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ETOM AND NGOSS
CHALLENGES IN PRESENT TELECOM INDUSTRY
NGOSS
WHO NEEDS NGOSS
)
Agenda
Market and Sell
Services, Provide
Customer Care
Develop Products,
Services, and
Support
Capabilities
Build, Operate,
and Maintain
Network
Value Chain
Deregulation • Liberalization
across markets and
services
Demand • Bandwidth
• New, innovative services
• Need to be connected
Competition • Entry of multiple
competitors
• Greater
specialization
Technology • Packet networks
• Growth of the Internet
• Declining prices
Challenges in Present Telecom Industry
NGOSS is the industry’s only true standard for development and deployment of easy-to integrate, flexible, easy-to-manage OSS/BSS components.
NGOSS defines for service providers and their suppliers a comprehensive, integrated framework for developing, procuring, and deploying operational and business support systems and software.
NGOSS is provided as a set of documents that make up a toolkit of industry-agreed specifications and guidelines that cover key business and technical areas, and a defined methodology for use of the tools.
NGOSS uses a “Lifecycle” approach to development of management systems, based on clear definition of business processes, specification and architecting software, and systems to automate those processes, and compliance of those systems against NGOSS test criteria
NGOSS: What is it?
STEP 1.
Define the
Business
Challenge
STEP 4.
Execute the
Business
Solution
STEP 2.
Architect the
Business
Solution
STEP 3.
Implement the
Business
Solution
NGOSS
Supporting
Tools
NGOSS – New Generation OSS
STEP 1.
Define the
Business
Challenge
STEP 4.
Execute the
Business
Solution
STEP 2.
Architect the
Business
Solution
STEP 3.
Implement the
Business
Solution
NGOSS
Supporting
Tools
NGOSS – New Generation OSS
STEP 1.
Define the
Business
Challenge
STEP 4.
Execute the
Business
Solution
STEP 2.
Architect the
Business
Solution
STEP 3.
Implement the
Business
Solution
NGOSS
Supporting
Tools
NGOSS – New Generation OSS
STEP 1.
Define the
Business
Challenge
STEP 4.
Execute the
Business
Solution
STEP 2.
Architect the
Business
Solution
STEP 3.
Implement the
Business
Solution
NGOSS
Supporting
Tools
NGOSS – New Generation OSS
STEP 1.
Define the
Business
Challenge
STEP 4.
Execute the
Business
Solution
STEP 2.
Architect the
Business
Solution
STEP 3.
Implement the
Business
Solution
NGOSS
Supporting
Tools
NGOSS – New Generation OSS
Who Needs NGOSS
NETWORK EQUIPMENT
VENDORS
SER
VIC
E P
RO
VID
ER
S
OSS/BSS SERVICE PROVIDERS
NGOSS
SY
STEM
IN
TEG
RA
TO
RS
HISTORY OF ETOM
TELECOM OPERATIONS MAP (TOM)
ETOM
ETOM BUSINESS PROCESS MODEL
Agenda
“e” for
enhanced
– 1995 – 1999: original TOM (Telecom Operations Map) developed
– 2000 – 2001: evolution of TOM towards eTOM
– 2001 - 2002: eTOM v1.0, and v2.0 developed
– May 2002: eTOM v3.0 is TMF Approved
– end 2002: Updates to core eTOM released to Members
– Sept 2003: Submission of eTOM to ITU-T
– Q3/Q4 2003: eTOM v3.5/v3.6 released for evaluation
Further eTOM work areas being developed ….
Mar 2004: eTOM v4.0 is TMF Approved
Apr 2004: ITU-T adopts eTOM as a formal standard
Brief History of eTOM
The eTOM is based on the Telecom Operations Map (TOM), which is a high-level reference process model for Operations and Management in a modern telecommunications company.
TOM was developed to drive consensus around the processes, inputs, outputs and activities required for service providers operations management.
TOM also provides the definition of common terms concerning operations processes, sub-processes and the activities performed within each. Common terminology makes it easier for Service Providers to negotiate with Customers, third party Suppliers, and other Service Providers.
Telecom Operations Map (TOM)
TOM – Business Process Model
Element Management
Network Management
Business Management
Service Management
TMN Layers
correspond with TOM
horizontals
TOM processes are
captured in “FAB” area
of eTOM Operations
eTOM maps the
NGOSS Business
View
Network and Systems Management Processes
Service Development and Operations Processes
Customer Care Processes
Customer
Network Element Management Processes
Info
rma
tion
Sy
ste
ms
Ma
na
ge
me
nt P
roc
es
se
s
Network
Planning and
Development
Network
Provisioning
Network
Maintenance &
Restoration
Network Data
Management
Network
Inventory
Management
Service
Planning and
Development
Service
Problem
Management
Service
Quality
Management
Rating and
Discounting
Service
Configuration
Customer Interface Management Processes
SalesOrder
Handling
Invoicing
and
Collections
Problem
Handling
Customer
QoS
Management
Physical Resource and Information Technology
Enterprise Management
Strategy, Infrastructure & Product Operations
Fulfillment Assurance BillingProduct
Lifecycle
Management
Infrastructure
Lifecycle
Management
Operations
Support &
Readiness
Customer Relationship Management
Service Management & Operations
Resource Management & Operations
Supplier/Partner Relationship Management
Strategy &
Commit
Marketing & Offer Management
Service Development & Management
Resource Development & Management
Supply Chain Development & Management
(Application, Computing and Network)(Application, Computing and Network)
Customer
Enterprise Effectiveness
ManagementEnterprise Risk
Management
Strategic & Enterprise
Planning
Knowledge & Research
Management
Financial & Asset
Management
Stakeholder & External
Relations Management
Human Resources
Management
Evolution of TOM into eTOM
Although the TOM has been extremely successful, it is necessary to evolve it to accommodate and anticipate industry changes, and the needs of organizations participating on this work.
In order to comply with the NGOSS™ initiatives, it is critical that TOM evolved into a framework that integrated e-Business and Internet opportunities.
There was a necessity to expand the TOM to a total enterprise business process framework.
TOM did not sufficiently address e-business impacts on the business environment and business drivers, the need for e-business integrated processes, nor the increased complexity of service provider business relationships.
Need For Evolution of TOM into eTOM
The enhanced Telecom Operations Map (eTOM) is a business process model or framework that describes all the enterprise processes required for a service provider, and analyzes these to different levels of detail according to their significance and priority for the business.
This is an initiative of TeleManagement Forum.
A particular strength of eTOM as a business process framework is that it is an essential part of the TM Forum NGOSS™ (New Generation Operations Systems and Software)
The eTOM provides the NGOSS™ business view, which is the driver for a development leading to the specification of system requirements and implementation, followed by an operational solution to solve the business problem.
eTOM: What is It?
eTOM – Business Process Model (Level 0)
Basic Process Areas
Operations Process Area
Called the heart of eTOM.
Includes operations processes that support the customer operations and management and ones that enable direct customer operations with customer.
Includes both day-to-day and operations support and readiness processes.
Strategy, Infrastructure & Product Process Area Includes processes that develops strategy, commit to the firm, build
infrastructure, develop and manage products, and that develop and manage the Supply Chain.
It includes the infrastructure required to support functional processes, e.g. CRM.
Enterprise Management Process Area Includes basic business processes required to run any business.
Focus on Enterprise Level processes, goals and objectives.
Processes have interfaces with almost every other process in the enterprise, whether operational, product or infrastructure processes.
Sometimes considered as Corporate Functions and/or Processes, e.g. Financial Management, Human Resources Management processes, etc.
Functional Areas
Market Product and Customer Processes
Includes those dealing with sales and channel management, marketing management, and product and offer management
Also includes Customer Relationship Management and Ordering, Problem Handling, SLA Management and Billing.
Service Processes Includes those dealing with Service Development and Configuration, Service
Problem Management and Quality Analysis and Rating.
Resource Processes Includes those dealing with development and management of the firm's
infrastructure, whether related to products and services, or to supporting the enterprise itself.
Supplier/ Partner Processes Includes those dealing with the firm’s interaction with its suppliers and partners.
Involves both processes that manage the Supply Chain that underpins product and infrastructure.
Major Entities
Customers
The Service Providers sells to them
Suppliers/ Partners The Service Providers buys from them or co-operates with them
Shareholders The Service Providers obtains financial resources from them
Employees The Service Providers obtains their services to execute the processes of the
enterprise
Other Stakeholders Includes Regulators, Media, Local Community, Government, Labor Unions,
Competitors, etc.
ETOM CEO LEVEL VIEW
OPERATIONS PROCESSES
STRATEGY,INFRASTRUCTURE & PRODUCT PROCESSES
ENTERPRISE MANAGEMENT PROCESSES
Agenda
eTOM – Business Process Model (CEO Level)
Operations
Fulfillment Assurance Billing Operations Support & Readiness
Customer Relationship Management
Service Management & Operations
Resource Management & Operations
Supplier/Partner Relationship Management
(Application, Computing and Network)
Enterprise
Management Strategic & Enterprise
Planning
Financial & Asset Management
Enterprise Quality
Management, Process & IT Planning & Architecture
Stakeholder & External Relations Management
Brand Management, Market Research &
Advertising
Human Resources
Management
Disaster Recovery, Security & Fraud
Management
Research & Development, Technology Acquisition
Strategy, Infrastructure & Product
Product Lifecycle Management
Infrastructure Lifecycle Management
Strategy &
Commit
Marketing & Offer Management
Service Development & Management
Resource Development & Management
Supply Chain Development & Management
(Application, Computing and Network)
Customer
eTOM Business Process Framework is decomposed into a set of process groupings, which provide a first level of detail at which the entire enterprise can be viewed. These processes are considered the CEO Level View, as the performance of these processes determines the success of the enterprise.
eTOM supports two different perspectives on the grouping of the detailed process elements:
(a) Vertical Process Groupings, which represent a view of End-to-end Processes within the business, such as those involved in the overall billing flows to customers
(b) Horizontal Process Groupings, which represent a view of Functionally Related Processes within the business, such as those involved in managing the supply chain.
eTOM – CEO Level View
Operations Process
OPERATIONS
Fulfillment Assurance Billing Operations
Support &
Readiness
Customer Relationship Management
Service Management & Operations
Resource Management & Operations
Supplier/Partner Relationship Management
Operations - Vertical Processes
OPERATIONS
Fulfillment Assurance Billing Operations
Support &
Readiness
Fulfillment: This process is responsible for providing customers with their requested products in a timely and correct manner.
Billing: This process is responsible for the production of timely and accurate bills, for providing pre-bill use information and billing to customers, for processing their payments, and performing payment collections.
Operations Support & Readiness: This process is responsible for support to the “FAB” processes, and for ensuring operational readiness in the fulfillment, assurance and billing areas.
Assurance: This process is responsible for the execution of proactive and reactive maintenance activities to ensure that services provided to customers are continuously available and to SLA or QoS performance levels.
OPERATIONS
Customer Relationship Management (CRM)
Service Management & Operations (SM&O)
Resource Management & Operations (RM&O)
Supplier/Partner Relationship Management (S/PRM)
Operations - Horizontal Processes
CRM: This process deals with fundamental knowledge of customers needs. It includes all functionalities necessary for acquisition, enhancement and retention of relationship with a customer.
RM&O: This process grouping maintains knowledge of resources (application, computing and network infrastructures) and is responsible for managing all the resources (e.g. networks, IT systems etc.) utilized to deliver and support services required by or proposed to customers.
S/PRM: This process grouping supports the core operational processes, both the customer instance processes of Fulfillment, Assurance and Billing as well as the Functional Operations Processes.
SM&O: This process grouping focuses on the knowledge of services. It includes all functionalities necessary for management and operations of communications & information services that are required by or proposed to the customers.
Strategy, Infrastructure and Product Processes
STRATEGY, INFRASTRUCTURE & PRODUCT
Product Lifecycle Management
Infrastructure Lifecycle Management
Strategy & Commit
Marketing & Offer Management
Service Development & Management
Resource Development & Management
Supply Chain Development & Management
SIP - Vertical Processes
Strategy & Commit: This process is responsible for the generation of strategies in support of the Infrastructure and Product Lifecycle processes. It is also responsible for establishing business commitment within the enterprise to support these strategies.
Infrastructure Lifecycle Management: It deals with development and deployment of new infrastructure, assessing performance of the infrastructure and taking action to meet performance commitments.
Product Lifecycle Management: It deals with introducing new products, in the form of services delivered to Customers, and assessing and taking action on product performance.
STRATEGY, INFRASTRUCTURE & PRODUCT
Product Lifecycle Management
Infrastructure Lifecycle Management
Strategy & Commit
SIP - Horizontal Processes
M&OM: This process includes all necessary functionalities for defining the strategies, developing and managing new and existing products and implementing marketing and offering strategies for an enterprise.
RD&M: This process focuses on planning, developing and delivering the resources needed to support services and products to the Operations domain. Defines strategies for network development, introduces new technology and manages performance of existing resources
SCD&M: These processes ensure that the best suppliers and partners are chosen as part of the enterprise supply chain
SD&M: This process focuses on planning, developing and delivering services for the Operations domain. It includes necessary functionalities like defining the strategies for service creation and design, managing and assessing the performance of existing services and estimating capacity for future
STRATEGY, INFRASTRUCTURE & PRODUCT
Marketing & Offer Management (M&OM)
Service Development & Management (SD&M)
Resource Development & Management (RD&M)
Supply Chain Development & Management
(SCD&M)
ENTERPRISE MANAGEMENT
Enterprise Management Processes
Strategic &
Enterprise
Planning
Financial &
Asset
Management
Brand
Management,
Market
Research
& Advertising
Human
Resources
Management
Stakeholder &
External
Relations
Management
Research &
Development,
Technology
Acquisition
Enterprise Quality
Management,
Process & IT
Planning &
Architecture
Disaster
Recovery,
Security &
Fraud
Management
• These processes involve the knowledge of Enterprise-level actions and needs, and encompasses all business management processes necessary to support the rest of the enterprise.
• These processes are necessary in any business because they are needed to run the business at the enterprise level, to direct the business, and are critical to support the direct and indirect Customer Processes.
• Includes Financial Management, Legal Management, Regulatory Management, etc.
FULFILMENT PROCESS DECOMPOSITION
ASSURANCE PROCESS DECOMPOSITION
BILLING PROCESS DECOMPOSITION
OSR PROCESS DECOMPOSITION
INFRASTRUCTURE LIFECYCLE MGT. DECOMPOSITION
PRODUCT LIFECYCLE MGT. DECOMPOSITION
ENTERPRISE MGT. PROCESS DECOMPOSITION
Agenda
eTOM – Business Process Model (CEO Level)
Operations
Fulfillment Assurance Billing Operations Support & Readiness
Customer Relationship Management
Service Management & Operations
Resource Management & Operations
Supplier/Partner Relationship Management
(Application, Computing and Network)
Enterprise
Management Strategic & Enterprise
Planning
Financial & Asset Management
Enterprise Quality
Management, Process & IT Planning & Architecture
Stakeholder & External Relations Management
Brand Management, Market Research &
Advertising
Human Resources
Management
Disaster Recovery, Security & Fraud
Management
Research & Development, Technology Acquisition
Strategy, Infrastructure & Product
Product Lifecycle Management
Infrastructure Lifecycle Management
Strategy &
Commit
Marketing & Offer Management
Service Development & Management
Resource Development & Management
Supply Chain Development & Management
(Application, Computing and Network)
Customer
Fulfilment Process Decomposition
Assurance Process Decomposition
Billing Process Decomposition
OSR Process Decomposition
Infrastructure Lifecycle Mgt Decomposition
Product Lifecycle Mgt Decomposition
Enterprise
Effectiveness
Management
Stakeholder
& External
Relations
Management
Enterprise
Risk
Management
Strategic &
Enterprise
Planning
Financial &
Asset
Management
Knowledge
& Research
Management
Human
Resources
Management
Business
Development
Strategic
Business
Planning
Enterprise
Architecture
Management
Group
Enterprise
Management
Asset
Management
Financial
Management
Community
Relations
Management
Corporate
Comms &
Image Mgt
Enterprise
Quality
Management
Process
Management
& Support
Organization
Development
HR Policies
& Practices
Knowledge
Management
Procurement
Management
Security
Management
Business
Continuity
Management
Fraud
Management
Insurance
Management
Audit
Management
Program
& Project
Management
Enterprise
Performance
Assessment
Facilities
Management
& Support
Research
Management
Technology
Scanning
Level 1
Level 2
Shareholder
Relations
Management
Regulatory
Management
Legal
Management
Board &
Shares/Secur.
Management
Workforce
Strategy
Workforce
Development
Employee
& Labor
Relations Mgt
Enterprise Mgt Process Decomposition
AIRTEL CASE STUDY: ORDER FULFILMENT PROCESS
SUMMARY
Agenda
Operations
OSR Fulfillment Assurance Billing
Supplier/Partner Relationship Management
Resource Management
Service Management
Customer Relationship Management
SM&O Support & Readiness
Service Problem
Management
Service Quality Management
Service & Specific Instance
Rating
Resource Provisioning
RM&O Support & Readiness
Resource Data Collection & Processing
S/P Purchase Order
Management
S/P Buying
S/P Performance Management
S/PRM Support & Readiness
Supplier/Partner Interface Management
S/P Settlements & Billing
Management
S/P Problem Reporting & Management
Customer Interface Management
CRM Support & Readiness
Customer QoS / SLA Management
Order Handling
Marketing Fulfillment Response
Problem Handling
Retention & Loyalty
Selling
Billing & Collections
Management
Service Configuration & Activation
Resource Trouble
Management
Resource Performance Management
Resource Provisioning
S/P Purchase Order
Management
S/P Buying
Supplier/Partner Interface Management
Customer Interface Management
Order Handling
Marketing Fulfillment Response
Retention & Loyalty
Selling
Service Configuration & Activation
Billing & Collections
Management
S/P Settlements & Billing
Management
Customer QoS / SLA Management
Airtel Case Study: Order Fulfilment Process
NGOSS is the industry’s true standard for development and deployment of easy-to integrate, flexible, easy-to-manage OSS/BSS components.
NGOSS defines for service providers and their suppliers a comprehensive, integrated framework for developing, procuring, and deploying operational and business support systems and software.
eTOM is a business process model or framework that describes all the enterprise processes required by a Service Provider. It serves as the blueprint for process direction and provides a neutral reference point for internal process reengineering needs, partnerships, alliances, and general working agreements with other providers.
The eTOM provides the NGOSS™ business view, which is the driver for a development leading to the specification of system requirements and implementation, followed by an operational solution to solve the business problem.
To Summarize
e-TOM V6
