eTOM Introduction (TM Forum)

Enhanced Telecom Operations Map®
Section 1:
Overview:
eTOM: An Introduction
TM Forum,
NGOSS, eTOM
Section 2: Table of Contents
Business
Process
Framework
Section 3:
Process
Decomposition
Section 4:
Introducing
eTOM to your
Business
Section 5:
eTOM Linkage
To Other
Models
Section 6:
eTOM Clinic Summary &
Document Map
Training Plus Copyright 2005. All Rights Reserved

Section 1 - Overview
Page 1 TM Forum Training Copyright 2005. All Rights Reserved

WELCOME

Who Are We?
Worldwide Leader in Telecom Training

• European Telephony B&CC
• European Mobile B&CC
• North American Telephony B&CC
• North American Wireless B&CC
• Operations Support Systems (OSS)
• eTOM
• NGOSS
• Interconnect Billing
• Voice over IP (VoIP)
• IP Applications & Billing
• Prepaid Billing
Revenue Assurance
•
www.billingcollege.com
• Etc…

Audience
Business Managers
Enterprise Solution Architects
Process Practitioners
• Managers
• Developers
• Owners
• Implementers
Solution Providers

Your Instructor

Students Introductions
Name
Company
Professional Background
What Are Your Course Expectations?
What’s Your Favorite Hobby?

Course Map
Section 1:
Overview:
TM Forum, Section 2:
NGOSS, eTOM Business
Process
Framework Section 3:
Process
Decomposition Section 4:
Introducing
eTOM to your Section 5:
Business eTOM Linkage
To Other
Models
Section 6:
Summary &
Document Map
eTOM Clinic

Course Philosophy
Establish process commonality among TM Forum

members at a functional level
Review eTOM components independent of roles and

organizational areas
• Look at “What” and “How” not the “Who”
Introduce standardized process mapping symbols and

guidelines for process decomposition
Use a case study to help illustrate the use of eTOM in

your business

Upon Completing this Introductory Course You Will…
Identify all the components of the eTOM framework

Understand the role of the eTOM within an
enterprise, and the benefits of using it
Recognize what is required for the eTOM to be

extended to meet enterprise needs
Understand eTOM process decomposition method

Recognize the relationships between the eTOM and
other models (NGOSS, SID, TMN, ITIL)
Understand how to apply the eTOM to solving

business process challenges
Course Format
We Will Go Through the Course Material in the

Morning
Afternoon Clinic: Applying eTOM Concepts to Solve

a Business Challenge
Upon Completion of the Course:

• Please Fill Out a Course Evaluation Form
• You Will Receive a Certificate of Achievement

Housekeeping
Courtesy
• Please silence mobiles, pagers, etc.
Q&A
• Points of clarification as they arise
• Other issues at start/end of sessions
during the breaks, end of day …
Feedback
• Please return Evaluation Forms

Approximate Schedule
• 09:00am Start
• 10:15am Morning
break
• 01:00pm Lunch
• 02:00pm Clinic
• 03:15pm Afternoon
break
• 05:00pm End

OVERVIEW

Topics
The TM Forum – Facts & Figures

NGOSS – An Umbrella
eTOM – The BIG Picture
The eTOM – Origins and Need
Who’s Who in the eTOM World
Joining the eTOM Team

TM Forum CV
Non-profit global member-supported consortium Founded in
1988
Focus – Issues and Solutions

• OSS - Operations Support Systems
• BSS - Business Support System
• Business process automation for telecom companies
• Common direction and approach to problem-solving
Provides Strategic leadership to the Telecom industry
Members represent the full telecom value/supply chain.
Service
Application Solutions Providers
Middleware
& system suppliers and
suppliers
suppliers network
operators

TM Forum - The Need
A unique gathering place for Telcos to solve OSS/BSS

business and technical challenges
Powerful International Perspective
TM Forum standards have been adopted by the the

International Telecommunications Union (ITU), a UN
body

TM Forum - Statistics
Over 450 Members from 50+ Countries

• Established North American and European
presence
• Asian presence increasing rapidly
• South American market emerging
Membership:
• 90% of world’s large service providers
• Majority of large equipment, software, and
integration service suppliers

What’s Happening Out There…
Around 12% CapEx That ‘integration tax’ could be
or around 4% slashed if operators bought
of revenues is against common standards.
spent on OSS/BSS…
… all this when

profit margins
are getting
thinner and
thinner!!!
Average cost/unit
$$$$$
… and up to 50% of
that is spent on
Average revenue /unit
integrating
dissimilar systems 1999 2000 2001 2003 2004 2005

That’s Where NGOSS Comes In…
New Generation Operations Systems & Software
A framework to guide the implementation of improved

business behaviour
• Specified key characteristics of OSS/BSS to allow high degrees of
process integration and automation
• Defines methodologies for evolving OSS and BSS infrastructure
into a lean operations approach
Utilizes a set of best practices captured as information

models
Developed by major operators and suppliers worldwide

• Driven and managed by TM Forum

NGOSS Lean Operator: Vision & Goals
Transforms the business by…
Decreasing OSS Reducing time to Reducing number of

Decreasing operations
software introduce new physical interfaces
costs
development effort services per OSS component
Using NGOSS principles and framework.

• High levels of automation and integration
• Information integrity
• Customer Self-Management
• Rapid response to business changes and competition
• SLA Guarantees
• Off-the-shelf solutions

NGOSS – Key Principles
Business driven with focus on the Customer

Recognizes that many groups and players need to
work together across different systems and domains
Collects best practices from TMF membership
Built on two fundamental models:
• eTOM (process oriented business view)
• SID (Shared Information and Data Model)
We will cover NGOSS in more detail later in this course

eTOM – A Very Short Definition
A reference framework for categorizing all

business activities performed by a service
provider.
Each area of business activity is defined in

the form of Process Components.
Each Process Component can in turn be

decomposed to increasing levels of process
details.

A Brief History of eTOM “e” for
enhanced
1995 – 1998 Development of TOM (Telecom Operations

Map)
1999 Stabilization of TOM
2000 – 2001 Evolution of TOM towards ETOM
2001 eTOM v1.0, and v2.0 for Member Evaluation
Jan 2002 eTOM v2.5 for Public Evaluation
May 2002 eTOM v3.0 is TMF Approved
March 2004 New release eTOM v4.0 is TMF Approved
May/June 2004 Formal Acceptance of eTOM by ITU-T
August 2004 eTOM 4.5 Released As Part of NGOSS 4.5
May 2005 eTOM 5.0 Released for Member Evaluation
… and work never stops

eTOM Version 5.0
Member Evaluation
What’s Different From Version 4.5?
UPDATES DOCUMENT
Updates, Corrections, & Improvements GB921D
to the Model (Decompositions)
Further Information on the Linkage GB921V
Between eTOM and ITIL (Replacing
GB921L)
Worked Examples of NGOSS Contracts GB921N (New
and the Use of eTOM in These Document)

eTOM – What It Is NOT
It Is Not a Set of System Specifications
It Is Not a Methodology

eTOM: The BIG Picture
Customer
Strategy, Infrastructure & Product Operations
Market, Product and Customer
Service
Resource (Application, Computing and Network)
Supplier/ Partner
Suppliers/Partners
Enterprise Management
Shareholders Employees Other Stakeholders

Why eTOM?
Standard structure, terminology, and

classification scheme
Foundation for enterprise wide discipline to
the development of business processes
Basis for understanding and managing
portfolios of IT applications in terms of
business process
Enables consistent end to end process flows
to be created and enables re-use

The Drivers for Change
The world has changed…
Customers are demanding an integrated interface
Customers demand online, real-time self-service processes
Processes extend beyond a single enterprise
We need to work closely with our competitors
We need to buy off-the-shelf from our vendors
Pressure remains to reduce costs dramatically
Outsourcing of processes and services continues

Differentiation Vs Standards
Integration Through Standardization

High Cost of Complexity and Variation
A Major driver of ongoing increases in operational

costs is “Variation”
Different Processes and activity descriptors lead to:

• Misunderstandings and inconsistent solutions
• Timing uncertainty, and lengthy service intervals
Different Architecture approaches lead to:

• Technology multiplicity
• Integration complexity
And the list goes on ….

eTOM - For Service Providers

eTOM – For Vendors, SIs, etc.

Joining the eTOM Team
What You Can Do
Provide Leadership
Define Standards
Provide Strategic Vision
Provide Content
Be a working member

Some of Our Programs & Events
TeleManagement World
Team Action Week
Catalyst Program
More on this in the Summary Section!

Section 2 – Business Process Framework

Section 1:
Overview:
Section2:
Section 2:
TM Forum,
Business
Business
NGOSS, eTOM
Process
Process
Framework
Process
Introducing
To Other
Models
Section 6:
Summary &
Document Map
eTOM Clinic

Topics
What is a Process Framework?

eTOM – Horizontal & Vertical Views
Level 1 Processes
• Strategy, Infrastructure, & Product (SIP)
• Operations
• Enterprise

What Is a Process Framework?
A logical, related, set of activities that takes an input,

adds value and produces an output
A grouping of functional levels that characterizes the
area of application
Comprised of:
• Activities
• Process Owners
• Inputs and Outputs
• Links to IT applications
• Key Events that trigger or result from the process
• Business rules for implementation
• Connections to other Processes

Top Down Approach
Drilling down to levels of detail
LEVEL 1 Core Business

Processes
LEVEL 2
Functions
LEVEL 3
Activities
LEVEL 4
Tasks

Business Process Framework
A “Vertical View” End-to-End Process
Customer
Strategy, Operations
Infrastructure,
& Product
Suppliers/Partners

A “Horizontal View” Activities/Functions
Customer
Service
Supplier/ Partner
Suppliers/Partners

High Level Structure
Customer

Operations
Strategy,
Service
Infrastructure,
& Product
Supplier/Partner
Suppliers/Partners

LEVEL 1
(CORE BUSINESS PROCESSES)

eTOM: Level 1 -The Big Picture
Customer
Strategy & Infrastructure Product Operations Fulfillment Assurance Billing

Commit Lifecycle Lifecycle Support &
Management Management Readiness
Marketing & Offer Management Customer Relationship Management
Service Development & Management Service Management & Operations
Resource Development & Management Resource Management & Operations

(Application, Computing and Network) (Application, Computing and Network)
Supply Chain Development & Management Supplier/Partner Relationship Management
Strategic & Enterprise Enterprise Risk Enterprise Effectiveness Knowledge & Research
Planning Management Management Management
Financial & Asset Stakeholder & External Human Resources

Management Relations Management Management

A Matrix Structure
Billing
Customer Relationship Management Payment

eTOM: External Interactions
Customer
Sell Side
Link to the outside world – B2B
External Environment
Service
Supplier/ Partner
Buy Side
Suppliers/Partners

Operations (OPS) – Level 1
Customer
Operations “FAB”
Operations Fulfillment Assurance Billing
Support &
Readiness
Processes that support
the customer Customer Relationship Management
operations and
management of Service Management & Operations
services. These
processes include both Resource Management & Operations
day-to-day, and
operational support.
Supplier/Partner Relationship Management

OPS – Vertical View
Customer
Support &
Readiness

Operations Support & Readiness
Customer
Operations
Support &
Readiness
Ensures operational
readiness in the
fulfillment, assurance
and billing areas. Act in
a supporting role to
immediate Customer
facing and real time
operations.

OPS - Fulfillment
Customer
Fulfillment
Provides Customers
with their requested
products in a timely
and correct manner.

OPS - Assurance
Customer
Assurance
Executes proactive and

reactive maintenance
activities to ensure
service to Customers.

OPS - Billing
Customer
Billing
Produces timely and

accurate invoices,
collects payment and
handles billing
enquiries.

OPS – Horizontal View
Customer
Operations
Customer Relationship Management
Service Management & Operations
Resource Management & Operations

OPS – Customer Relationship Management
Customer
Operations
Handles customers Customer Relationship Management

needs, including the
acquisition,
enhancement and
retention of a
relationship with a
Customer.

OPS – Service Management and Operations
Customer
Operations
Handles services and

the provision of
communications and
information services
required by or proposed Service Management & Operations
to customers
Service = That which was ordered by the customer. It may be as simple as a

leased line and as complex as a Frame Relay over ISDN with an ATM
Backbone using SDH.
OPS – Resource Mgt and Operations
Customer
Operations
Handles resources
(application, computing
and network
infrastructure), required
to deliver and support
services ordered by or
proposed to customers Resource Management & Operations

OPS – Supplier/Partner Relationship Management
Customer
Operations
Supports the core

operational processes
through interaction with
external suppliers
and/or partners. Align
closely with a supplier’s
or partner’s Customer
Relationship
Management processes.

Strategy, Infrastructure & Product (SIP) –
Level 1
Customer
Strategy, Infrastructure & Product
Strategy & Infrastructure Product

Commit Lifecycle Lifecycle
Management Management
Marketing & Offer Management

Processes Involved with
strategic planning,
Service Development & Management infrastructure, product
management, and
supply chain
Resource Development & Management
relationships in support
of the enterprise’s
Supply Chain Development & Management operations

SIP – Vertical View
Customer

Commit Lifecycle Lifecycle

SIP – Strategy & Commit
Customer
Strategy &
Commit
Generates strategies in
support of the
Infrastructure and
Product Lifecycle
processes and gains
business commitment
within the enterprise to
support these
strategies

SIP – Infrastructure Lifecycle Management
Customer
Infrastructure
Lifecycle
Management Defines, plans and
implements all necessary
infrastructures including
core (application,
computing and network),
as well as business
support (operations
centers, architectures,
etc.)

SIP – Product Lifecycle Management
Customer
Product
Lifecycle
Management
Defines, plans, designs
and implements all
products and services in
the Enterprise’s
portfolio.
A Product represents that which is offered to the customer through various

means, such marketing campaigns

SIP – Horizontal View
Customer
Service Development & Management
Supply Chain Development & Management

SIP – Marketing & Offer Management
Customer

Defines strategies,
develops new products,
manages existing
products and
implements marketing
and offer strategies for
Core products and
services

SIP – Service Development & Management
Customer
Plans, develops and

delivers services to
Operations; including
defining strategies for
service creation and
design, assessing
service performance,
and anticipating future
service demand

SIP – Resource Development & Management
Customer
Plans, develops and

delivers the resources
needed to support
Operations; including
development of network,
inter-working of new and
existing technologies and
Resource Development & Management anticipating resource
needs for future service
demand

SIP – Supply Chain Development & Management
Customer
Focuses on the external

interactions required with
the supply chain to ensure
that the best suppliers and
partners are chosen; and
ensuring that contribution
of suppliers and partners
is timely and meets
Supply Chain Development & Management performance standards.

Enterprise Management – Level 1
Customer
Corporate functions that focus on

Enterprise level processes to run the
business: interfaces with almost all
processes in the Enterprise.


eTOM: Level 1 -The Big Picture
Customer




Summary
eTOM Provides a Business Process Framework for:

Section 3 – Process Decomposition

Section 1:
Overview:
Process Section3:
3:
Framework Section
Process
Process
Decomposition
Introducing
To Other
Models
Section 6:
Summary &
Document Map
eTOM Clinic

Topics
Decomposition
• Definition
• Diagram
• Approaches to Mapping
• Example
Decomposing From Level 1 to Level 2 to
Level 3
• Process
• Flows/Interactions

Process Decomposition
Process
X
Sub-Process Sub-Process Sub-Process

X.1 X.2 X.3

X.2.1 X.2.2 X.2.3

X.2.3.1 X.2.3.2 X.2.3.3

Two Main Approaches to Mapping
Bottom-up
• Starting with the existing Business Processes definitions
• Existing Business Process flows are mapped back to eTOM
• Specific enterprise decompositions of eTOM published
Business Processes are constructed
Top down
• eTOM processes are decomposed into component processes,
to expose more detail
• Process flows are defined to link processes together
• Decompositions and flows are combined, to describe fully
the behavior of each process area

Decomposition & Process Flows
Decomposition Process Flows
Insight into the structure Insight into the behavior and
and content of process interaction between
areas (groupings) processes
Can use process
Finer detail at lower process decompositions (and vice
levels versa) to enhance/refine
detail
Comprehensive view of Typically, provide a partial
process capability and
view of process behavior
functionality
Represent a dynamic
perspective of process
A static perspective of
process

Customer
Contact
Process Flows = Interaction
Customer
Order
Order
Customer Customer Customer Complete END
Order
Relationship Interface Request Selling
Handling
Management
Management
Request
Request Service Service
Availability Service Activation
Activated
Service Service
Service Fulfillment
Management & Configuration Complete
Configuration &
Operations & Activation
Activation
Request
Request Resource
Resource Resource
Activation Activated
Availability
Resource
Management & Resource Resource
Provisioning Provisioning
Operations
Supplier Partner Fulfillment

Details
Relationship
Requisition
Management Mgmt

Flows for a Decomposed Process
Process X
START Decomposes into … FINISH
Process Process
Transfer
Element Element
control
X.1 X.3
Perform Response
task A with data
Process
Request
Element data
X.2
Process Element = An activity related to a decomposed process

The Result...
Flows for a Decomposed Process

Insight into:
• Structure and content of process areas (groupings)
• Behavior and interaction between processes
Finer detail at lower process levels
Comprehensive view of process capability and

functionality
A static and dynamic view of process

DECOMPOSING TO
LEVEL 2
(KEY BUSINESS FUNCTIONS)

From Level 0 …
Customer
Strategy, Infrastructure, & Product Operations
Market, Product, and Customer
Service
Resource
(Application, Computing, and Network)
Supply/Partner
Suppliers/Partners

…to eTOM Level 1 …
Customer

Operations Support Fulfillment Assurance Billing
Strategy & Product Lifecycle & Readiness
Infrastructure Lifecycle
Commit Management Management
Supplier/Partner
Strategic & Enterprise Planning Enterprise Risk Management Enterprise Effectiveness Management Knowledge & Research Mgmt
Financial & Asset Mgmt Stakeholder & External Relations Management Human Resources Management

… to eTOM Level 2
Customer

Strategy & Product Lifecycle & Readiness
Infrastructure Lifecycle
Commit Management Management
Sales Development Customer Interface Management
Marketing & Offer Management Product & Offer CRM Support & Selling Customer
Market Strategy & Policy Capability Delivery Product Marketing Readiness Marketing QoS/SLA Mgmt Billing &
Communications Fulfillment
Product & Order Collections
& Promotion Response
Offer Marketing Handling Problem Handling Management
Portfolio Capability Product & Offer
Retention & Loyalty
Planning Delivery Development & Retirement
Service Development & Management Service Management & Operations Service Problem Mgmt Service &
Service
Service Service Specific
Service Strategy & Development & SM&O Support &
Capability Configuration & Instance Rating
Planning Retirement Readiness Service Quality Mgmt
Delivery Activation
Resource Management & Operations Resource Performance

Resource Development & Management Mgmt
Resource Resource
Resource Strategy RM&O Support & Resource
Capability Delivery Development & Resource Trouble Mgmt
& Planning Readiness Provisioning
Retirement
Resource Data Collection & Processing
Supply Chain Development & Management Supplier/Partner Relationship Management S/P Problem Reporting S/P Settlements &
& Mgmt Billing
Supply Chain Strategy Supply Chain Supply Chain Development & S/P Requisition Management
S/PRM Support &
& Planning Capability Delivery Change Management Management S/P Performance Mgmt
Readiness
S/P Interface Management
Supplier/Partner
Strategic & Enterprise Planning Enterprise Risk Management Insurance Enterprise Effectiveness Management Knowledge & Research Mgmt
Mgmt Facilities Mgmt &
Fraud Mgmt Process Mgmt & Enterprise Program Technology
Strategic Enterprise Group Business Security Support Knowledge Research
Business Audit Support Quality & Project Scanning
Business Architecture Enterprise Continuity Mgmt Mgmt Management
Development Mgmt Mgmt Mgmt Enterprise Performance
Planning Mgmt Mgmt Mgmt
Assessment
Financial & Asset Mgmt Stakeholder & External Relations Management Board & Human Resources Management Employee &
Financial Shares/ Labor
Corporate Community Shareholder HR Policies Organization Workforce
Procurement Regulatory Legal Securities Relations
Mgmt Communications & Relations Relations & Practices Workforce Development
Asset Mgmt Mgmt Mgmt Mgmt Mgmt Development
Image Mgmt Mgmt Mgmt Strategy Mgmt

Operations – Level 2
Customer
Operations
Operations Support & Fulfillment Assurance Billing
Readiness

Customer Interface Management
CRM Support & Customer QoS/SLA

Let’s zoom on this… Readiness Marketing
Fulfillment
Selling
Order
Mgmt Billing & Collections
Management
Response
Handling Problem Handling
Retention & Loyalty
Service Management & Operations Service & Specific

Service Problem Mgmt
Instance Rating
SM&O Support & Service
Readiness Configuration &
Activation Service Quality Mgmt
Resource Performance Mgmt

RM&O Support & Resource

Readiness Provisioning Resource Trouble Mgmt
This demonstrates the Resource Data Collection & Processing
matrix structure of eTOM Supplier/Partner Relationship Management
S/P Requisition
S/P Problem Reporting &
Mgmt S/P Settlements &
Billing Management
S/PRM Support & Management
Readiness S/P Performance Mgmt
Supplier/Partner

OPS – Level 2 Processes – An Example
Operations
& Readiness

CRM Selling Problem

Support & Handling Billing &
Readiness Order Collections
Handling Management
Marketing Customer
Fulfillment QoS / SLA
Response Management
Retention and Loyalty

SIP – Level 2
Customer
Strategy & Commit Infrastructure Lifecycle Product Lifecycle

Product & Offer Sales Development
Market Strategy & Policy Capability Delivery
Product Marketing Communications
& Promotion
Product & Offer
Portfolio
Planning Marketing Capability
Let’s zoom on this…
Delivery Product & Offer Development &
Retirement

Service Development &
Service Strategy & Planning Service Capability Retirement
Delivery

Resource Development &
Resource Strategy & Resource Capability
Retirement
Planning Delivery
Supply Chain Strategy & Supply Chain Capability Supply Chain Development & Change
Planning Delivery Management
Supplier/Partner

SIP – Level 2 Processes – An Example
Strategy & Commit Infrastructure Product
Lifecycle Lifecycle
Product &
Market Offer
Marketing
Strategy & Development &
Capability
Policy Retirement
Delivery
Product
Product Product & Marketing
Offer & Offer Communications
Portfolio Capability & Promotion
Planning Delivery
Sales Development

Enterprise – Level 2
Strategic & Enterprise Enterprise Risk Management Enterprise Effectiveness Knowledge &
Planning Management Research Management
Strategic Business Business Security Fraud Process Enterprise Program & Knowledge Research
Business Development Continuity Mgmt Mgmt Mgmt & Quality Project Mgmt Mgmt
Planning Mgmt Support Mgmt Mgmt
Enterprise Group Audit Insurance Enterprise Facilities Technology

Architecture Enterprise Management Management Performance Mgmt & Scanning
Mgmt Mgmt Assessment Support
Financial & Asset Stakeholder & External Relations Human Resources Management
Legal Regulatory
Corporate Mgmt Mgmt HR Policies Organization Workforce
Financial Asset Communications & & Practices Development Strategy
Management Management Image Management
Board & Shares/

Securities
Community Shareholder Mgmt Workforce Employee &
Relations Relations Development Labor Relations
Procurement
Mgmt Mgmt Management
Management

DECOMPOSING TO
LEVEL 3

Decomposing to Level 3
Operations
& Readiness

CRM Selling Problem

Support & Handling Billing &
Readiness Order Collections
Handling Management
ple
am
Marketing Customer
ex
Fulfillment QoS / SLA

an
Response
as
Management
is
th
Retention and Loyalty

e
us
ll
wi
e
W

An Example: Selling
CRM FAB Level 1
Selling FAB Level 2
Qualify and Acquire

Manage
Educate
Negotiate
Customer
Cross / FAB Level 3
Prospect Sales Up Selling
Customer Data
… and to document this process…

Process Documentation
An Example
Manage Prospect (CRM – Fulfillment)
Process Name Manage Prospect
Process 1.F.1.4.1
Identifier
Brief Match identified leads with the most appropriate
Description products and ensure that these prospects are handled
appropriately
Extended The purpose of this process is to match identified leads
Description with the most appropriate products and ensure that
these prospects are handled appropriately. These
prospects represent a “pipeline” of potential sales, each
of which is expresses in terms of the probability of
successful sales closure and an estimate of the total
attainable revenue. The needs of each potential
prospect are analyzed. Based on these needs,
potential solutions are identified from the service
provider’s product portfolio. Each prospect is tracked
through these processes and the outcome (win or loss)
of each prospect is reported. Prospects are assigned
to the appropriate sales channel.

Process Documentation
Process Identifier
Format: a.b.XXX.c.d.e
a Company number (not shown in the previous example)
b 1 for TMF-Defined process (as in the previous example), otherwise “2”
Level 1 vertical end-to-end process.

S = Strategy
I = Infrastructure LifeCycle Management
P = Product LifeCycle Management
O = Operations Support Readiness
XXX
F = Fulfillment (previous example)
A = Assurance
B = Billing
For processes spanning multiple verticals, the letters can be combined;
e.g. “FAB”
c = Digit representing level 1 process (1 in the previous example)
c = Digit representing level 2 process (4 in the previous example)
c, d, e
e = Digit representing level 3 process (1 in the previous example)

Process Interaction LEVEL 2
Send
Customer Customer
Order
Contact Order
Route Complete
Customer
Customer END
Request Order
Customer Interface Selling
Handling
Relationship Management
Management Request Service

Request
Service
Availability Activation Fulfillment
Complete
Activate
Service Service Service
Service Configuration
Management & Configuration &
Operations & Activation
Activation
Service Details
Request
Request Resource For Billing &
Resource Activation Assurance
Availability
Resource Activate
Management & Resource Resource Resource
Operations Provisioning Provisioning
Supplier Partner
Provide
Relationship Fulfillment
Management Details
Requisition
Mgmt
External Order Activate External Resource
Request
Issued External External Activated
Resource Resource
… And for a More Complete Picture…
Customer
Requests
S/P Offering
LEVEL 2 Order Completion
Notification
Customer Interface Customer Interface Customer Interface

Management Management Design Management
Design Confirmation Accepted by
Customer Customer Customer Customer
Requested From
Product &
Request Order Confirmed Advised of

Customer
Engineering
Received Completion
Market
Customer Order
Initiated Order Order Order Order
Selling
Handling Handling Handling Handling
Priority Priority Advised Design
Requested
Requested
Internal Service Service Activated
Retention &
Loyalty Order Initiated
Design Completed
Resource
Service
Service Service Service Service Activation Service

External Supplier Requested
Configuration & Configuration & Configuration & Configuration Configuration
Required
Activation Activation Activation & Activation & Activation
Resource requested
Computing &
Resource Internal
(Application
Allocation Internal Resource

Requested Allocated Work Order Provisioning
Network)
Resource
Initiated Completed
Resource Resource Resource

Provisioning Provisioning Provisioning
External Resource
Supplier/
Partner
S/P S/P
Requisition Requisition
Management Management External Resource
Activated
External
Component
Requested
Service Details
For Assurance
External Order External Resource
Issued Activated
Service Details
For Billing

Process Decomposition Example - Selling
Level
Selling
2
Manage
Qualify &
Educate Negotiate Sales
Acquire Cross / Level
Prospect Customer Data Up Sell
Customer 3
Determine Capture Identify Up &

Analyze Understand
Solution with Customer Cross Sales
Prospect Needs Customer Need
Customer Identity Opportunity
Identify Apply Up &
Qualify Develop Sales Establish
Potential Cross Sales
Customer Proposal Relationship
Solutions Packages
Track & Report Develop Negotiate Capture &

Prospect Solution Solution Record
Result Alternatives Details Customer Level
Profile
Customize Capture &
4
Solution to Close Sale
Record
Customer Reqs Customer
Confirm Preferences
Solution
Availability
Inquire Product
Development

Flow for a Decomposed Process
Selling LEVEL 3
Sales
Enquiry Offer Customer
Routed to Manage Qualify Negotiate Solution
Sales Prospect Customer Sales Alternatives
Group
Acquire
Customer Cross-
Customer Data Selling Sales
Selects Negotiate Proposal,
Preferred Offer to
Option
Sales Customer
Acquire
Customer
Data
Customer
Requests Negotiate Pre-Ordedr to
Order Handling
Service Sales
Acquire
Customer
Data
Customer
Pre-Order Negotiate Order to
Result Order
Sales Handling
Acquire
Customer
Data

Flow for a Decomposed Process
LEVEL 4
Manage the creation and maintenance
of customer information.
This should include the ability to
capture and maintain customer
organizational and financial structure. Manage the request
identification and
request fulfillment
Manage Prospect initiation.
Start Also take care of
Create
Customer tracking request status.
Yes
New Capture Handle

Interaction
Customer Customer Info Customer
? Details Request
Customer
No Retrieve Request
Customer
Info
End
Enter the sales process

Words of Wisdom
The scenario being modeled must be clearly

scoped
End-to end process flows help to validate

process decompositions (and vice versa)
Process flows allow a natural linkage with the

SID via the information exchange
Multiple iterations will be needed

Summary
Provides a ready-made framework for business

processes
Can be applied directly as a business tool,

internally and with external organizations
Can be extended to meet your specific needs

Section 4 – Introducing eTOM to Your Business

Section 1:
Overview:
Process
Process
Decomposition Section4:
Section 4:
Introducing
Introducing
eTOMto
eTOM toyour
your Section 5:
Business
To Other
Models
Section 6:
Summary &
Document Map
eTOM Clinic

Topics
Getting Started
Adapting eTOM to your Business
eTOM – Far Reaching Impact

What Are the Issues?
How to rapidly
capitalize on new business
How do I merge
opportunities?
new acquisitions? How
How do we deploy new
How do I get do I integrate the old and
products quickly and
more value? new business and
productively?
Reduce Costs? processes?
What about
the Internet? Security?
Recovery? New
technology?

Getting Started
Gain internal commitment

• Business process analysis/change needs buy-in and
active participation
• Obtain senior management recognition and support
Define success criteria
• Identify and assess area where eTOM may bring
benefit
Build confidence
• Use initial results to justify further work
FIND A SPONSOR WHO WILL SUPPORT THE INITIATIVE!

Early Stages
In the early adoption phase of eTOM, it is presumed
that there will not be wide-spread knowledge of the
detail and meaning of the eTOM process framework.
1) Provide eTOM Training

2) Develop Documentation Standards
3) Interview Business Representatives
4) Develop & Agree on Requirements

Adapting eTOM: Two Approaches
Top down
• eTOM processes are decomposed into component processes,
to expose more detail
• Process flows are defined to link processes together
• Decompositions and flows are combined, to describe fully
the behavior of each process area
Bottom-up
• Starting with the existing Business Processes definitions
• Existing Business Process flows are mapped back to eTOM
• Specific enterprise decompositions of eTOM published
Business Processes are constructed

Adapting eTOM to your Business
Use eTOM framework as baseline

Define additional detail and modifications in
areas specific to your business
Extend eTOM for use within your company by
linking to other business models
Influence ongoing eTOM development through
direct participation
• share ideas and gain insight
• ensure eTOM evolves in line with your needs
• maximize the relevance of industry products

Evolutionary Analysis
Process
Customer Process Flows

Operations

Groupings

END
Service Development & Management Service Management & Operations CRM Sale OH
Config

Service
Configuration
Resource
Resource
Management &
Operations
Resource Requ.
RM&O Support & Resource Resource Trouble Resource Resource Data Mgmt
Readiness Provisioning Management Performance Collection &
Management Processing
Functional
Decomposition
Enable Resource Allocate & Deliver Survey & Analyse Monitor Resource Collect Resource
Provisioning Resource Resource Trouble Performance Data
Enable Resource Configure & Localise Resource Analyse Resource Process Resource
Performance Activate Resource Trouble Performance Data
Management
Support Test Resource Correct & Recover Control Resource Report Resource
Resource Trouble Resource Trouble Performance Data
Management
Enable Resource Collect, Update & Track & Manage Report Resource Audit Resource
DataCollection & Report Resource Resource Trouble Performance Usage Data
Processing Configuration Data
Manage Resource Report Resource

Inventory Trouble
Manage Workforce Close Resource

Trouble

You May Also Use eTOM Directly…
As a checklist to help identify process gaps

As a source of common terminology &
approach
To assist business partitioning or
organizational grouping
To define roles and responsibilities within
business units
To ensure Inter-Operability of system and
solutions from vendors

Three Key Elements for Success
High
Tools eTOM
Degree of focus
Process
People
Low
Degree of Issues
Low High

eTOM – Far Reaching Impact
…..
….. …..
Process
Organization
Design
Process
Methodologies eTOM Architecture
Accountability People
Automation

Organization & People
…..
….. …..
Process
Organization
Design
Process
Automation

Where Does eTOM Belong?
CEO or eTOM Level 0
PROCESS
President
Made up of
Process Elements
eTOM Level 1
MD or VP PROCESS
Made up of
Process Elements
eTOM Level 2
Gen Mgr PROCESS
or AVP
Made up of
ACTIVITIES eTOM Level 3*
Made up of
WORK In The Trenches!
INSTRUCTIONS * Note eTOM Level 4 for Enterprise Management

At the Activity Level
Process Re-engineering
Process Alignment IT Requirements
Process Metrics IT Alignment
Process Assist Six Sigma IT Re-use Systems &
Managing Flow, Data Managing
Operational Events eTOM Automation
Work Flows
Level 3*
Activity Business
Managing Financial Framework Rules Operational
Operational
Costs $ Activity
Based
Consistent
Application
Constraints
& Directions
Mgt
“Activities
we do”
People
Organization Business
Structure & Strategy Operational
KPI’s &
Organization Cohesive
Initiatives Drivers
Alignment & Re- Enterprise
arrangement Programs
* Note eTOM Level 4 for Enterprise Management

Who Needs eTOM Expertise?
Conceptual understanding of framework (Level 0/1), as
Senior Managers
well as business benefits/costs of adoption
Conceptual understanding across entire framework (Level
Operational Managers 0/1), good understanding of framework (Level 2) in own
area, as well as business benefits/costs of adoption
eTOM Process Owner/ Detailed eTOM knowledge. Ability to provide expert
Architect assistance and review
Business Process
Analyst/ Designer Understand and conform to eTOM framework and structure,
IT Architect ability to work with detailed levels of framework
No eTOM knowledge required, but conceptual

General Staff understanding of overall framework (Level 0/1) and
where they fit will assist
Systems Integrators Understand and conform to eTOM framework and

External Vendors structure, ability to work with detailed levels of framework

Process Design & Architecture
…..
….. …..
Process Organization
Design
Process
Automation

Enterprise Architecture
Strategy
Level Establish
Organization
Plans & Goals
The Business Process Architecture
Defines the Organization’s Value Chains and
How All its Business processes Fit Together,
are Managed and Measured, etc.
Business Process
Level Business Process
The Process Model That
Defines How a Specific
Process is Defined in terms of
Specific Subprocesses, Activities, etc.
Process
Process Performed by Employees Process Automated by IT Systems

Implementation
Level Activity Activity Job Human – Application Data Network
Management Measurement Design IT Architecture Architecture Architecture
Plan Plan Interface
Model
Plans, Budgets, Activity/ Job Aids Application Database Technology
Hiring, Resource Performance & Screens Designs and Designs and Architecture
Allocation, Feedback, Monitoring Training & Code Code
Consequences System Program Reports
Physical Plant and Hardware Used. Computer Hardware and Network Architectures.
The BPTrends Enterprise Architecture Pyramid

Business Process Trends Newsletter, Volume II Number 1, January 2004, www.bptrends.com
© Business Process Trends. Used with Permission.

The Need for Process Architecture
The goal of process automation described will not be

achieved unless we move from Process Re-engineering
to Process Architecture
We need to move to a world of re-usable process
Building Blocks that we hang together like a jigsaw to
design business processes
Various methodologies, such as Six Sigma, exist to help
in working out new and better processes, but they don’t
provide the process building block framework necessary
to achieve the ultimate goal.

The Role of Enterprise Architecture
Account Address
Supplier
Customer
Application
System
Service
Product

Automation
…..
….. …..
Design
Process
Automation

Process Automation
New
Business Process
Requirement Process
Design Storage
Download
Process
Measurement
WORKFLOW MGT
MESSAGING & CONNECTIONS
SYS1 SYS2 SYS3 SYS4

Existing Process Methodologies
…..
….. …..
Design
Process
Automation

Six Sigma Design – Top Down
The five step methodology for developing Process Flows using the eTOM
activity model is consistent with the Six Sigma methodology.
Fulfilment Assurance
Selling
Customer
QoS / SLA
Marketing Order Management
Fulfillment Handling
Response
Step 1 To Service Configuration

To Retention and Loyalty
Step 2 Selling
Pre-Order result
Pre-Order to
Order Handling
Customer Customer Order to
satisfaction Order Handling
Step 3 confirmed Order Handling
Internal Work Order
Step 4
Step 5 ORDER
Other Level 3
HANDLING elements
HIGHLY Pre-Order to Pre-Order Feasibility

SIMPLIFIED Order Handling
Determination
EXAMPLES
FOR Customer Order to
Order Handling Credit Authorization
ILLUSTRATION
Other Level 3
elements

Six Sigma - Bottom Up
Level 2
(Exists) eTOM
Level 3
(Exists) B D
Level 4
(New) A C E
ADD RE-USE
B
A D
SIX SIGMA C E

Accountability
…..
….. …..
Design
Process
Automation

eTOM and RACI
R (Responsible) Individuals performing the activity (one or
more)
A (Accountable) The buck stops here! (only one individual)
C (Consult) Individual(s) who need to be consulted
before any decision or action is taken (one
or more)
Product Management
Customer Front-end
I (Information) Individual(s) who need to be informed
Product Design
after an event (one or more)
Marketing
eTOM Level 1 eTOM Level 2 eTOM Level 3
Customer Customer Manage
Relationship Interface Contact C A/R I C
Manage
Request (incl A I
Sel Service)

Summary
…..
….. …..
Process
Organization
Design
Process
Automation

Section 5 – eTOM Linkage to Other Models

Section 1:
Overview:
Process
Process
Introducing
Section5:
Section 5:
eTOM to your
eTOMLinkage
eTOM Linkage
Business
ToOther
To Other
Models
Models
Section 6:
Summary &
Document Map
eTOM Clinic

Topics
eTOM and NGOSS
eTOM and the SID
A Word About the Telecom Applications Map
eTOM in a B2B Context
eTOM and ITU-T TMN
eTOM and ITIL

NGOSS – What Is It?
New Generation Operations Systems & Software
A comprehensive, integrated set of tools for

defining, developing, procuring, and deploying
operational support systems and software
NGOSS delivers measurable improvements in

development and software integration
environments through use of standard processes,
reuse of components, and repeatable cycles.
Source: Telecom Applications Map GB929

NGOSS – A Review
Business driven with focus on the Customer
Recognizes that many groups and players need
to work together across different systems and
domains
Collects best practices from TMF membership
Built on two fundamental information models:
• eTOM (process oriented business view)
• SID (shared information and data model)

NGOSS – Major Frameworks
NGOSS Technical Roadmap
Enterprise-
Business Wide
Process information
framework framework
(eTOM) (Shared Information
and data Model - SID)
Systems
Applications
integration
framework
(Telecom Applications framework
Map - TAM) (Technology Neutral
Architecture - TNA)
TMF Lean Operator program

Source: Telecom Applications Map GB929

4 Different Views
Business View: Identify business requirements
and associated activities (process definition -
eTOM, policies, stakeholders, resource, etc.)
System View: Model the business solution based
on the business needs
Implementation View: Validate the proposed
solution; map the system view models to onto
target technologies
Deployment View: Realize the solution to
operate in the “real world”

eTOM: Linkage to NGOSS
Input
Logical
View Business System
Customer

Knowledge Base
Commit Lifecycle Lifecycle Support & Business Capabilities, System Capabilities,
Constraints & Context Corporate NGOSS Constraints &
Knowledge Knowledge Context
Base Base
Shared

Deployment Implementation
Strategic & Enterprise
Planning
Enterprise Risk
Management
Enterprise Effectiveness
Management
Knowledge & Research
Management Physical
Financial & Asset Stakeholder & External Human Resources View
Management Relations Management Management Deployment Implementation
Capabilities, Capabilities, Constraints
Constraints & Context & Context
Service Providers Service Developers

View View
Validation

The SID
Shared Information/Data Model

SID provides a data reference model from a
business entity perspective
SID provides a definition of the “things” that
are affected by the business processes
defined in the eTOM
SID + eTOM = A complete picture of how
things are intended to fit together in order to
meet a business need

SID Framework
Customer Customer Statistics
Customer Bill
Customer Customer Problem
Customer Order
Domain = Product
Customer Interaction Customer SLA
Product Product Specification

INCLUDED IN VERSION 4.5
Product Usage Statistics

Product Product Performance
Product Offering Strategic Product Portfolio Plans
Service Service Specification Service Performance
Service Plan Service Quality Service Test
Service
Service Trouble Service Capacity
Level 1 ABE = Service

Resource Resource Specification Resource Performance
Customer Facing Service
Resource Resource Configuration Resource Plan
Resource Topology Resource Usage Resource Facing Service

Resource Trouble
Cross Business Entities Party
Interaction
Location Agreement
Policy

SID – eTOM Alignment - Level 0
Strategy, Infrastructure & Operations
Product
Market/Sales Product Customer
Service
Resource
Supplier/Partner
Enterprise
Enterprise Common Business Entities
Not Included in release 5.0: Marketing/Sales, Supplier/Partner, and Enterprise

SID – eTOM Alignment - Level 1
Customer
Strategy & Infrastructure Product Operations Fulfilment Assurance Billing

Product Customer
Service
Resource Development & Management Resource Management & Operations (App., Comp., Ntwrk)
(Application, Computing and Network)
Resource


From eTOM to SID
Customer Order
requests SP Completion
offering Notification
Market Customer Interface

Product & Management Customer Interface
Customer Management
Customer
Customer Interface
Customer Order
Request Confirmed Design Confirmation Management
Received Customer Order by Engineering Design
Initiated requested Accepted by
Selling Order
Customer Completion advised
Handling
to Customer
Order Handling Order
Handling
Priority Priority Advised
Order Handling
Requested Design Requested
Retention &
Internal
Loyalty Service Order
Design Completed Initiated
Service Activated
Service
Service Service Service Service Service
Configuration & Configuration & Configuration & Configuration & Configuration &
Activation Activation Activation Activation Activation
Business Process Model
Data Association
SID
SID Model captures Business

ABE
and system information

Example of Mapping eTOM to SID
eTOM Primary
Secondary
SID Domain Process eTOM
Product eTOM Level
Name Grouping Level 2
2 Processes
s Processes
Product Offering
Represents tangible and intangible goods and Marketing
services made available for a certain price to the
ABE 3 CRM – F Selling Fulfillment
market in the form of product catalogues. This ABE Response
is also responsible for targeting market segments
based on the appropriate market strategy.
Selling
Order
Handling
Problem
Handling
Product Customer
Represents an instance of product offering QoS/SLA
subscribed to by a party, such as a customer, the Service Mgmt
place where the product is in use, as well as configuratio Service
ABE 4 SM&O – F
n&
configuration characteristics such as assigned Problem Mgmt
telephone numbers or internet addresses. The activation
Product ABE also tracks the services and/or Service Quality
resources through which the product is realized. Analysis;
Action &
Reporting
Service &
Specific
Instance
Rating

eTOM in a B2B Context: RosettaNet
The RosettaNet e-business process standards aim to facilitate

speed, efficiency, and reliability to enable greater collaboration
and communication between trading partners.
RosettaNet provides a common platform of communication, or

a common language, that allows the different trading partners
involved in a business process to automate that process and to
conduct it over the Internet.
Rather than starting again, TM Forum has decided to leverage

the existing environment where possible, and enhance to
meet specific needs of the ICT industry.
www.rosettanet.org
RosettaNet Standards
“PIP - Partner Interface Processes: Generic
standardized processes that serve as the basis for real-
world B2B alignment.
The RosettaNet Implementation Framework:

Designed to assist in the implementation of inter-
operable software components.
RosettaNet Business and Technical

Dictionaries: Designates the properties for defining
business activities between trading partners

RosettaNet Clusters
BOM - Business Operations Map

Cluster 0 - RosettaNet Support
Cluster 1 - Partner Product and Service Review
Cluster 2 - Product Information
Cluster 3 - Order Management
Cluster 4 - Inventory Management
Cluster 5 - Marketing Information Management
Cluster 6 - Service and Support
Cluster 7 - Manufacturing
eTOM Mapping to RosettaNet
Customer
Sell Side
6
Strategy & Infrastructure Product Lifecycle Operations Fulfillment Assurance Billing
Commit Lifecycle Management Support &
Readiness
Sales
Customer Relationship
Management Customer Interface Management
3
Development
Selling
Market Product & Product & Offer Marketing CRM
6 Customer Billing &
Strategy &
Policy
Offer
Portfolio 2
Capability
Delivery
Capability
Delivery Product
Marketing
Product &
Offer
2
Support &
Readiness
Marketing
Fulfillment
Order
Handling
Problem
Handling QoS/SLA
Managemen
6
Collections
Managemen 6
5 Planning
2 5
Response t t
B2B Environment
Communications Development
5 & Promotion & Retirement

3 Retention & Loyalty

Service Service
6 Service
Strategy
Service
Capability
Service
Development
SM&O
Support &
Service
Configuration
Problem
Management
Quality
Managemen
Service &
Specific
Instance
6
& Delivery & Retirement Readiness & Activation t Rating
Planning
Resource Development & Management Resource Management & Operations Resource Resource
Resource Resource Resource
RM&O 6 Trouble Performance
Strategy &
Planning
Capability
Delivery
Development &
Retirement
Support &
Readiness
4
Resource
Provisionin
g
Resource Data Collection & Processing

4
S/P Problem S/P S/P
S/P
1 Supply Chain
Strategy &
Supply
Chain
Supply Chain
Development &
S/PRM
Support &
Requisition
Management
Reporting &
Management
Performance
Managemen
Settlements &
Billing
Planning Capability
Delivery
Change
Management
Readiness
t Management
1
Buy Side
Strategic & Enterprise Planning Enterprise Risk Management Enterprise Effectiveness Management Knowledge & Research Management
Strategic Enterprise Group Business Process Enterprise Program & Enterprise Facilities Knowledge Technology
Business Security Fraud Audit Insurance Research
Business Architecture Enterprise Continuity Management Quality Project Performance Management & Management Scanning
Development Management Management Management Management Management
Planning Management Management Management & Support Management Management Assessment Support
Financial & Asset Management Stakeholder & External Relations Management Human Resources Management
Corporate Community Shareholder Board & Employee &
Financial Asset Procurement Regulatory Legal HR Policies & Organization Workforce Workforce
Communications & Relations Relations Shares/Securitie Labor
Management Management Management Management Management Practices Development Strategy Development
Image Management Management Management s Relations

eTOM and ITU-T TMN
Operations
Support &
Readiness
Business
Management
Service Service Management & Operations

Management
Network Management Resource Management & Operations

Element Management

eTOM OPS and TMN FCAPS
TMN’s Network Management Layer
Configuration
Performance
Accounting
FCAP
Fault
Operations
Security
Support &
Readiness
Service Management & Operations


IT Infrastructure Library - ITIL
Began in the 1980’s as a UK initiative
Evolved to become a widely accepted approach to IT
infrastructure management
Consists of a set of best practices to enable the delivery
of IT services
Advocates close alignment to business processes to

ensure IT delivers the appropriate business solutions
In 2004, TMF/ITIL team was established to develop

common eTOM/ITIL views and guidelines
Document GB 921L describes the relationship and

mappings between ITIL processes and eTOM processes

eTOM/ITIL Synergies
eTOM ITIL
Enterprise Business Process IT Service Management Best
Framework Practices
Top-down hierarchal view of Represents flows in key
common Processes operational areas
Focus on service delivery to Focus on serving internal IT
External Customers Customers
Adopted International Standards Set of best practices used by
(ITU) for the Telecom Sector 10,000+ Companies
TMF/NGOSS Compliance Not a standard nor a set of
Program regulations
ITIL can be used very effectively in conjunction with eTOM in that it will assist
in creating a more complete Enterprise Business Process Framework which
includes all of the functional elements needed for IT support processes

ITIL Processes
SERVICE SUPPORT Service Delivery
SD Service Desk SLM Service Level Management
IM Incident Management AM Availability Management
PM Problem Management CaM Capacity Management
ChM ITSC IT Service Continuity

Change Management
Management
RM FM
Financial Management for
Release Management
IT Services
CM
Configuration
Management
Billing & IM
Collection
Management

ITIL Mapping to eTOM – Level 2 OPS

ITIL Mapping to eTOM – Level 2 SIP

ITIL Mapping to eTOM – Level 2

Summary

Section 6 – Summary & Document Map

Section 1:
Overview:
Process
Process
Introducing
eTOM to your
Business Section 5:
eTOM Linkage
To Other
Models
Section6:
Section 6:
Summary&&
Summary
DocumentMap
Document Map
eTOM Clinic

Topics
GB921 5.0 Suite Contents
What’s New in Release 5.0 of eTOM?
Ongoing Work
Getting Involved

eTOM Document Set – Version 4.5
GB921 - Main eTOM document

GB921B - Addendum on B2B integration
GB921C - Application Note on Public B2B
Business Operations Map (BOM)
GB921D - Addendum on Decompositions
GB921F - Addendum on Flows
GB921V - Application Note on eTOM-ITIL
Mappings
(Subsumes GB921V)
GB921P – eTOM Primer
GB921T – eTOM-M.3400 Mappings

ITU-T M.3050 and GB921
M.3050.0 Brief context/positioning of eTOM by/for
ITU-T
M.3050.1 Reproduces GB921 main document
M.3050.2 Reproduces GB921 Addendum D
M.3050.3 Reproduces GB921 Addendum F
M.3050.4 Reproduces GB921 Addendum B
M.3050 Supplement 1 Reproduces GB921 App. Note L
M.3050 Supplement 2 Reproduces GB921 App. Note C
M.3050 Supplement 3 eTOM/M.3400 Mappings, jointly

developed with ITU-T, now also published as GB921T

A Few Words About Release 5.0
5.0 Is a New Member Evaluation Version of

eTOM (May 2005)
Builds on Existing TM Forum Approved
Release 4.5
It Is Part of NGOSS 5.0
Standardization: eTOM Is Accepted by ITU-T As

A Formal International Recommendation

Current Work
MTOSI (Multi-Technology Operations Systems Interface)

Revenue Assurance
Content Charging
IPDR Billing
UMTS – IP Interconnect & Content Settlements
HMI (Human Machine Interface – Document TR129)
Services over IP (SoIP)
IPNM (IP Network Management)
Process metrication, KPIs/KQIs. etc
eTOM applications and process flows
Resource Management mappings to network/element management
scenarios, and process flows
MTNM (Multi-Technology Network Management)
NGOSS Compliance
Etc.

Planned Work
Security Management
Consideration of further process decomposition

detail

Getting Involved with eTOM
Contributions needed:
• for member review and comment on results
• for member participation in the ongoing work with
expertise in a variety of areas….
More contributions and resources wanted
on the eTOM team!
• Is there a work area important for your business?
• Do you have a view on the technical debate?
• Do you want feedback or advice on using eTOM?
• Do you want to influence where eTOM goes?
…. Join the eTOM Team!

Will You Be There?
Training Plus at TeleManagement World,

Dallas, Texas, 07-10 November, 2005:
• http://www.tmforum.org/browse.asp?catID=748&linkID=30
425
TM Forum “On-Site” courses:
• http://www.tmforum.org/browse.asp?catID=1565
TM Forum Webinar series:
eTOM Users’ Group:

Training in Your Neighborhood
31 Oct. – 1 Nov. 2005 London, UK
5–6 December 2005 Barcelona, Spain

Thank You for Participating!
North America Office European Office

240 Headquarters Plaza 47 Lower Brook Street
East Tower - 10th Floor Ipswich
Morristown, NJ 07960 Suffolk
USA IP4 1AQ
Tel.: +1 973-944-5100 United Kingdom
Fax: +1 973-944-5110 Tel./Fax: +44 (0)207 748 6615
E-Mail: info@tmforum.org
Web Address: www.tmforum.org

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Enhanced Telecom Operations Map®

Training Plus Copyright 2005. All Rights Reserved

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Worldwide Leader in Telecom Training

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What Are Your Course Expectations?

What’s Your Favorite Hobby?

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Establish process commonality among TM Forum

Review eTOM components independent of roles and

Introduce standardized process mapping symbols and

Use a case study to help illustrate the use of eTOM in

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Identify all the components of the eTOM framework

Recognize what is required for the eTOM to be

Understand eTOM process decomposition method

Understand how to apply the eTOM to solving

We Will Go Through the Course Material in the

Afternoon Clinic: Applying eTOM Concepts to Solve

Upon Completion of the Course:

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The TM Forum – Facts & Figures

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Focus – Issues and Solutions

Provides Strategic leadership to the Telecom industry

Members represent the full telecom value/supply chain.

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A unique gathering place for Telcos to solve OSS/BSS

Powerful International Perspective

TM Forum standards have been adopted by the the

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Over 450 Members from 50+ Countries

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… all this when

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A framework to guide the implementation of improved

Utilizes a set of best practices captured as information

Developed by major operators and suppliers worldwide

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Transforms the business by…

Decreasing OSS Reducing time to Reducing number of

Using NGOSS principles and framework.

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Business driven with focus on the Customer

We will cover NGOSS in more detail later in this course

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A reference framework for categorizing all

Each area of business activity is defined in

Each Process Component can in turn be

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1995 – 1998 Development of TOM (Telecom Operations

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