Determine Resolution Feasibility and Develop Detailed Product Performance
Justification, 777 Specifications, 420
Determine Resource Availability, 1192 Develop Detailed Product Specification, 404,
Determine Service Parameter Availability, 935 417
Determine Service Strategy Perspective, 835 Develop Detailed Product Technical
Determine Support for Sales Prospect Specifications, 419
Requirements, 311 Develop Detailed Resource Manuals, 1100
Determine the Sourcing Requirements, 1549, Develop Detailed Resource Operational
1552 Specifications, 1099
Determine Work Schedule, 1165 Develop Detailed Resource Specifications, 1089,
Develop Algorithmic Product Offering Pricing 1097
Matrix, 494, 498 Develop Detailed Resource Support
Develop Algorithmic Product Offering Pricing Specifications, 1098
Matrix Specification, 493, 495 Develop Detailed Resource Technical
Develop Product Offering Price Condition, 489 Specifications, 1098
Develop & Deliver annual/multi year resource Develop Detailed Service Customer Manuals,
business plans, 1046 889
Develop & Deliver annual/multi year service Develop Detailed Service Design, 933
business plans, 841 Develop Detailed Service Operational
Matrix Cells, 499 Develop Detailed Service Specifications, 878,
Develop Algorithmic Product Offering Pricing 886
Matrix Definition, 499 Develop Detailed Service Support
Matrix Specification Definition, 496 Develop Detailed Service Technical
Matrix Specification Structure, 496 Develop External Relationships, 276
Develop and Implement Service Infrastructure Develop Logistics/Transport Policies, 1861
Capacity and Operational Rules and Develop Loyalty Program, 194, 205
Procedures, 910 Develop Loyalty Program Partnership, 208, 214
Develop and Implement Capacity and Develop Loyalty Program Strategy, 193, 202
Operational Rules and Procedures, 1124 Develop Marketing Campaign, 169, 173
Develop Catalog, 1941, 1945 Develop Marketing Campaign Metrics, 180

Develop Marketing Communication, 155, 158 Develop Product Operational Requirements,

Develop Marketing Communication Message, 331
159 Develop Product Performance Requirements,
Develop Marketing Communication Metrics, 330
164 Develop Product Portfolio Forecasts, 328
Develop Metric Definition Measure, 1839, 1843 Develop Product Pricing Strategy, 330
Develop Metric Definitions, 1838, 1841 Develop Product Proactive Maintenance
Develop New Product Offering Business Program, 356
Proposal, 434, 442 Develop Proposal against Sales Prospect
Develop New Product Offering Feasibility Requirements, 312
Assessment, 445 Develop Required Processes & Procedures for
Develop New Product Offering Opportunity Resources, 1102
Concepts, 442 Develop Required Processes & Procedures for
Develop New Product Specification Business Services, 891
Proposal, 403, 409 Develop Resource Business Proposal, 1096
Develop New Product Specification Feasibility Develop Resource Capability Investment
Assessment, 412 Proposals, 1073
Develop New Product Specification Opportunity Develop Resource Classes, 1094
Concepts, 409 Develop Resource Partnership Requirements,
Develop New Resource Business Proposal, 1031, 1049
1088, 1095 Develop Resource Recovery Plan, 1212
Develop New Sales Channels & Processes, 269, Develop Resource Strategy, 1040
275 Develop Resource Supplier/Partner Operational
Develop New Service Business Proposal, 877, Support, 1106
884 Develop Resource Transition Strategies, 1109
Develop Outline Market Strategy, 329 Develop Revenue/Cost Projections, 330
Develop Overall Service Design, 931 Develop Sales & Channel Proposals, 268, 273
Develop Party Debt Collection Strategy, 1507, Develop Sales & Channel Requirements, 271
1510 Develop Sales Channel Strategy, 256
Develop Party Relationship, 1572, 1579 Develop Sales Contact, 133, 134
Develop Party Relationship Success Business Develop Sales Forecast, 260, 264
Plan, 1580 Develop Sales Lead, 138, 140
Develop Product Business Case, 369 Develop Sales Proposal, 295, 309
Develop Product Capacity, 525 Develop Sales Prospect, 143, 145
Develop Product Capacity Demand, 525 Develop Sales Relationship, 254
Develop Product Offering Catalog, 504, 506 Develop Service & Operational Agreements for
Develop Product Offering Catalog Specification, Resources, 1103
504 Develop Service & Operational Agreements for
Develop Product Offering Exit Strategies, 464 Services, 892
Develop Product Offering Price Action, 489 Develop Service Business Proposal, 885
Develop Product Offering Price Value, 491 Develop Service Capability Investment
Develop Product Offering Price Variable, 490 Proposals, 861
Develop Product Offering Pricing Plan, 475, 481 Develop Service Capability Timetables, 871
Develop Product Offering Procedures, 467 Develop Service Classes, 883
Develop Product Offering Promotion, 512, 516 Develop Service Implementation Plan, 932
Develop Product Offering Promotion Metrics, Develop Service Improvement Plans, 1008
521 Develop Service Partnership Requirements, 826,
844

Develop Service Party Operational Support, 895 Edit Billing Event, 662
Develop Service Recovery Plan, 956 Edit Party Billing Event, 1368
Develop Service Strategy, 834 Embargo Party Based on Bad Debt, 1518
Develop Service Test Plans, 946 Employee & Labor Relations Management,
Develop Simple Feature/Property Product 1888, 1902
Offering Pricing, 501 Enable Party, 1581
Develop Stock/Inventory Management Policies, Enable Resource Data Collection & Distribution,
1862 1116, 1139
Develop Test Plans, 1200 Enable Resource Performance Management,
Diagnose Service Problem, 960, 969 1113, 1128
Discontinue Product Offering Price, 477 Enable Resource Provisioning, 1111, 1121
Dispatch Task, 1180 Enable Resource Support & Operations, 1064,
Distribute Billing Event, 660 1078
Distribute Customer Problem Management Enable Retention & Loyalty, 706, 709
Reports & Summaries, 762 Enable Service Configuration & Activation, 899,
Distribute Customer Problem Notifications, 761 907
Distribute Customer QoS/SLA Management Enable Service Quality Management, 901, 917
Reports & Summaries, 795 Enable Service Support & Operations, 853, 866
Distribute Information/Data, 1226 End Product Offering Promotion, 514
Distribute Management and Security End Marketing Campaign, 172
Information & Data, 1218, 1225 Enforce Party Privacy Profile, 1659
Distribute Management Reports & Summaries, Engage External Party Resource, 1297
1267 Engage External Product Suppliers, 803
Distribute Notifications, 1267 Engage External Service Suppliers, 1019
Distribute Party Bill/Invoice, 1373 Engaging External Suppliers, 1264
Distribute Party Billing Event, 1420 Enrich Billing Events, 654, 656
Distribute Party Performance Management Enrich Party Billing Event, 1416
Reports, 1347 Ensure Billing Event Usage, 660
Distribute Party Performance Management Ensure Community Visibility, 1872
Summaries, 1346 Ensure Consistent Risk Analysis, 716
Distribute Resource Order Notification, 1206 Ensure Customer Interface Capability, 580
Distribute Resource Provisioning Reports, 1207 Ensure Customer Inventory Data Quality, 603
Distribute Resource Quality Management Ensure Customer Personalization Opportunities,
Reports & Summaries, 1289 720
Distribute Sales Forecast, 260 Ensure Customer QoS/SLA Capability, 383
Distribute Service Order Notification, 953 Ensure Legal Compliance, 1879
Distribute Service Problem Management Ensure Marketing Campaign Capability, 168
Reports & Summaries, 986 Ensure Marketing Communication Capability,
Distribute Service Problem Notifications, 986 154
Distribute Service Provisioning Reports, 954 Ensure Order Handling Capability, 583
Distribute Service Quality Management Reports Ensure Party Billing Event Usage, 1420
& Summaries, 1011 Ensure Product Capability Benefits &
Earn Loyalty Program Currency, 218, 231 Operational Costs, 372
Earn Loyalty Program Currency From Enterprise, Ensure Product Handover Support, 375
232 Ensure Product Offering Documentation
Earn Loyalty Program Currency From Enterprise Production, 456
Partner, 232, 235 Ensure Product Offering Inventory Data Quality,
Earn Loyalty Program Reward, 219, 237 388

Ensure Product Offering Operation, 595 Establish & Manage Customer Debt Profiles,
Ensure Product Offering Promotion Capability, 628
512 Establish & Manage Party Debt Profiles, 1511
Ensure Product Specification Documentation Establish and Maintain Performance Threshold
Production, 426 Standards, 1130
Ensure Regulatory Compliance, 1877 Establish and Maintain Service Performance
Ensure Resource Capability Quality, 1082 Threshold Standards, 918
Ensure Resource Handover Support, 1085 Establish Commercial Negotiating Strategy,
Ensure Retention & Loyalty Capability, 599 1616
Ensure Risk Analysis Basis, 716 Establish Customer Relationship, 707, 724
Ensure Sales Inventory Data Quality, 289 Establish DG management, 1937
Ensure Sales Prospect Expectations Met, 303 Establish Loyalty Program Participant, 227
Ensure Selling Capability, 283 Establish Loyalty Program Profile, 228
Ensure Service Capability Costs, 872 Establish Market Participation, 119
Ensure Service Capability Quality, 870 Establish Market Segments, 114, 121
Ensure Service Handover Support, 874 Establish Market Strategy, 113, 118
Enterprise Architecture Management, 1703, Establish Market Strategy Objectives, 119
1717 Establish New Customer Identity, 725
Enterprise Effectiveness Management, 1796 Establish Party Relationship, 1569
Enterprise Performance Assessment, 1816, Establish Product Portfolio Strategy, 320, 325
1834 Establish Resource Capability Sourcing, 1083
Enterprise Quality Management, 1815, 1827 Establish Resource delivery goals, 1041
Enterprise Risk Audit Management, 1736, 1776, Establish resource implementation policies,
2000 1041
Enterprise Risk Management, 1726, 1990 Establish Resource strategy, 1040
Erase Party Privacy Profile Information, 1662 Establish Resource Strategy & Architecture,
Escalate Carrier Cramming Content Partner, 1029, 1039
1411 Establish Revenue Coverage Plan, 257
Escalate Customer Problem to support team, Establish Sales Budget, 255
768 Establish Sales Goals and Measures, 256
Escalate Party Order, 1677 Establish Service Capability Sourcing, 870
Escalate Party Performance Degradation Establish Service goals, 835
Report, 1342 Establish service strategy, 834
Escalate Party Problem Jeopardy Status, 1325 Establish Service Strategy & Goals, 823, 833
Escalate/End Customer Problem, 767 Establish Warehouse and Manage Spares
Escalate/End Customer QoS Report, 802 Including other Parties, 1137
Escalate/End Resource Performance Establish, Maintain and Manage the Support
Degradation Report, 1296 Plans, 1132
Escalate/End Resource Trouble, 1263 Establish, Manage, and Develop Organization,
Escalate/End Service Performance Degradation Tools and Processes, 1123
Report, 1018 Establish, Manage, and Develop Service
Escalate/End Service Problem, 982 Infrastructure Organization, Tools and
Establish & Maintain Bill Invoice Format, 606 Processes, 909
Establish & Maintain Party Bill Invoice Format, Estimate Time For Restoring Resource, 1270
1397 Estimate Time For Restoring Service, 968
Establish & Manage Bill Production Cycle, 817 Evaluate External Technology, 1855
Establish & Manage Commercial Debt Recovery Evaluate Loyalty Program, 197
Arrangement, 1426 Evaluate Operational Activities, 1778

Evaluate Party Against Business Needs, 1674 Fraud Management, 1735, 1755, 2000
Evaluate R&D Business Value, 1852 Fraud Operations Management, 1757, 1775
Evaluate Sales Forecast Outcomes, 261 Fraud Operations Support, 1756, 1766
Evaluate Sales Lead, 138 Fraud Policy Management, 1756, 1758
Evaluate Sales Prospect, 144 Gain Approval for Party Agreement, 1606, 1618
Exchange Catalog, 1941 Gain Business Plan Commitment and Approval,
Exchange Product Offering Catalog, 505 331
Execute DG Roadmap, 1938 Gain Commitment to Marketing Strategy, 115,
Execute Party Billing on Behalf, 1411 126
Exit Product Offering from Market, 465 Gain Commitment to Product Business Plans,
Facilitate Compensation Guidelines, 1891 321, 332
Facilitate Allowances & Benefits, 1890 Gain Enterprise Commitment to Market
Facilitate Code of Conduct, 1892 Strategy, 127
Facilitate Employee Satisfaction Measurement Gain Enterprise Commitment to Product
& Management, 1893 Business plans, 334
Facilitate Equal Employment Opportunity, 1891 Gain Enterprise Commitment to Resource Plans,
Facilitate Hiring & Termination Guidelines, 1892 1032, 1051
Facilitate Negotiation & Implementation of Gain Enterprise Commitment to resource
Potential Mergers & Acquisitions, 1717 strategy and resource plans, 1053
Facilitate Occupational Health & Safety, 1890 Gain Enterprise Commitment to Service
Facilitate Party Product Configuration, 1682 Strategies, 826, 847
Facilitate Performance Appraisal, 1889 Gain Enterprise Commitment to service strategy
Facilitate Remuneration Policies & Levels, 1893 and service plans, 848
Facilities Management & Support, 1817 Gain Market Strategy Stakeholder approval, 127
Feature/Property Management, 1906 Gain Product Business Case Approval, 370
Feature/Property Product Offering Pricing, 472, Gain Product Business Plans Stakeholders
501 Approval, 333
File Tariffs, 1878 Gain Resource Business Proposal Approval,
Filter Information/Data, 1223 1096
Filter Resource Alarm Event Notifications, 1238 Gain Resource Capability Investment Approval,
Filter Service Alarm Event Notifications, 989 1062, 1072
Finalize Customer Problem Report, 771 Gain resource strategy and resource plans
Finalize Sourcing Requirements, 1554 Stakeholders approval, 1052
Financial & Asset Management, 1856 Gain Sales Proposals Approval, 274
Financial Management, 1857 Gain Service & Operational Agreements
Finish Product Offering Purchase, 560 Approval for Resources, 1103
Focus or Broaden Customer Base, 1715 Gain Service & Operational Agreements
Follow-up QoS Violation Action, 792 Approval for Services, 892
Forecast Demand, 1168 Gain Service Business Proposal Approval, 886
Forecast high level resource demand & capture Gain Service Capability Investment Approval,
new opportunities, 1046 851, 861
Forecast Order Handling Requirements, 587 Gain service strategy and service plans
Forecast service demand & capture new Stakeholders approval, 848
opportunities, 842 Gain Tender Decision Approval, 1551, 1563
Forecast Workforce Availability, 1168 Gather & Analyze Market Information, 113, 116
Format and integrate data, 1914 Gather & Analyze New Product Offering Ideas,
Format Information/Data, 1224 433, 440
Formulate Strategic Position, 836

Gather & Analyze New Product Specification Handle Content Party Billing, 1393, 1408
Ideas, 403, 407 Handle Interaction, 1694
Gather & Analyze New Resource Ideas, 1087, Handle Interconnect Party Billing, 1390, 1402
1093 Handle IP Interconnect Party Billing, 1403
Gather & Analyze New Service Ideas, 876, 881 Handle MVNO&MVNE Billing, 1391, 1406
Gather & Analyze Product Information, 319, 322 Handle Party Interaction (Including Self Service),
Gather & Analyze Resource Information, 1028, 1688, 1693
1033 Handle Party Overpayment, 1453, 1498
Gather & Analyze Service Information, 822, 827 Handle Party Underpayment, 1456, 1499
Gather Authentication Information, 727 Handle Pending Regulations, 1877
Gather Customer Information, 714 Handle Request, 738
Gather Environmental Forecast Data, 263 Handle Trading and Routing Party Billing, 1404
Gather Forecast Data, 259, 262 Handle Usage Records Relay , Non usage
Gather Industry Forecast Data, 262 Records & Dispute Handling, 1392
Gather Intelligence, 1767 Harmonize Processes & Communication
Gather Market Information, 117 Systems across Business Units, 1724
Gather Marketing Campaign Metrics, 180 Heal Resource Trouble, 1252, 1254
Gather Marketing Communication Metrics, 165 HR Policies & Practices, 1886, 1889
Gather Product Information, 323 Human Resources Management, 1885
Gather Product Offering Ideas, 441 Identify Additional Product Offering Purchase
Gather Product Offering Promotion Metrics, Processing, 541
522 Identify Appropriate Outbound Purchase
Gather Product Specification Ideas, 408 Parties, 536
Gather Resource Information, 1034 Identify Contact Changes and Update, 1643
Gather Sales Prospect Needs, 146 Identify Customer Bill Inquiry Root Cause, 640
Gather Service Information, 828 Identify Customer Interactions Data Formats,
Generate Billing Event Report, 664 743
Generate Customer Bill Inquiry, 636 Identify Customer Inventory Shortcomings, 604
Generate Customer Problem Management Identify Data Collection Issues and Report, 1142
Reports, 763 Identify Enterprise areas to meet market
Generate Customer Problem Report, 773 strategy objectives, 120
Generate Outcollect Invoice, 1401 Identify External Party for Order, 1671
Generate Party Billing Events Report, 1370 Identify External Party for Party Problem
Generate Resource Performance Degradation Assessment, 1314
Problem, 1291 Identify Impacted Resource Customers, 1109
Generate Resource Trouble, 1269 Identify Insurable Risks, 1781
Generate Service Performance Degradation Identify Issues and Provide Reports, 1647
Problem, 1013 Identify Logistic Issues and Provide Reports,
Generate Service Problem, 967 1149
Group Enterprise Management, 1704, 1722 Identify logistics for new resource capability
Guide Billing Events, 654, 659 introduction, 1048
Guide Party Billing Event, 1417, 1419 Identify logistics for new service capability
Guide Resource Usage Records, 1022 introduction, 843
Handle Broker Roaming Agreement, 1414 Identify Loyalty Program Abuse, 253
Handle Carrier Cramming Content Partner Identify Loyalty Program Benefits, 203
Disputes, 1409, 1410 Identify Loyalty Program Partnership
Handle Clearing House Billing, 1395, 1413 Opportunity, 215
Handle Community Contacts, 1873

Identify Loyalty Program Process Interactions, Identify Repository Issues and Provide Reports
204 and Warnings, 1145
Identify Loyalty Program Requirements, 200 Identify Required Processes & Procedures for
Identify Market Segments, 121 Resources, 1101
Identify New Product Offering Development Identify Required Processes & Procedures for
Costs and Anticipated Benefits, 444 Services, 891
Identify New Product Offering Requirements, Identify Resource Support Groups, Skills &
443 Training, 1079
Identify New Product Specification Identify Resource Support Requirements, 1079
Development Costs and Anticipated Benefits, Identify Revenue Share Items, 1463, 1467
411 Identify Revenue Share Product Offering, 1463
Identify New Product Specification Identify Risk Management Treatment, 717
Requirements, 410 Identify Root Cause / Check for Workarounds,
Identify Outsourcing Opportunities, 1715 758
Identify Overdue Invoice, 625 Identify Sales Inventory Shortcomings, 290
Identify Overdue Party Bill/Invoice, 1513 Identify Sales Lead, 137
Identify Overdue Party Bill/Invoice Write-off Identify Sales Prospect, 143
Candidate, 1428 Identify Service Inventory Issues and Provide
Identify Pain Points per Maturity Dimension, Reports and Warnings, 906
1929 Identify Service Support Groups, Skills &
Identify Party Interactions Data Formats, 1699 Training, 867
Identify Party Overpayment, 1454 Identify Service Support Requirements, 867
Identify Party Problem Root Cause, 1318 Identify Stakeholders to Market Strategy, 126
Identify Party Revenue Share Adjustment, 1476 Identify Stakeholders to Product Business plans,
Identify Party Revenue Share Discrepancy, 1475 333
Identify Party Underpayment, 1457 Identify Stakeholders to Resource strategy and
Identify Potential Loyalty Program Issues, 201 resource plans, 1052
Identify potential new product families for Identify Stakeholders to service strategy and
market segments, 124 service plans, 847
Identify Potential Parties, 1557 Identify the requirements for resource
Identify Proactive Maintenance Product, 355 capabilities, 1050
Identify Product Offering Acceptance Test Identify the requirements for service aspects,
Participants, 461 845
Identify Product Offering Exit Impact, 464 Identify timetables for new resource capability
Identify Product Offering Inventory introduction, 1047
Shortcomings, 389 Identify timetables for new service capability
Identify Product Offering Issues, 459 introduction, 843
Identify Product Offering Opportunities and Identify Unviable Product Offering, 463
Requirements, 441 Identify Unviable Resources, 1108
Identify Product Specification Opportunities and Identifying and Analyzing Maturity Level Gaps,
Requirements, 408 1929
Identify Relevant Customer Inventory Implement Customer Problem Workaround,
Information, 601 778
Identify Relevant Product Offering Inventory Implement Product Portfolio Management
Information, 386 Functions, 326
Identify Relevant Sales Inventory Information, Implement Resource, 1197
287 Implement Resource Trouble Work Arounds,
1250

Implement Service, 943 Isolate Customer Problem, 749, 754

Implement Service Problem Work Arounds, 976 Isolate Party Problem, 1311, 1316
Implement, Configure & Activate Service, 925, Isolate Unit with Fault, 1249
941 Issue Customer Order, 702
Import Data Subject Party Privacy Profile, 1663 Issue Customer Orders, 691, 700
Improve Sales Performance, 152 Issue Customer Problem Management
Improve Service Quality, 995, 1006 Summaries, 763
Inactivate Product, 343 Issue Loyalty Program Participant Package, 230
Inform Customer on QoS Impacts, 792 Issue Marketing Communication, 163
Initialize after-sales processes, 723 Issue New Product Offering Business Proposal
Initiate Additional Product Offering Purchase(s), Notification, 449
562 Issue New Product Specification Business
Initiate Change Request, 779 Proposal Notification, 413
Initiate Customer Debt Recovery Activities, 627 Issue Party Order, 1668
Initiate Interaction With Sales Contact, 134 Issue Party Performance Degradation Report,
Initiate Interaction With Sales Lead, 141 1351
Initiate Interaction With Sales Prospect, 145 Issue Pricing Notification, 487
Initiate Leaving Loyalty Program, 249 Issue Resource Orders, 1189, 1208
Initiate Party Debt Recovery Activity, 1513 Issue Service Orders, 927, 948
Initiate Party Performance Corrective Actions, Issue Tender Document, 1558
1340 Issue Unique Customer ID, 727
Initiate Party Performance Degradation Report, Issue Work Order, 1178
1337, 1350 ITIL Availability Management, 1804
Initiate Party Revenue Share Determination, ITIL Capacity Management, 1801
1462 ITIL Change Management, 1708
Initiate Product Offering Purchase, 527, 533 ITIL Continual Service Improvement, 1812
Initiate S/P Customer Bill Inquiry Resolution ITIL Event Management, 1819
Request, 648 ITIL Incident Management, 1823
Install and Commission Resource, 1194 ITIL Information Security Management, 1741,
Instantiate Resource Performance Controls, 2005
1286 ITIL IT Service Continuity Management, 1739,
Instantiate Resource Trouble Controls, 1286 2003
Insurance Management, 1737, 1781, 2001 ITIL Problem Management, 1728, 1993
Integrity Management, 1738, 2003 ITIL Release and Deployment Management,
Intercept Events/Information, 1220 1705
Interpret Insight, 1923 ITIL Request Fulfillment, 1808
Investigate Billing Event Related Problem, 664 ITIL Service Asset and Configuration
Investigate Potential Mergers & Acquisitions, Management, 1818
1716 ITIL Service Catalogue Management, 1821
Investigate Potential Security Threats & ITIL Service Level Management, 1798
Violations, 1753 Join Loyalty Program, 224, 226
Investigate Unapplied Party Payment, 1451 Knowledge & Research Management, 1848
Invoke Support Resource Trouble Management Knowledge Management, 1849
Processes, 1251 Launch Marketing Campaign, 170, 177
Invoke Support Service Problem Management Leave Loyalty Program, 221, 248
Processes, 977 Legal Management, 1866, 1878
Involve External Party in Party Problem Link consumption profiles & available product
Assessment, 1310, 1313 families, 124

Link Market Segments & Products, 114, 123 Manage and Administer Resource Data
Localize Resource Trouble, 1231, 1242 Collection and Distribution, 1140
Log Customer Interaction, 731 Manage Appointments, 1166
Log Party Interaction, 1687, 1691 Manage Architecture Skillsets, 1720
Log Product Offering Analysis Results, 395 Manage Back-End Bank Account, 622
Login Party, 1690 Manage Balance Containers, 670
Loyalty Program Development & Retirement, Manage Balance Policies, 671
190, 192 Manage Balances, 670
Loyalty Program Management, 189 Manage Billing Events, 653
Loyalty Program Operation, 191, 216 Manage Billing Policy, 614
Maintain Bill Customers List, 607 Manage Board Related Activities, 1882
Maintain Bill Invoice Party List, 1397 Manage Business Continuity Methodologies,
Maintain Customer Inventory facilities, 602 1746
Maintain Overview of Product Offering Quality, Manage Capital/Equity Activities, 1883
788 Manage Commercial Negotiations, 1617
Maintain Product Capability Delivery Manage Commissioning of New Resource
Repository, 377 Infrastructure, 1082
Maintain Product Offering Inventory facilities, Manage Corporate Procurement & Logistics
387 Policies, 1860
Maintain Sales Inventory facilities, 288 Manage Customer Billing, 616
Make Loyalty Program Redemption, 241 Manage Customer Charging Hierarchy, 668
Make Other Product Offering Purchase Manage Customer Debt Collection, 618, 624
Recommendation, 549 Manage Customer Inventory, 575, 600
Make Outbound Party Payment, 1446 Manage Customer Inventory Capture, 602
Make Party Bill/Invoice Adjustment, 1542 Manage Customer Invoice Archive, 814
Make Product Offering Price Modification, 485 Manage Customer Order, 697
Make Product Offering Purchase Choice, 547, Manage Customer Order Status Notification,
550 704
Make Product Offering Purchase Selection, 543, Manage Customer Payment Plan, 620
546 Manage Customer Payments, 617, 619
Make Specified Party Payment Application, Manage Customer QoS/SLA Management
1448 Notification, 397
Make Unspecified Party Payment Application, Manage Data Access, 1916
1449 Manage Data Compliance, 1917
Manage Enterprise Architecture Methodology, Manage Data Distribution, 1919
1718 Manage Data Quality, 1915
Manage S/P Inventory Repository, 1645 Manage Data Security, 1916
Manage & Administer Architecture Manage Data source specification and
Repositories, 1720 Integration, 1913
Manage administration of resource research, Manage Data Storage, 1918
1037 Manage Data Usage, 1918
Manage administration of service research, 832 Manage Distribution, 1226
Manage Aged Customer Debt Portfolio, 627 Manage Employee Relations, 1903
Manage Aged Party Debt Portfolio, 1424, 1508 Manage Employee Share Plans, 1875
Manage Analytics Consumer, 1925 Manage Enterprise Architecture Toolsets and
Manage Analytics Distribution, 1926 Associated Standards, 1719
Manage and Administer Party Inventory, 1646 Manage Enterprise Performance Data, 1835

Manage External Operator Interaction Policies, Manage Overdue Party Bill/Invoice, 1508, 1512
1764 Manage Overdue Party Bill/Invoice Payment
Manage External Survey Companies, 1836 Plan, 1515
Manage Fraud Classification, 1761 Manage Paper and Envelope Availability, 819
Manage Funding & Cross-Subsidies across Manage Party Account Balance Policy, 1524
Business Units, 1724 Manage Party Agreement Commercial
Manage Goods Acceptance & Handling, 1862 Negotiations, 1605, 1615
Manage Handover to Product Operations, 361, Manage Party Agreement Variation, 1606
373 Manage Party Bill Inquiry, 1530, 1543
Manage Handover to Resource Operations, Manage Party Bill/Invoice Archive, 1374, 1383
1065, 1084 Manage Party Debt Write-off, 1425, 1427
Manage Handover to Service Operations, 854, Manage Party Inventory, 1625, 1644
873 Manage Party Order Status Notification, 1684
Manage Insurance Portfolio, 1783 Manage Party Orders, 1677
Manage Internal Ethics Policies, 1764 Manage Party Payment Method, 1479, 1485
Manage Internal Process Policies, 1762 Manage Party Payment Method Type, 1479,
Manage Investment for Business Development, 1480
1725 Manage Party Performance Degradation
Manage Labor Relations, 1903 Report, 1343
Manage LEA (Law Enforcement Agency) Manage Party Problem, 1304, 1329
Interaction Policies, 1763 Manage Party Relationship, 1569, 1573
Manage Legal Actions, 1881 Manage Party Revenue Sharing Model
Manage Logistics, 1118, 1146 Specification, 1438, 1441
Manage Loyalty Program Account, 220, 242 Manage Party Revenue Sharing Model
Manage Loyalty Program Account Currency, 244 Specification Lifecycle, 1442
Manage Loyalty Program Partnership, 215 Manage Party Revenue Sharing Model
Manage Market Segments outcome, 122 Specification Negotiable Range, 1442
Manage Marketing Campaign Channel Manage Physical Production & Distribution
Capability, 178 Quality, 820
Manage Marketing Campaign Channel Manage Pricing Notification Involved Party, 486
Resources, 178 Manage Pricing Policy Association with Product
Manage Marketing Communication Channel Offering, 491
Capability, 162 Manage Proactive Security Management, 1748
Manage Marketing Communication Channel Manage Problem Handling Notification, 597
Resources, 162 Manage Process & Channel Coordination, 276
Manage Messaging, 1870 Manage Product Capability Delivery
Manage Metric Measure, 1840 Methodology, 362, 376
Manage New Product Offering Involved Party, Manage Product Configuration, 392
449 Manage Product Configuration Specification,
Manage New Product Specification Involved 391
Party, 416 Manage Product Offering Acceptance Testing,
Manage Number Portability, 1120, 1150 458, 460
Manage Number Portability Requests, 1156 Manage Product Offering Development, 438
Manage Order Handling Notification, 586 Manage Product Offering Exit, 437, 463
Manage Order Handling Organizational Manage Product Offering Improvements, 459
Changes, 588 Manage Product Offering Inventory, 380, 385
Manage Orders, 1148 Manage Product Offering Inventory Capture,
Manage Overdue Invoice Payment, 626 387

Manage Product Offering Maintenance Manage Resource Performance Data Collection

Programs [Deleted], 593 Schedules, 1284
Manage Product Offering Promotion Channel Manage Resource Process & Procedure
Capability, 519 Implementation, 1105
Manage Product Offering Promotion Channel Manage Resource Provisioning Activity, 1203
Resources, 519 Manage Resource Research, 1028, 1036
Manage Product Offering Purchase Selection, Manage resource research investigations, 1037
528, 543 Manage Resource Trouble & Performance Data
Manage Product Offering Purchase Status Collection, 1136
Notification, 567 Manage Revenue Assurance Operations, 1786,
Manage Product Restoration, 776 1789
Manage Product Specification Development, Manage Revenue Assurance Policy Framework,
405 1785
Manage Production Run to Create Bill, 819 Manage Sales Accounts, 299, 316
Manage Program/Project Management Metrics, Manage Sales Agreement, 315
1833 Manage Sales Channels, 284
Manage Program/Project Management Manage Sales Contact, 129, 131
Repository, 1832 Manage Sales Inventory, 280, 286
Manage Program/Project Management Skill Manage Sales Inventory Capture, 288
Sets, 1832 Manage Sales Lead, 130, 136
Manage QoS/SLA Violation, 782, 790 Manage Sales Leads, 284
Manage R&D Investment, 1852 Manage Sales Prospect, 130, 142
Manage R&D Program Activities, 1853 Manage Schedules & Appointments, 1159, 1163
Manage Reactive Security Management, 1752 Manage Service Acceptance Testing, 896
Manage Request (Including Self Service), 735, Manage Service Alarm Event Notifications, 989
737 Manage Service Capability Delivery, 853, 868
Manage Reservations, 1165 Manage Service Deployment, 880, 894
Manage Resource Acceptance Testing, 1107 Manage Service Development, 879, 890
Manage Resource Alarm Event Notifications, Manage Service Exit, 880
1237 Manage Service Improvement Notification and
Manage Resource Capability Delivery, 1064, Authorization, 1007
1080 Manage Service Infrastructure, Provisioning and
Manage Resource Data Storage Facilities and Preventive Maintenance Schedules, 914
Associated Processes, 1141 Manage Service Inventory, 898, 903
Manage Resource Deployment, 1091, 1104 Manage Service Inventory Database and
Manage Resource Development, 1090, 1100 Processes, 905
Manage Resource Exit, 1091, 1107 Manage Service Operational Staff Training, 895
Manage Resource Exit Process, 1110 Manage Service Performance Data Collection,
Manage Resource Infrastructure, Provisioning 920
and Preventive Maintenance Schedules, 1136 Manage Service Performance Data Collection
Manage Resource Inventory, 1117, 1143 Schedules, 1005
Manage Resource Inventory Database and Manage Service Performance Quality Data,
Processes, 1144 1000
Manage Resource Operational Staff Training, Manage Service Problem & Performance Data
1106 Collection, 914
Manage Resource Performance Data, 1279 Manage Service Process & Procedure
Manage Resource Performance Data Collection, Implementation, 894
1132 Manage Service Provisioning Activity, 939

Manage Service Research, 823, 830 Modify Marketing Campaign, 171

Manage service research investigations, 831 Modify Marketing Communication, 156
Manage Service Restoration, 975 Modify Party Bill Inquiry, 1544
Manage Share/Stock Registry, 1884 Modify Party Order, 1676
Manage Shareholder Relations, 1875 Modify Party Performance Degradation Report,
Manage Shares/Securities, 1883 1342
Manage Spokespeople, 1869 Modify Party Performance Degradation Report
Manage Standby Resource Units, 1249 Status, 1344
Manage System Configuration, 1769 Modify Party Privacy Policy, 1662
Manage the Tender Process, 1550, 1560 Modify Party Problem, 1329
Manage Tool Policies, 1759 Modify Product, 341
Manage Warehousing, 1148 Modify Product Offering Price, 476, 483
Manage Work Order Lifecycle, 1162, 1177 Modify Product Offering Price Plan, 482
Manage Workforce Change, 1896 Modify Product Offering Promotion, 514
Map & Analyze Resource Requirements, 1061, Monitor & Control Party Performance, 1335,
1067 1338
Map & Analyze Service Requirements, 850, 855 Monitor & Manage Regulatory Issues, 1129
Mapping and Analysis of Experience Lifecycles, Monitor Actual Available Capacity, 1961
674, 676 Monitor Actual Capacity Demand, 1964
Mark Resource Order for Special Handling, 1210 Monitor and Analyze Resource Performance
Mark Service Order for Special Handling, 951 Reports, and Identify Issues, 1131
Market Performance Management, 149 Monitor and Analyze Service Performance
Market Research, 186 Reports, and Identify Issues, 919
Market Sales Support & Readiness, 278 Monitor and Report on QoS/SLA capability,
Market Strategy & Policy, 112 384
Marketing Campaign Management, 167 Monitor and Report Party Performance Issues
Marketing Communications, 153 and Provide Recommendations, 1637
Maturity Assessment, 1906, 1927 Monitor Available Capacity, 1958, 1960
Measure Customer Experience Improvements, Monitor Capacity, 1950, 1957
678 Monitor Capacity Demand, 1958, 1963
Mediate & Orchestrate Customer Interactions, Monitor Customer Bill Inquiries, 651
736, 742 Monitor Customer Bill Inquiry Jeopardy Status,
Mediate & Orchestrate Party Interactions, 1689, 647
1698 Monitor Customer Order Status, 704
Mediate Billing Events, 655, 661 Monitor Customer Problem, 761
Mediate Customer Interactions, 744 Monitor Customer Problem Jeopardy Status,
Mediate Party Billing Event, 1367, 1417 767
Mediate Party Interactions, 1700 Monitor Customer QoS Report Status, 794
Mediate Resource Usage Records, 1055, 1056 Monitor Industry Trends for Security
Mediate Service Usage Records, 1021, 1023 Management, 1750
Metric Management, 1837, 1838 Monitor Interaction Status, 1694
Modeling, 1920 Monitor Jeopardy Status, 1678
Modify Configuration Specification, 1973 Monitor Marketing Campaign Effectiveness,
Modify Customer Bill Inquiry, 648 171, 179
Modify Customer QoS Report, 798 Monitor Marketing Communication
Modify Customer QoS Report Information, 801 Effectiveness, 156, 164
Modify Customer QoS Report Status, 801 Monitor Metric Measures, 1839, 1846
Modify Entity Configuration, 1986 Monitor Party Bill Inquiries, 1546

Monitor Party Orders Status, 1684 Normalize Resource Usage Records, 1057
Monitor Party Performance, 1346 Normalize Service Usage Record, 1024
Monitor Party Performance Degradation Notify Cancelled Product Offering Purchase
Report, 1349 Impacted Party, 565
Monitor Party Performance Jeopardy Status, Notify Changes on Customer QoS Report Status,
1343 794
Monitor Party Problem [Deleted], 1321 Notify Customer, 731
Monitor Party Problem Jeopardy Status, 1324 Notify Customer Data Change, 747
Monitor Party Problems, 1332 Notify Customer Problem, 762
Monitor Party Relationship, 1574 Notify Legal Environment Changes, 1880
Monitor Planned Available Capacity, 1961 Notify Party, 1687
Monitor Planned Capacity Demand, 1964 Notify T&M Root Cause Customer Problem, 756
Monitor Product Offering Promotion Notify T&M Root Cause Resource Trouble, 1246
Effectiveness, 513, 521 Notify T&M Root Cause Service Problem, 972
Monitor Product Offering Purchase Jeopardy Obtain Billing Events, 810
Status, 558 Obtain Configuration Information, 774
Monitor Product Offering Purchase Status, 567 Obtain Marketing Campaign Agreement, 176
Monitor Product Offerings, 393 Obtain Party Billing Events, 1378
Monitor Resource Alarms Events, 1241 Obtain permanent fix or workarounds, 758
Monitor Resource Order Status, 1206 Obtain Product Offering Price Approval, 476
Monitor Resource Performance, 1272, 1278 Obtain Product Offering Promotion Agreement,
Monitor Resource Performance Degradation 518
Report, 1288 Off-Board Party Offering & Specification, 1592,
Monitor Resource Trouble, 1266 1597
Monitor Revenue Assurance Controls, 1790 Off-Board Party Product Offering, 1598
Monitor Sales & Channel Best Practice, 268, 270 Off-Board Party Product Specification, 1599,
Monitor Sales & Channel Practices, 272 1600
Monitor Service Alarms Events, 978 On-board Party Product Specification &
Monitor Service Order Status, 953 Offering, 1591, 1594
Monitor Service Performance Degradation Optimize Existing Resource Infrastructure
Report, 1010 Utilization, 1126
Monitor Service Problem, 985 Optimize Existing Service Infrastructure
Monitor Service Quality, 993, 999 Utilization, 911
Monitor, Report and Release Mgmt. of Orchestrate Customer Interactions, 743
Resource Infrastructure and Capacity Orchestrate Party Interactions, 1699
Utilization, 1125 Order Handling, 688
Monitor, Report and Release Mgmt. of Service Organization Development, 1886
Infrastructure and Capacity Utilization, 911 Party Account Balance Management, 1358,
Monitor, Report for Party Performance and 1523
Provide Recommendations [Deleted], 1633 Party Agreement Management, 1603
Monitoring Party Requested Infrastructure Party Bill Inquiry Handling, 1359, 1528
Deployment, 1629 Party Bill/Invoice Control, 1362, 1396
Monitoring Product Offering Performance Party Bill/Invoice Lifecycle Management, 1363,
Analyses, 394 1371
Negotiate Party Bill/Invoice, 1387 Party Bill/Invoice Management, 1353, 1360
Negotiate Party Order Problem, 1682 Party Bill/Invoice Process Management, 1361,
Negotiate Product Business Plan Resources, 329 1365
Negotiate Sales/Contract, 297, 313 Party Billing Event Management, 1355, 1415

Party Charging, 1357, 1520 Perform Final Service Test, 983

Party Debt Collection, 1493, 1506 Perform Final Test, 1263
Party Demographic Collection, 1566, 1582 Perform First in Service Testing, 981
Party Interaction Management, 1686 Perform First in Testing, 1262
Party Offering Development & Retirement, Perform Fraud Actions, 1773
1590 Perform Impact Analysis, 695
Party Order Handling, 1663 Perform Interconnect Party Netting, 1405
Party Payment Handling, 1491, 1495 Perform International Party Roaming Billing,
Party Payment Management, 1357, 1490 1400
Party Payment Method Management, 1478, Perform National Roaming Party Billing, 1399
1492 Perform Party Debt Trend Analysis, 1431, 1509
Party Payment Plan Administration, 1493, 1502 Perform Party Problem Product Diagnostic
Party Performance Management, 1334 Testing, 1317
Party Privacy Management, 1648 Perform Party Rating, 1521
Party Privacy Management Definition, 1649, Perform Pre-Litigation Collections, 1519
1653 Perform Rating, 667
Party Privacy Profile Agreement, 1651 Perform Reconciliation Post-settlement, 1473
Party Privacy Profile Management, 1650, 1658 Perform Reconciliation Pre-settlement, 1473
Party Privacy Profile Type Development, 1650, Perform Roaming Party Billing, 1390, 1399
1655 Perform Service Inventory Audit Tests, 905
Party Problem Handling, 1300 Perform Soft Collections, 1494
Party Profiling, 1567, 1586 Perform Specific Customer Problem Diagnostics,
Party Relationship Development & Retirement, 755
1565 Perform Specific Customer Problem Tests, 756
Party Relationship Management, 1566, 1568 Perform Specific Resource Performance
Party Revenue Management, 1352 Diagnostics, 1283
Party Revenue Share Determination, 1434, 1461 Perform Specific Resource Trouble Diagnostics,
Party Revenue Sharing Agreement 1244
Management, 1433, 1459 Perform Specific Resource Trouble Tests, 1244
Party Revenue Sharing and Settlement, 1356, Perform Specific Service Performance
1431 Diagnostics, 1004
Party Revenue Sharing Model Development, Perform Specific Service Problem Diagnostics,
1432, 1437 970
Party Revenue Sharing Reconciliation, 1435, Perform Specific Service Problem Tests, 971
1470 Perform Supplier Billing, 1395
Party Strategy & Planning, 1300 Personalize Customer Profile for Retention &
Party Support & Readiness, 1620 Loyalty, 711, 718
Party Tender Management, 1548 Place Party Debt in Litigation, 1517
Payoff Party Payment Plan, 1504 Place Party Debt with Collection Agency, 1517
Perform Service Infrastructure Acceptance Test Plan & Forecast Resource Infrastructure
and Address & Monitor the Change, 910 Requirements and Manage Capacity
Perform 3rd Party Billing, 1394 Planning, 1122
Perform Acceptance Test and Address & Plan & Forecast Service Infrastructure
Monitor the Change, 1124 Requirements and Manage Capacity
Perform Audit Tests, 1646 Planning, 908
Perform Capacity and Capacity Demand Trend Plan & Implement Cross-Business Unit
Analysis, 1951 Operation, 1723
Perform Data Import, 1913

Plan and Forecast Workforce Management, Produce Service Strategic Plan, 836
1160, 1167 Produce Supporting Documentation & Training
Plan Business Continuity, 1744 Packages for Resources, 1104
Plan Infrastructure Recovery, 1745 Produce Supporting Documentation & Training
Plan Marketing Campaign, 168 Packages for Services, 893
Plan Serious Incident Management, 1745 Product & Offer Capability Delivery, 358
Policy-based Product Offering Pricing, 470, 488 Product & Offer Portfolio Planning, 319
Prepare Common Agreement Attributes, 1613 Product Capacity Management, 524
Prepare Loyalty Account Communication, 247 Product Configuration Management, 390
Prepare Maturity Assessment, 1927, 1931 Product Lifecycle Administration, 336, 338
Prepare Maturity Matrix, 1931 Product Lifecycle Management, 335
Prepare Maturity Questions, 1932 Product Offering Agreement Management, 430,
Prepare New Product Offering Business 508, 2010
Proposal, 445 Product Offering Cataloging, 429, 503, 2009
Prepare New Product Specification Business Product Offering Development & Retirement,
Proposal, 412, 415 400, 426, 2007
Prepare Outbound Party Payment, 1445 Product Offering Lifecycle Management, 427,
Prepare Party Agreement, 1604, 1608 432, 2007
Prepare Party Bill Inquiry, 1536 Product Offering Pricing, 428, 469, 2009
Prepare Party Payment Plan, 1488, 1503 Product Offering Promotion Development, 431,
Prepare Party Problem, 1320 510, 2011
Prepare Sales Forecast, 265 Product Offering Prototyping, 430, 2011
Prepare Tender Document, 1555 Product Offering Purchasing, 526
Prepare/Follow-up for Performance Reviews, Product Performance Management, 393
789 Product Pricing, 336, 349
Prioritize Customer Problem, 767 Product Specification & Offering Development
Prioritize Resource Trouble, 1264 & Retirement, 398
Prioritize Service Problem, 983 Product Specification Development &
Proactive performance Monitoring, 384 Retirement, 399, 401
Proactive Product Maintenance, 337, 354 Product Support & Readiness, 378
Probe Root Cause Of Failure, 1252 Program & Project Management, 1816, 1830
Problem Handling, 748 Program-manage Strategy Implementation,
Process Information and Data, 1771 1712
Process Management & Support, 1797 Promote Desired Corporate Image, 1869
Process Management and Security Information Prototype Loyalty Program, 195
& Data, 1217, 1222 Provide Advice of Charge/Rate, 669
Processing Complex Events, 1921 Provide Customer Bill Inquiry Change
Procurement Management, 1858, 1859 Notification, 651
Produce & Distribute Bill, 807, 815 Provide Customer Personalization Information,
Produce Consolidated Maturity Level 720
Assessment Report, 1930 Provide Earned Loyalty Program Reward
Produce Loyalty Program Participant Card, 230 Notification, 234
Produce Marketing Communication Collateral, Provide Insurance Advice, 1782
160 Provide Legal Advice, 1880
Produce Product Portfolio Business Plans, 320, Provide Loyalty Account Communication, 244,
326 246
Produce Resource Business Plans, 1031, 1045 Provide Loyalty Program Invitation, 223
Produce Service Business Plans, 825, 841

Provide Loyalty Program Operation Report, 221, Provide Support for RTM and SPM Processes,
251 1138
Provide Loyalty Program Participant Package, Provide Support for Service Problem Processes,
225, 229 916
Provide Loyalty Program Reward Notification, Provide Supporting Procedures and Quality
239 Management Support, 1134
Provide Loyalty Program Status, 252 Qualify Selling Opportunity, 294, 300
Provide Manage Loyalty Program Account Reassign / Reconfigure Failed Service, 975
Notification, 233 Reassign / Reconfigure Service or Service
Provide Management Oversight on Tenders, Parameters, 1007
1564 Rebalance Order Handling Infrastructure
Provide Management Reports, 652 Utilization, 584
Provide New Product Offering Business Reboot Network Function, 1255
Proposal Notification, 446, 448 Receive & Accept Party Order, 1667, 1680
Provide New Product Specification Business Receive Additional Party Bill Inquiry
Proposal Notification, 416 Information, 1534
Provide Party Account Balance Notification, Receive Additional Party Problem Information,
1527 1308, 2014
Provide Party Advice of Charge/Rate, 1522 Receive Incollect Invoice, 1401
Provide Party Bill Inquiry Change Notification, Receive Loyalty Partner Currency
1546 Communication, 236
Provide Party Bill Inquiry Management Report, Receive Party Bill Inquiry, 1528, 1532
1547 Receive Party Bill/Invoice, 1375, 1385
Provide Party Payment Receipt, 1430, 1502 Receive Party Order, 1681
Provide Party Problem Change Notification, Receive Party Payment, 1496, 1500
1332 Receive Party Privacy Profile, 1660
Provide Party Problem Jeopardy Notification, Receive Party Problem, 1301, 1307, 2013
1325 Receive Party Revenue Share Notification, 1470
Provide Party Problem Management Report, Receive Port Out Request, 1152
1333 Receive Port Over Request, 1152
Provide Party Problem Management Reports Receive Product Offering Purchase Cancellation
[Deleted], 1322 Request, 563
Provide Party Problem Management Summaries Receive Response for External Party Support for
[Deleted], 1322 Party Problem, 1315
Provide Party Problem Status Change Receive Tender Document Response, 1558
Notification [Deleted], 1323 Recommend Appropriate Product Offering(s),
Provide Party Revenue Share Notification, 1465 308
Provide Product Offering Price Notification, 477, Recommend Customer Experience
486 Improvement, 687
Provide Product Review, 342 Recommend Resource partnership, 1050
Provide Reference Source for Standard Recommend Service Partnership, 845
Operating Environment, 1721 Reconcile Customer Payment, 621
Provide Request Status, 738 Reconcile Party Revenue Share, 1471, 1474
Provide Resource Recovery Proposal Record Additional Sales Contact Information,
Notification, 1213 135
Provide Service Recovery Proposal Notification, Record Additional Sales Lead Information, 139
956 Record Customer Bill Invoice Adjustment, 642
Provide Strategic Business Direction, 1712 Record Journey, 677

Record Party Bill Inquiry Resolution, 1538 Report Customer interaction, 732
Record Party Problem Resolution, 1327 Report Customer Order Handling, 692, 703
Record Resource Performance Data, 1280 Report Customer Order Status, 704
Record Service Performance Quality Data, 1001 Report Customer Problem, 750, 760
Recover Delinquent Party Assets, 1518 Report Customer QoS Performance, 783, 793
Recover Resource, 1190, 1211 Report Customer Requests & Contacts, 741
Recover Service, 929, 955 Report On Sales Performance, 151
Recover Specific Resource, 1215 Report on Work Order, 1182
Redeem Loyalty Program Currency, 219, 240 Report Order Handling Infrastructure Capacity,
Reduce and Avoid Threat, 1768 585
Reduce Loyalty Program Account Balance, 242 Report Order Handling Infrastructure
Re-establish Customer Relationship, 707 Deployment Process Capability, 586
Re-establish Party Relationship, 1570 Report Party Problem Resolution [Deleted],
Reformat Billing Event, 662 1321
Reformat Party Billing Event, 1368 Report Party Account Balance, 1526
Regulatory Management, 1866, 1876 Report Party Bill Inquiry, 1530, 1545
Relate Product Offering Purchases, 542 Report Party Billing Events, 1369, 1418
Release Resource, 1193 Report Party Interaction, 1697
Release Service Parameter, 936 Report Party Orders, 1668, 1683
Remit Party Payment, 1444, 1497 Report Party Orders Status, 1685
Remove Duplicate Resource Usage Records, Report Party Performance, 1336, 1345
1059 Report Party Problem, 1305, 1331
Remove Duplicate Service Usage Record, 1026 Report Product Infrastructure Requirements,
Remove Order Handling Infrastructure, 584 365
Remove Party Demographic, 1585 Report Product Offering Purchase, 531, 566
Remove Party Demographic Definition, 1584 Report Product Offering Purchases Status, 568
Remove Party Payment Method, 1487 Report Product Offering Trend Analysis, 596
Remove Party Payment Method Type, 1482 Report Product Restoration Results, 777
Remove Party Payment Plan, 1505 Report Resource Performance, 1274, 1288
Remove Party Product Specification, 1601 Report Resource Provisioning, 1188, 1205
Remove Party Profile, 1589 Report Resource Trouble, 1233, 1265
Remove Party Profile Type, 1588 Report Resource Usage Records, 1055
Remove Party Revenue Sharing Model, 1440 Report Revenue Assurance, 1794
Remove Product, 342 Report Service Infrastructure Requirements,
Remove Product Offering Purchase Selection, 857
545 Report Service Problem, 963, 984
Remove Product Price, 351 Report Service Problem Trends, 915
Remove Product Specification, 406 Report Service Provisioning, 928, 952
Render & Format Invoice, 813 Report Service Quality Performance, 995, 1009
Render & Format Party Bill/Invoice, 1381 Report Service Usage Records, 1021
Repair / Replace Failed Resource, 1248 Report to Party Agreement Stakeholders, 1618
Report Aged Party Debt Portfolio, 1425 Report Workforce Management, 1161
Report Audits, 1779 Reporting - Specific Market Segments, 122
Report Balanced Scorecard, etc., 1836 Reporting Party Deployment Capability, 1630
Report Billing Event Records, 655, 663 Representation Management, 1925
Report Constraints to Other Processes, 1010 Request Additional Bill Inquiry Information, 637
Report Customer Bill Inquiry, 633, 650 Request Additional Party Bill Inquiry
Report Customer Information, 714 Information, 1533

Request Additional Party Problem Information, Return Remaining Off-boarded Product

1308, 2014 (Resource) Inventory, 1602
Request Additional Product Data Collection, 356 Revenue Assurance Management, 1737, 1784,
Request Cancellation of Customer QoS Report, 2002
798 Review Documents for Maturity Assessment,
Request External Party Support for Party 1935
Problem, 1314 Review Major Customer Problem, 779
Request Other Parties Performance Review Major Resource Trouble, 1242, 1251
Degradation Report Creation and Update, Review Major Service Problem, 977
1295 Review Party Relationship, 1574
Request Party Privacy Profile Extension, 1661 Review Product Offering Purchase, 529
Request Product Offering Data Collection RM&O Support & Readiness, 1110
[Deleted], 592 Roll-out Order Handling Infrastructure, 591
Request Product Offering Performance Testing Rollout/Launch Loyalty Program, 196
[Deleted], 592 Rollout/Launch Product Offering, 438, 466
Request Product Offering Purchase Return, 556 Sales Channel Management, 292
Request Product Offering Purchase Special Sales Development, 267
Handling, 541 Sales Forecasting, 258
Request Product Provisioning Activity, 357 Sales Performance Management, 149
Request Provisioning Intervention [Deleted], Sales Strategy & Planning, 254
593 Schedule Customer Bill Inquiry Analysis and
Request Resource Recovery Authorization, 1213 Adjustment Activities, 646
Request Service Performance Degradation Schedule Routine Resource Trouble Tests, 1245
Report Creation and Update, 1016 Schedule Routine Service Problem Tests, 971
Request Service Recovery Authorization, 957 Security Management, 1734, 1746, 1998
Research Management, 1849, 1851 Select Channel, 683
Reserve Network Function Resources, 1257 Select External Party, 538
Reserve Party Account Balance Amount, 1525 Select External Party for Party Order, 1664,
Reserve Resource, 1193 1670
Reserve Service Parameters, 935 Select Journey, 677, 679
Resolve Party Bill Inquiry, 1529, 1537 Select Journey Phase, 683
Resolve Party Overpayment, 1454 Select Marketing Communication Delivery
Resolve Party Problem, 1303, 1327 Channels, 159
Resolve Party Revenue Share Discrepancy, 1476 Select Maturity Key Metrics, 1932
Resolve Party Underpayment, 1457 Select Metrics Per Touchpoint, 681
Resolve Revenue Assurance Trouble, 1792 Select Most Appropriate Party, 1671
Resolve Unapplied Party Payment, 1449, 1450 Select Outbound Purchase Party, 534, 536
Resource Capability Delivery, 1060 Select Persona, 680
Resource Data Collection & Distribution, 1215 Select Product Offering Promotion Delivery
Resource Development & Retirement, 1086 Channels, 517
Resource Mediation & Reporting, 1054 Select Product Offering Purchase Quantity, 553
Resource Performance Management, 1271 Select Program/Project Management Support
Resource Provisioning, 1183 Tools, 1831
Resource Strategy & Planning, 1027 Select Resource Capability at Other Parties,
Resource Trouble Management, 1228 1077
Retire from Number Portability, 1153 Select Service Capability At Parties, 865
Return Product Offering Purchase, 545, 555 Select Short-listed Party, 1559
Select Touchpoint, 680, 682

Selling, 293 Specify Service Capability Infrastructure, 864

Send Loyalty Account Communication, 247 Specify Template Agreement Party Types, 1614
Send Party Privacy Profile, 1660 Specify the Tender Process, 1561
Service Capability Delivery, 849 Specify Type Specific Agreement Component,
Service Configuration & Activation, 921 1611
Service Development & Retirement, 875 Stakeholder & External Relations Management,
Service Guiding & Mediation, 1020 1863
Service Problem Management, 958 Standard Product Offering Pricing, 470, 473
Service Quality Management, 992 Start Product Offering Promotion, 513, 518
Service Strategy & Planning, 821 Stop And Start Audit On Resources, 1245
Set Product Offering Price, 474, 478 Stop And Start Audit On Services, 972
Set Sales Forecast Goal, 259 Strategic & Enterprise Planning, 1701
Set Sales Performance Goals, 150 Strategic Business Planning, 1702, 1711
Shareholder Relations Management, 1865, Submit Prepared Bill Inquiry Information, 1536
1874 Submit Party Bill Inquiry, 1529, 1535
Short List Potential Parties, 1557 Submit Party Problem, 1302, 1319
SM&O Support & Readiness, 897 Submit Prepared Party Problem, 1320
Specific Party Revenue Handling, 1363, 1389 Suggest Available Capacity Adjustment, 1962
Specify Agreement Items, 1610 Suggest Capacity Demand Adjustment, 1965
Specify Agreement Parties, 1613 Suggest Marketing Campaign Change, 181
Specify Available Capacity, 1948, 1952 Suggest Marketing Communication Change, 166
Specify Available Capacity Location, 1954 Suggest Product Offering Price Modification,
Specify Configuration Specification Relationship, 484
1978, 1982 Suggest Product Offering Promotion Change,
Specify Metric Collection Job, 1847 523
Specify Metric Definition, 1842 Supervise Party Rollout & and Report Party
Specify Metric Definition Measure, 1844 Capacity, 1629
Specify Metric Definition Measure Threshold, Support Bill Inquiry Handling, 577, 612
1845 Support Bill Invoice Management, 576, 605
Specify Metric Monitoring Criteria, 1847 Support Bill Payments & Receivables
Specify Party Agreement Terms and Conditions, Management, 577, 610
1610 Support Billing Event Related Process, 665
Specify Party Demographic Definition, 1583 Support Charging, 578
Specify Party Demographic Definition Group, Support Customer Interface Management, 569,
1584 579
Specify Party Payment Method, 1486 Support Customer QoS/SLA, 379, 382
Specify Party Payment Plan Payment Method, Support Manage Balance, 571
1489 Support Manage Billing Events, 570
Specify Party Product Involvement, 340, 347 Support Market Strategy, 119
Specify Party Revenue Sharing Model Support Order Handling, 571, 581
Associated Revenue, 1423 Support Order Handling Infrastructure
Specify Product Offering Purchase Quantity, Deployment, 589
547, 552 Support Party Billing Event Related Processes,
Specify Resource Capability Infrastructure, 1076 1370
Specify Revenue Sharing Agreement Terms and Support Party Interface Management, 1624,
Conditions, 1460 1641
Specify Revenue Sharing Model Party Support Party Performance Management, 1622,
Involvement, 1422 1634

Support Party Problem Reporting & Track & Manage Resource Provisioning, 1187,
Management [Deleted], 1620, 1632 1201
Support Party Requisition Management, 1621, Track & Manage Resource Trouble, 1232, 1260
1627 Track & Manage Revenue Assurance Trouble
Support Party Settlements & Payments Resolution, 1793
Management, 1624, 1639 Track & Manage Service Problem, 962, 979
Support Problem Handling, 573, 594 Track & Manage Service Provisioning, 924, 937
Support Product Offering Operational Track & Manage Service Quality Performance
Introduction, 467 Resolution, 997, 1015
Support Resource Trouble Management, 1114, Track & Supervise the Rollout of new and/or
1134 Modified Infrastructure, 1125
Support Retention & Loyalty, 574, 598 Track and Manage Customer Interaction, 732
Support Revenue Assurance Operations, 1787 Track and Manage Party Interaction, 1688
Support Selling, 279, 282 Track and Manage Work Order, 1181
Support Service & Specific Instance Rating, 903 Track and Monitor Logistics and Manage
Support Service Problem Management, 900, Resource Inventory, 1149
913 Track and Monitor Party Inventory, 1647
Survey & Analyze Resource Trouble, 1229, 1236 Track and Monitor Resource Repository
Survey & Analyze Service Problem, 965, 987 Capabilities, 1145
Take Party Debt Collection Further Action, 1515, Track and Monitor Service Inventory
1516 Capabilities, 906
Take QoS Violation Action, 791 Track and Report Service Capability Delivery,
Technology Scanning, 1850, 1854 871
Terminate Customer Relationship, 708 Track Customer Inventory Usage, 604
Terminate Loyalty Program, 198 Track Customer Order, 698
Terminate Party Agreement, 1607 Track Customer QoS/SLA Management Process
Terminate Party Relationship, 1570 Capability, 396
Test & Validate Implemented Solution, 778 Track Number Portability Requests, 1156
Test Resource, 1186, 1199 Track Party Orders, 1678
Test Service, 946 Track Party Problem, 1303, 1323
Test Service End-to-End, 926, 945 Track Party Revenue Share Reconciliation, 1471
Test Specific Resources, 1200 Track Problem Handling Process Capability, 596
Track & Manage Customer Bill Inquiry Track Product Capability Business Case Costs,
Resolution, 632, 645 372
Track & Manage Customer Order Handling, 690, Track Product Offering Inventory Usage, 389
696 Track Resource Provisioning Activity, 1203
Track & Manage Customer Problem, 751, 764 Track Sales Inventory Usage, 290
Track & Manage Customer QoS Performance Track Service Provisioning Activity, 939
Resolution, 784, 799 Track Third-Party Order Handling Infrastructure
Track & Manage Number Portability Requests, Deployment, 585
1154, 1155 Track, Monitor and Manage RTM Processes
Track & Manage Party Orders, 1666, 1675 Including other Parties, 1138
Track & Manage Party Performance Resolution, Track, Monitor and Manage Service Problem
1335, 1341 Processes, 916
Track & Manage Product Offering Purchase, Track, Monitor and Report Resource
528, 557 Provisioning, 1126
Track & Manage Resource Performance Track, Monitor and Report Resource Data
Resolution, 1276, 1293 Collection Processes and Capabilities, 1142

Track/Monitor Sales Performance, 150 Update Party Problem Status to Resolved, 1328
Train Party, 1581 Update Product Offering Purchase, 559
Transfer Party Account Balance Amount, 1526 Update Product Offering Purchase Status to
Trigger Defined Action, 1240 Cancelled, 564
Trigger Defined Service Alarm Action, 991 Update Product Price, 351
Trigger Healing Operation, 1256 Update Resource Repository, 1204
Undertake Customer Contacts Trend Analysis, Update Sales Repository, 318
581 Update Service Inventory Record, 912
Undertake Marketing Campaigns Trend Update Time to Restore Service, 771
Analysis, 172 Validate Customer Satisfaction, 712, 722
Undertake Marketing Communications Trend Validate Network Function Instantiation, 1256
Analysis, 157 Validate Product Infrastructure Design, 375
Undertake Order Handling Trend Analysis, 587 Validate Resource Infrastructure Design, 1085
Undertake Performance Trend Analysis, 1130 Validate Resource Usage Records, 1056
Undertake Problem Handling Trend Analysis, Validate Satisfaction of Customer, 723
595 Validate Service Infrastructure Design, 874
Undertake Product Offering Promotion Trend Validate Service Usage Record, 1023
Analysis, 515 Validate Solution Predicted/Expected Value,
Undertake Product Offering Trend Analysis 722
[Deleted], 592 Verify Consistency of Information, 1828
Undertake QoS/SLA Performance Trend Verify Customer, 725
Analysis, 397 Verify Customer Bill Inquiry, 639
Undertake Retention & Loyalty Trend Analysis, Verify Invoice Quality, 814
599 Verify Outbound Party Payment, 1445
Undertake Selling Trend Analysis, 285 Verify Party Bill/Invoice Quality, 1382
Update Customer Data, 746 Verify Party Inventory Availability, 1673
Update Customer Interaction, 730 Verify Party Problem, 1310
Update Customer QoS Report with Analysis Verify Product Configuration, 755
Results, 800 Verify Product Proper Product Use, 1316
Update First in Resource Testing Results, 1295 Verify Resource Configuration, 1243
Update First in Service Testing Results, 1017 Verify Service Configuration, 970
Update Inventory Record, 1127 Welcome New Party, 1579
Update Loyalty Program Account, 243 Workforce Development, 1887, 1897
Update Network Function, 1258 Workforce Management, 1157
Update Network Service, 1258 Workforce Management Schedule, 1164
Update Order Repository, 698 Workforce Strategy, 1887, 1894
Update Party Account Balance, 1525 Wrap-up Start of Product Offering Promotion,
Update Party Bill Inquiry Status to Resolved, 520
1539 Write Off Overdue Party Bill/Invoice, 1428
Update Party Interaction, 1692

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Analyze Market Segment purchase and issues................................................................................. 126

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Develop Sales & Channel Proposals .................................................................................................. 143

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Identify Sales Inventory Shortcomings ............................................................................................. 165

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Manage Sales Agreement ................................................................................................................. 190

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Evaluate Sales Prospect .................................................................................................................... 209

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Deliver Marketing Communication Collateral .................................................................................. 227

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Monitor Marketing Campaign Effectiveness .................................................................................... 245

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Identify Potential Loyalty Program Issues......................................................................................... 266

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Provide Loyalty Program Operation Report...................................................................................... 286

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Make Loyalty Program Redemption ................................................................................................. 306

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Implement Product Portfolio Management Functions ..................................................................... 326

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Capture Product Capacity Shortfalls ................................................................................................. 344

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Maintain Product Offering Inventory facilities ................................................................................. 365

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Gather & Analyze New Product Specification Ideas ......................................................................... 385

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Product Offering Development & Retirement .................................................................................. 404

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Manage New Product Offering Involved Party ................................................................................. 427

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Develop Product Offering Procedures .............................................................................................. 445

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Manage Pricing Notification Involved Party ..................................................................................... 464

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Associate Product Offering with Product Offering Catalog .............................................................. 485

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Develop Product Capacity ................................................................................................................. 503

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1.2.9.2.1 Make Product Offering Purchase Selection ........................................................................... 524

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Notify Cancelled Product Offering Purchase Impacted Party ........................................................... 543

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1.2.10.2.1 Apply Product Price.............................................................................................................. 563

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Support Order Handling Infrastructure Deployment........................................................................ 585

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Manage Customer Inventory Capture .............................................................................................. 602