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TOM AND NGOSS
Agenda
CHALLENGES IN PRESENT TELECOM INDUSTRY NGOSS WHO NEEDS NGOSS
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Challenges in Present Telecom Industry
Demand Bandwidth New, innovative services Need to be connected
Technology Packet networks
Value Chain
Growth of the Internet Declining prices
Build, Operate, and Maintain Network
Develop Products, Services, and Support Capabilities
Market and Sell Services, Provide Customer Care
Deregulation Liberalization across markets and services
Competition Entry of multiple competitors Greater specialization
NGOSS: What is it? NGOSS is the industrys 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 New Generation OSSSTEP 1. Define the Business Challenge
STEP 2. Architect the Business Solution
NGOSS Supporting Tools
STEP 4. Execute the Business Solution
STEP 3. Implement the Business Solution
NGOSS New Generation OSSSTEP 1. Define the Business Challenge
STEP 2. Architect the Business Solution
NGOSS Supporting Tools
STEP 4. Execute the Business Solution
STEP 3. Implement the Business Solution
NGOSS New Generation OSSSTEP 1. Define the Business Challenge
STEP 2. Architect the Business Solution
NGOSS Supporting Tools
STEP 4. Execute the Business Solution
STEP 3. Implement the Business Solution
NGOSS New Generation OSSSTEP 1. Define the Business Challenge
STEP 2. Architect the Business Solution
NGOSS Supporting Tools
STEP 4. Execute the Business Solution
STEP 3. Implement the Business Solution
NGOSS New Generation OSSSTEP 1. Define the Business Challenge
STEP 2. Architect the Business Solution
NGOSS Supporting Tools
STEP 4. Execute the Business Solution
STEP 3. Implement the Business Solution
Who Needs NGOSSSERVICE PROVIDERS
NETWORK EQUIPMENT VENDORS
NGOSS
OSS/BSS SERVICE PROVIDERS
INTEGRATORS
SYSTEM
Agenda
HISTORY OF ETOM TELECOM OPERATIONS MAP (TOM) ETOM ETOM BUSINESS PROCESS MODEL
Brief History of eTOM 1995 1999: original TOM (Telecom Operations Map) developed
2000 2001: 2001 - 2002: May 2002:
evolution of TOM towards eTOMeTOM v1.0, and v2.0 developed eTOM v3.0 is TMF Approved Submission of eTOM to ITU-T
e for enhanced
end 2002: Sept 2003: Q3/Q4 2003: Mar 2004: Apr 2004:
Updates to core eTOM released to MemberseTOM v3.5/v3.6 released for evaluation eTOM v4.0 is TMF Approved ITU-T adopts eTOM as a formal standard
Further eTOM work areas being developed .
Telecom Operations Map (TOM) 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.
TOM Business Process Model
Evolution of TOM into eTOMCustomerBusiness Management
TMN Layers correspond with TOM horizontals
Customer Interface Management ProcessesInformation Systems Management Processes
Sales
Order Handling
Problem Handling
Customer QoS Management
Invoicing and Collections
Customer Care Processes
Service ManagementNetwork Management
Service Planning and Development
Service Configuration
Service Problem Management
Service Quality Management
Rating and Discounting
Service Development and Operations Processes
Element Management
Network Planning and Development
Network Provisioning
Network Inventory Management
Network Maintenance & Restoration
Network Data Management
Network and Systems Management Processes Network Element Management Processes Physical Resource and Information Technology
TOM processes are captured in FAB area of eTOM OperationsCustomerStrategy, Infrastructure & Product Strategy & Commit Infrastructure Lifecycle Management Product Lifecycle Management Operations Operations Support & Readiness Fulfillment Assurance Billing
Marketing & Offer Management
Customer Relationship Management
Service Development & Management
Service Management & Operations
Resource Development & Management (Application, Computing and Network)
Resource Management & Operations (Application, Computing and Network)
Supply Chain Development & Management
Supplier/Partner Relationship Management
eTOM maps the NGOSS Business View
Enterprise Management Strategic & Enterprise Planning Enterprise Risk Management Enterprise Effectiveness Management Knowledge & Research Management
Financial & Asset Management
Stakeholder & External Relations Management
Human Resources Management
Need For 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 ebusiness integrated processes, nor the increased complexity of service provider business relationships.
eTOM: What is It? 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 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 firms 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.
Agenda
ETOM
CEO LEVEL VIEW OPERATIONS PROCESSES STRATEGY,INFRASTRUCTURE & PRODUCT PROCESSES ENTERPRISE MANAGEMENT PROCESSES
eTOM Business Process Model (CEO Level)CustomerStrategy, Infrastructure & ProductStrategy & Commit Infrastructure Lifecycle Management Product Lifecycle Management
OperationsOperations Support & Readiness
Fulfillment
Assurance
Billing
Marketing & Offer Management
Customer Relationship Management
Service Development & Management
Service Management & Operations
Resource Development & Management (Application, Computing and Network)
Resource Management & Operations (Application, Computing and Network)
Supply Chain Development & Management
Supplier/Partner Relationship Management
Enterprise Management
Strategic & Enterprise Planning Financial & Asset Management
Brand Management, Market Research & Advertising Human Resources Management
Stakeholder & External Relations Management Research & Development, Technology Acquisition
Disaster Recovery, Security & Fraud Management Enterprise Quality Management, Process & IT Planning & Architecture
eTOM CEO Level View 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 Endto-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.
Operations ProcessOPERATIONSOperations Support & ReadinessFulfillment Assurance Billing
Customer Relationship Management
Service Management & Operations
Resource Management & Operations
Supplier/Partner Relationship Management
Operations - Vertical ProcessesOPERATIONSOperations Support & Readiness Fulfillment Assurance Billing Fulfillment: This process is responsible for providing customers with their requested products in a timely and correct manner. 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. 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.
Operations - Horizontal ProcessesOPERATIONSCRM: This process deals with fundamental knowledge of customers needs. It includes all functionalities necessary for acquisition, enhancement and retention of relationship with a customer. 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. 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.
Customer Relationship Management (CRM)
Service Management & Operations (SM&O)
Resource Management & Operations (RM&O)
Supplier/Partner Relationship Management (S/PRM)
Strategy, Infrastructure and Product ProcessesSTRATEGY, INFRASTRUCTURE & PRODUCTStrategy & Commit Infrastructure Lifecycle Management Product Lifecycle Management
Marketing & Offer Management
Service Development & Management
Resource Development & Management
Supply Chain Development & Management
SIP - Vertical ProcessesSTRATEGY, INFRASTRUCTURE & PRODUCTStrategy & Commit Infrastructure Product Lifecycle Lifecycle Management Management 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.
SIP - Horizontal ProcessesSTRATEGY, INFRASTRUCTURE & PRODUCTM&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. 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 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
Marketing & Offer Management (M&OM)
Service Development & Management (SD&M)
Resource Development & Management (RD&M)
Supply Chain Development & Management (SCD&M)
Enterprise Management ProcessesENTERPRISE MANAGEMENTStrategic & Enterprise Planning Brand Management, Market Research & Advertising Stakeholder & External Relations Management Disaster Recovery, Security & Fraud Management Enterprise Quality Management, Process & IT Planning & Architecture
Financial & Asset Management
Human Resources Management
Research & Development, Technology Acquisition
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.
Agenda
FULFILMENT PROCESS DECOMPOSITION ASSURANCE PROCESS DECOMPOSITION BILLING PROCESS DECOMPOSITION OSR PROCESS DECOMPOSITION INFRASTRUCTURE LIFECYCLE MGT. DECOMPOSITION PRODUCT LIFECYCLE MGT. DECOMPOSITION ENTERPRISE MGT. PROCESS DECOMPOSITION
eTOM Business Process Model (CEO Level)CustomerStrategy, Infrastructure & ProductStrategy & Commit Infrastructure Lifecycle Management Product Lifecycle Management
OperationsOperations Support & Readiness
Fulfillment
Assurance
Billing
Marketing & Offer Management
Customer Relationship Management
Service Development & Management
Service Management & Operations
Resource Development & Management (Application, Computing and Network)
Resource Management & Operations (Application, Computing and Network)
Supply Chain Development & Management
Supplier/Partner Relationship Management
Enterprise Management
Strategic & Enterprise Planning Financial & Asset Management
Brand Management, Market Research & Advertising Human Resources Management
Stakeholder & External Relations Management Research & Development, Technology Acquisition
Disaster Recovery, Security & Fraud Management Enterprise Quality Management, Process & IT Planning & Architecture
Fulfilment Process Decomposition
Assurance Process Decomposition
Billing Process Decomposition
OSR Process Decomposition
Infrastructure Lifecycle Mgt Decomposition
Product Lifecycle Mgt Decomposition
Enterprise Mgt Process DecompositionStrategic & Enterprise PlanningStrategic Business Planning
Financial & Asset ManagementFinancial Management
Stakeholder Enterprise Enterprise Human & External Risk Effectiveness Resources Relations Management Management Management ManagementBusiness Continuity Management Security Management Corporate Comms & Image Mgt Community Relations Management Shareholder Relations Management Regulatory Management Process Management & Support Enterprise Quality Management Program & Project Management Enterprise Performance Assessment Facilities Management & Support HR Policies & Practices
Knowledge & Research ManagementKnowledge Management
Business DevelopmentEnterprise Architecture Management Group Enterprise Management
Asset Management
Organization Development
Research Management
Procurement Management
Fraud Management
Workforce Strategy
Technology Scanning
Audit Management
Workforce Development Employee & Labor Relations Mgt
Insurance Management
Legal ManagementBoard & Shares/Secur. Management
Level 1 Level 2
Agenda
AIRTEL CASE STUDY: ORDER FULFILMENT PROCESS SUMMARY
Airtel Case Study: Order Fulfilment Process
Customer Interface ManagementCRM Support & Readiness Marketing Fulfillment Response
Customer Relationship Management Selling ProblemHandling Retention & Loyalty Service & Specific Instance Rating
Order Handling
Customer Customer QoS / SLA QoS / SLA Management Management
Billing & Collections Management
SM&O Support & Readiness RM&O Support & Readiness S/P Buying
Service Configuration & Activation
Service Service Quality Service Management Problem Management
Resource Provisioning
Resource ManagementS/P Problem Reporting & Management S/P Performance Management
Management Resource Resource Trouble Performance Management Management
Resource Data Collection & Processing S/P Purchase Order Management S/P Settlements & Billing Management
S/PRM Support & Readiness
Supplier/Partner Relationship ManagementSupplier/Partner Interface Management
OSR
Fulfillment
Assurance Operations
Billing
To Summarize NGOSS is the industrys 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.
e-TOM V6