GB921U User Guidelines R15.0.0

8/15/2019 GB921U User Guidelines R15.0.0

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Frameworx How-To Guide

Business ProcessFramework (eTOM)

User Guidelines for the Business Process Framework

Business Process Framework

GB921 Addendum U

Release 15.0.0

May 2015

Laes U!dae" Framewor# Release 15 Mem$er %&aluaion

'ersion 15.0.1 (PR Mode" RA)*

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Addendum U – User Guidelines for the Business Process Framework Business Process Framework (eTOM) R!"#"#

Notice

Copyright © TM Forum 2015. All Rights Reserved.

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The limited permissions granted a!ove are perpetual and #ill not !e revo$ed !y TM F'R(M orits successors or assigns.

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Table of Contents

)oice.................................................................................................................................................. 2

+a$le o, -onens...................................................................................................................... ..........

+a$le o, Fi/ures................................................................................................................................... 5

%#ecui&e ummary............................................................................................................................

1.(nroducion................................................................................................................................ ..... 1.1 Audience................................................................................................................................. ?1.2 )lan o document................................................................................................................. ... ?1. )rinciples and 7uidelines......................................................................................................... D

2.Princi!les and !osiions o, 3e Business Process Framework model........................................... .92.1 ,ntroduction............................................................................................................................. @2.2 A note on the status o the 8usiness )rocess Frame#or$ documentation................................ ...@2. ature o the 8usiness )rocess Frame#or$ model...................................................................@2.; )rocess model types............................................................................................................. 10

ActivityE!ased process modeling..............................................................................................10CommunicationE!ased )rocess Modeling................................................................................11

ArtiactE!ased )rocess Modeling..............................................................................................11&y!rid approach to )rocess Modeling......................................................................................11

2.5 Characteristics o a 8usiness )rocess....................................................................................112. ecomposition.................................................................................................................... .. 122.? Tracea!ility............................................................................................................................ 12.D )rocess dependency through inormation...............................................................................1

2.@ 7rouping organi


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3evel 5 = etailed )rocess Flo#s............................................................................................2;;. The 8usiness )rocess Frame#or$ and the )rocess &ierarchy....................................... .........2;

5.Guidance ,or e#endin/ and usin/ 3e Business Process Framework.........................................255.1 )rocess &ierarchy: ecomposition )rinciples.........................................................................255.2 )rocess &ierarchy: ,mplementation )rinciples.........................................................................25. )rocess &ierarchy: &ierarchies.................................................................................. .......... .2?

5.; )rocess &ierarchy: )rocess Gie#...........................................................................................2D

.*ecom!osiion Guidelines........................................................................................................ .... 29.1 Consistency o ,nputs and 'utputs.........................................................................................0.2 Additional ecomposition 7uidelines......................................................................................1. ,normation Frame#or$ Related 7uidelines.............................................................................; emantic Analysis................................................................................................. .......... ...... ;

.Audi -3ecklis............................................................................................................................... 5

4.6usandin/ issues.................................................................................................................... ....

9.Adminisrai&e A!!endi#........................................................................................... .......... .......... 4D.1 Ac$no#ledgements............................................................................................................... ;DD.2 ocument &istory.................................................................................................................. ;D

D.2.1 Gersion &istory......................................................................................................... ...... ;DD.2.2 Release &istory........................................................................................................... ... ;@

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Table of Figures

Fig. 1 )rocess &ierarchy 22

Fig. 2 )rocess &ierarchy and analysis ocus or 3evels 25

Fig. )rocess &ierarchy ,mplementation 2

Fig. ; )rocess &ierarchy hierarchies 2?

Fig. 5 )rocess &ierarchy: )rocesses and Resources 2D

Fig. Consistency o ,nputs and 'utputs 1

Fig. ? ,solate Customer )ro!lem ecomposition

Fig. D Manage 4or$orce ecomposition ?

Fig. @ Manage 4or$orce ta ecomposition D

Fig. 10 Manage 4or$orce )rocess ecomposition D

Fig. 11 )ro!lem &andling 3; )rocesses ;2

Fig. 12 Resource )rovisioning 3; )rocesses ;

Fig. 1 Resource Trou!le Management 3; )rocesses ;;

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Executive ummar!

This document is an Application ote attached to The 8usiness )rocess Frame#or$+78@21-. ,t is intended to provide users o the 8usiness )rocess Frame#or$ +eT'M-#ith guidelines and inormation to assist them in applying the 8usiness )rocessFrame#or$ #ithin their !usinesses.

At this stage" this document is a #or$ in progress" !ut is !eing released as is toprovide inormation #here availa!le" to invite comments and suggestions or urther development" and to attract interest and support or the ongoing #or$ on adding tothe content.

This release addresses one area o" and audience or" guidelines" that concerned#ith )ractitioners and )rocess Architects using the 8usiness )rocess Frame#or$. ,tis hoped that other aspects and audiences #ill also !e addressed in uture releases.

15.0.0 Release notice

)3/A/ 'T/:

8ecause o the introduction o domains and additional structural changes to the 8usiness)rocess Frame#or$" signiicant amendments to diagrams and te%t has commenced. ,t ise%pected to !e completed in su!seuent releases. The interim state may causeinconsistences in this and other Frame#or% documents. peciically there are $no#n

diagram depictions" term conlicts" and num!ering issues that are !eing addressed.

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"# $ntro%uction

This document e%plains the design decisions o the 8usiness )rocess Frame#or$and sets out the principles or its application and e%tension in the orm o 7uidelines.These 7uidelines are o use in t#o particular cases. First" or the practitioner or process architect #ho #ants to apply the 8usiness )rocess Frame#or$ in aconsistent #ay to speciic situations. econd" or assurance o auditing andtracea!ility" in order to produce repeata!le application o the 8usiness )rocessFrame#or$ #ithin an organi


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8usiness )rocess Frame#or$ and an organi


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Princi'les an% 'ositions of te Business

Process Framework mo%el

2.1 (nroducion

This section sets out to position the 8usiness )rocess Frame#or$ as a processrame#or$ and to ma$e e%plicit the modeling and design choices #hich have !eenollo#ed in its development.

2.2 A noe on 3e saus o, 3eBusiness Process Frameworkdocumenaion

The 8usiness )rocess Frame#or$ consists o !oth normative and nonEnormativematerial. The normative material is the tandardI the nonEnormative material isincluded or inormation and guidance. ,n general" 78@21" #ith its Anne%es and

Addenda is normative materialI Appendices and Application otes are nonEnormative. Thus" the )rocess escriptions in Addendum " )rocess Flo# /%amplesin Addendum F" and pu!lic 828 processes in Addendum 8 are all part o thetandardI Application ote C on the )u!lic 828 8usiness 'perations Map is nonEnormative. 'ther TMF documents" such as 78@@ +8usiness ervices /%amples-"#hich include 8usiness )rocess Frame#or$ material" are nonEnormative.

There is" ho#ever" an important distinction !et#een the )rocess /lements +)/s-"presented in Addendum " and the )rocess Flo#s" presented in Addendum F. 8othare normative" i.e. part o the tandard" !ut the )rocess /lements are comprehensivein scope #hile the )rocess Flo#s are e%amples.

2. )aure o, 3e Business ProcessFramework model

The 8usiness )rocess Frame#or$ is a set o )rocess /lements" #hich are organi


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8usiness )rocess Frame#or$ is thus an activityE!ased process decompositionmodel.

)rinciple 8usiness )rocess Frame#or$.018usiness )rocess Frame#or$ is an activityE!ased process decomposition model.

The )rocess /lements in the 8usiness )rocess Frame#or$ are intended as ane%haustive listI they are comprehensive in scope. ,t is the intent that all !usinessactivities in the /nterprise can !e supported !y +i.e. are a!le to it #ithin- the 8usiness)rocess Frame#or$ )rocess /lements. /ach )rocess /lement has a detaileddescription that can include the purpose" inputs" outputs" interaces" high levelinormation reuirements and !usiness rules.

)rinciple 8usiness )rocess Frame#or$.028usiness )rocess Frame#or$ )rocess /lements are comprehensive or a ervice)rovider.

ote:

The 8usiness )rocess Frame#or$ is a process model" not a state model. ,t containsprocesses" not states. For e%ample" it contains processes or the processes o 'rder &andling !ut does not model the dierent states o an 'rder.

2. Process model y!es

,n general" there are approaches to the modeling o !usiness processes. ,t is also

possi!le to use a hy!rid o these approaches. The general approaches are:

activityE!ased process modeling

communicationE!ased process modeling

artiactE!ased process modeling

Aci&iy8$ased !rocess modelin/

&ere the overall process is decomposed into tas$s that are ordered !ased on thedependencies among them. The undamental entity o a !usiness process or the

ActivityE!ased approach is the unit o #or$ and a !usiness process is considered to

!e a succession o activities" or units o #or$" ollo#ing a speciic control lo#.

einition: Activity

An activity represents a unit o #or$ perormed !y a party or system. Activitiestransorm inputs into outputs and are associated #ith triggers and outcomes +pre andpost conditions-.

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)rinciple 8usiness )rocess Frame#or$.0 A 8usiness )rocess Frame#or$ )rocess /lement is a succession o activities #ith acontrol lo#.

-ommunicaion8$ased Process Modelin/

,n this approach" an action in a process lo# is represented !y the communication!et#een a consumer and a provider-. ,n the communicationE!ased approach thecommunication is the message. o a !usiness process can !e e%pressed as ane%change o messages" or transaction" !et#een t#o or more roles and every statechange #ithin a company can !e associated #ith the processing o a message.

Ari,ac8$ased Process Modelin/

,n the artiactE!ased approach o!*ects" or artiacts" are created" modiied and usedduring the process and thus the model is !ased on #or$ products and their pathsthrough a series o #or$lo# activities.

y$rid a!!roac3 o Process Modelin/

The hy!rid approach uses a com!ination o these general approaches to produce aset o models or an organi


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,n addition:

,t may aect more than one organi


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+i.e. as managed through the TM Forum- indeinitely. ,t is asserted that the urther adecomposition is ta$en" the more diicult it is to prove the uniueness o lo#er levelprocesses. &o#ever" the level at #hich it !ecomes unproductive to e%tend urther isnot yet clear" and so decomposition continues to proceed in line #ith the industryHspriorities and availa!le eort.

ote:

The relationship and mapping o these 8usiness )rocess Frame#or$ 3evels to anorgani


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ependencies +or associations- !et#een processes occur #hen an activity reuiresinormation rom another activity. )rocess dependencies are related to the entitiesand attri!utes reuired !y the !usiness area. The importance o analy


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The deinition o the 8usiness )rocess Frame#or$ )rocess /lements themselvesdoes not address these types o lo#. &o#ever the 8usiness )rocess Frame#or$does include in Addendum F sample process lo#s and depictions o processinteraction in s#imlanes. These are e%amples o control lo#.

)rinciple 8usiness )rocess Frame#or$.11)rocess lo# e%amples in 8usiness )rocess Frame#or$ are control lo#s" deining the seuence in#hich activities are perormed.

ote:

Tracea!ility also applies to s#imlanes in 8usiness )rocess Frame#or$ processlo#s. +ee )rinciple 8usiness )rocess Frame#or$.0D-

)rinciple 8usiness )rocess Frame#or$.12The s#imlanes in a process lo# are consistent #ithin themselves and #ith respect to lo#er leveldecompositions.

2.11*ynamic as!ecs o, ProcessModelin/

The 8usiness )rocess Frame#or$ )rocess /lements and e%ample process lo#s are aprocess vie# o the enterprise !ehavior" !ased on seuences o activity. &o#ever" thereare also dynamic aspects pertaining to the processes and their interaction. These areconsidered !elo#.

Temporal aspects

• There may !e timeE!ased reuirements in the triggering o

processes" triggering reuencies and possi!le delays !et#eenprocess steps. )rocess step durations +minimum" ma%imum" averagedurations- can also !e indicated

CoEoperative activities

• ,n practice" it is common that t#o or more activities o t#o

dierent processes must #or$ coEoperatively" e.g. to e%changemessages or o!*ects. Methods include message passing andpatterns.

)rocess communication

• ,n the case #here processes must communicate" this means

that some activities o one process must interact #ith activities o other processes. The previous mechanisms or coEoperative activitiescan !e used.

)rocess synchroni


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• )rocess synchroni


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layers is generally positioned at the lo#er layer. For e%ample" the Customer Relationship Management +CRM- layer manages Customer )ro!lems and theervice Management N 'perations +MN'- layer manages the ervice )ro!lemsthat may !e associated" !ut it is the responsi!ility o the MN' processes to map!et#een these ervice )ro!lems.

Thus CRM provides the Customer )ro!lem +or some appropriate inormation romthis- to MN'" #hich must then associate the one +or more- ervice )ro!lems thatderive rom this Customer )ro!lem. Any ongoing interaction !et#een Customer andervice layers is thereore in terms o Customer )ro!lems +or inormation !ased onthese- and not ervice )ro!lems" #hich are managed #holly #ithin the ervice layer.

)rinciple 8usiness )rocess Frame#or$.1Responsi!ility or association translation !et#een layers is generally positioned at thelo#er layer.

2.1 *aa Res!onsi$iliy

The process #hich is managing data creation" update etc. has a prime responsi!ilityor ensuring that the results o data #hich it is manipulating via the process areappropriately stored.

)rinciple 8usiness )rocess Frame#or$.1? A process has prime responsi!ility or ensuring that the results o data manipulation arestored appropriately.

Conseuently" the Manage Resource ,nventory processes have no processes to

create or update the data elements maintained in the repository.

)rinciple 8usiness )rocess Frame#or$.1DThe Manage Resource ,nventory processes have no processes to create or update thedata elements maintained in the repository.

The only e%ception to this )rinciple is the aspect associated #ith data uality. ,n theinventory processes there are processes associated #ith discovery i.e. loo$ing atcomparing #hat is maintained in the inventory #ith #hat actually e%ists on theground. The results o any inventory dierences ound #ould !e in the orm o someorm o report" #hich could !e used !y process uality processes to revie# and i%any processes #hich are leading to !ad data in the inventory. ote: there is no need

or any JinormingK o the original process as to data change.

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# Process Patterns

.1 (nroducion

,n this section are presented e%amples o decomposition patterns in the 8usiness)rocess Frame#or$. These patterns serve as templates or process modeling in theparticular process area. )atterns are identiied at 3evel or:

)ro!lem Reports and their resolution

trategic vie# and 8usiness )lan

'rder 3iecycle

)roduct 3iecycle

ote:

All )atterns should have associated (se Cases. (se Cases #ill !e added in a later version o the document.

.2 Le&el !aerns

%#am!le 1 ; Pro$lem Re!ors and 3eir resoluion

Applica!le to A(RAC/: )ro!lem &andling ervice )ro!lem Management Resource Trou!le Management.

This pattern consists o ; process steps and 2 continuous processes. The processsteps are:

JCreateK. /.g. )ro!lem Report" Trou!le Report" Resource Trou!le.

JAnaly


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JTrac$ N Manage recovery activitiesK

JReportK

)reEcondition ,nputs to this pattern are: a reported pro!lem or an alarm or event at

resource or service level.

)ostEcondition 'utput is: resolved pro!lem" restoration o normal operation.

Associated (se Case:

%#am!le 2 ; rae/ic &iew and Business Plan

Applica!le to TRAT/79 N C'MM,T: ervice trategy N )lanning Resourcetrategy N )lanning upply Chain trategy N )lanning

This pattern consists o processes.

JResearchK. Research N analyses" including management o research

gathering.

JtrategyK. Formulate strategy and !usiness goals

J8usiness )lansK

J'perational support.K

J)artnership.K +ull step or upply Chain-

JCommit.K 7ain /nterprise commitment.

)reEcondition ,nputs to this pattern are research" orecasts

)ostEcondition 'utput are committed !usiness plans and strategy.


%#am!le ; 6rder Li,ecycle

Customer 'rders" ervice 'rders and Resource 'rders through to Closure. JTrac$and ManageK and JReportingK run continuously.


%#am!le ; Produc Li,ecycle

From Research and e# )roduct evelopment through ,n ervice to Retirement.


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. Le&el Paerns

3ater issues o the document #ill sho# ho# the )attern approach can !e e%tended to3evel ;. ote that these are guidelines" they do not prescri!e or mandate 3evel ;.

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*# Organi+ational Context for te Business

Process Framework

.1 (nroducion

This section sets out the enterprise conte%t or process modeling" and the #ays in#hich the 8usiness )rocess Frame#or$ is applied. This section is not a guide on ho#to do process modeling in an organi


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Fi/. 1 Process ierarc3y

)3/A/ 'T/: As o release 1;.5 o Frame#or% it is accepta!le or a core processto decompose to other core process. Thus multi level core processes are !eingadded to the 8usiness )rocess Frame#or$.

Le&el 0 ; Business Aci&iies

,dentiy and model: !usiness o!*ectives" value streams" environmental and iscalconstraintsI develop !alanced scorecard and product lines. These are the !usinessgoals that process and systems solutions must deliver.

Le&el 1 ; Process Grou!in/s

esign: product structure" product delivery and support process chains" enterpriseE

level data model" organi


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A process e%ecution perspective sho#ing standard endEtoEend processes

+e.g. ervice Fulillment-

A unctional perspective +e.g. /nterprise Galue omains-.

Le&el 2 ;-ore Processes

,dentiy industry standard reerence modelsI develop: generic processes" processhierarchyI identiy and model !usiness data deinitions" system structureI deine!usiness roles. )rocesses are the $ey to delivering !usiness o!*ectives.

Recogni


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eines in more detail the 8usiness )rocess Flo#s deined at 3evel .

ormally speciic to an operational environment and #ill !e characteri


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!eneit o these guidelines is that dierent enterprises #ill use a similar analysisapproach to applying the 8usiness )rocess Frame#or$ to their o#n organi


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,# -ui%ance for exten%ing an% using te

Business Process Framework

8ecause o the introduction o domains and additional structural changes to the 8usiness )rocessFrame#or$" signiicant amendments to diagrams and te%t has commenced

5.1 Process ierarc3y"*ecom!osiion Princi!les

Fi/. 2 Process ierarc3y and analysis ,ocus ,or Le&els

This diagram provides a more e%tended description o the level decompositionmodel. ,t sho#s the ocus o analysis or each o the levels. ote that in practice eachlevel may have several layers o decomposition to deal #ith practical issues o

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handling comple%ity and scale. The test o #hat is in a 3evel is the ocus o theanalysis.

The 8usiness )rocess Frame#or$ has eectively produced an industry analysis o the process decompositions do#n to level that provides !oth core processes ande%ample process lo#s in the orm o success models.

5.2 Process ierarc3y" (m!lemenaionPrinci!les

Fi/. Process ierarc3y (m!lemenaion

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5. Process ierarc3y"ierarc3ies

Fi/. Process ierarc3y 3ierarc3ies

This diagram sho#s those attri!utes and characteristics that have to !e in loc$ stepthroughout the decomposition steps.

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5. Process ierarc3y" Process 'iew

Fi/. 5 Process ierarc3y" Processes and Resources

This igure sho#s a vie# o ho# processes are developed through the decompositionsteps.

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.# /ecom'osition -ui%elines

8eore providing a set o decomposition guidelines the properties o a process areprovided. /ach rame#or$ process may have one or more o these properties. Asenterprise speciic e%tensions are made to the rame#or$" these properties should!ecome part o the overall speciication o the added processes.

A process speciication consists o

• A stated goal that the process achieves

in terms o a purpose or result rom applying the process

• ,nputs that may !e deined

• 'utputs that may !e deined

ote that inputs transorm to outputs through the processunctionality!ehavior

• Resources consumed that may !e deined

ote or the 8usiness )rocess Frame#or$" resources may !e deinedthrough lin$ages #ith the ,normation Frame#or$

• Activities into #hich the process decomposes that may !e deined

These may !e em!edded in the process description

• A stated or implied value!eneit #ithin the !usiness

May !e related to ho# the process is used #ithin a particularenterprise

• Create" Read" (pdate" elete +CR(- analysis that may !e availa!le

This can lin$ #ith the ,normation Frame#or$

• Responsi!le" Accounta!le" Consulted" ,normed +RAC,- analysis that may

!e availa!le

Typically" this is related to ho# processes are mapped intoorgani


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A process transorms inputs into outputs. The activities into #hich it decomposes areperormed in some order. The value is created or the customer. The customer may!e internal or e%ternal.

.1 -onsisency o, (n!us and 6u!us

The goals" inputs" outputs" and activities o a decomposed process at a lo#er levelare consistent and should match those o the higher level process" speciically:

• The goals" scope and content o the lo#er level processes ta$en together

should match those o the higher level process

• /ach input o the higher level process is the same as an input o a lo#er level

process

• /ach output o the higher level process is the same as an output o a lo#erlevel process

• The activities!ehavior o the lo#er level processes ta$en together should

match that o the higher level process

This ensures the consistency !et#een process e%tensions to the rame#or$ and itsurther decomposition. JFirstK and JlastK mean the irst and last in a seuence o process e%ecution. The )ro!lem &andling e%ample previously descri!ed illustratesthis.

Customer )ro!lem is input to the 3 process ,solate Customer )ro!lem. ,t is also

input to the irst 3; process" Geriy )roper )roduct (se" into #hich ,solate Customer )ro!lem decomposes. The Root Cause o the Customer )ro!lem is output rom thelast 3; process" )rovide )ro!lem Analysis Completion otiication" ,t is also outputrom ,solate Customer )ro!lem. ote that this does not imply that these are the onlyinputs and outputs o the ,solate Customer )ro!lem process or the processes into#hich it decomposes. This is particularly true #hen dealing #ith higher levelprocesses" such as 32 processes.

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Fi/. -onsisency o, (n!us and 6u!us

.2 Addiional *ecom!osiion Guidelines

The 8usiness )rocess Frame#or$ represents a nonEredundant decompositionIthereore" a process is not duplicated #ithin the rame#or$.

T#o dierent conventions are used or naming 8usiness )rocess Frame#or$

processes. ouns" oten nouns andor gerunds +a noun orm o a ver!-" such aservice Management and 'perations" Fulilment" 8illing" )ro!lem &andling are usedor 31 and 32 processes. This convention indicates a higher level process that is acom!ination o tas$s +3-. The Lver! noun convention are used or processes thatrepresent more discrete processes" such as tas$s +3-" steps +3;-" and operations+35-. ote that 3" 3;" 35 reer to the levels #ithin a process hierarchy and that theremay !e multiple levels o 8usiness )rocess Frame#or$ process that represent agiven process hierarchy level. A !it conusing" !ut the ocus o the 8usiness )rocessFrame#or$ process must !e considered #hen classiying a 8usiness )rocessFrame#or$ process #ithin the levels o a process hierarchy.

Associationtranslation !et#een process layers" hori


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The process #hich manages data creation" update" and so orth has a primeresponsi!ility or ensuring that the results o data #hich it is manipulating via theprocess are appropriately stored.

4hen decomposing a process to 3 or to 3;" and sometimes !elo# 3;" it is helpul tothin$ o the ne%t level o decomposition in terms #hich represents Jlie cycleK

decomposition. 3ie cycle decomposition is a techniue to use #hen identiyingprocesses that move an o!*ectentity through its lie o interest to the !usiness. 33;processes" each o #hich represents the tas$ level #ithin the process decomposition"naturally ocus on a single state in the lie cycle o an o!*ectentity. Typical processesin the decomposition perorm J)lanK" JAcuireK" J(seK" JisposeK tas$s. The set o tas$s is typically made up o those that plan to uses an o!*ectentity" #hich acuiresan o!*ectentity" #hich uses an o!*ectentity" and #hich disposes o an entity. otethat lie cycle decomposition is *ust one o the many techniues descri!ed here #hichmay !e used to identiy lo#er level process elements.

The liecycle oten depends on the category o entity. )lan" Acuire" (se" isposeprocesses may ta$e on names speciic to the type o entitieso!*ects upon #hich they

act. ho#n !elo# are some e%amples o the names associated #ith dierentcategories o entities.

Tangi!le oriented entities" such as products" services" and resources may have theollo#ing lie cycle related processes:

• 7atheranaly


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• ,ssueCreate

• Analy


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processes deal #ith managing the states o the entities associated #ith the 3processes and no others.

A process in one domain" such as Customer" )roduct" ervice" does not createinstances o entities in another domain. This guideline ollo#s on rom the layersguideline. For e%ample" )ro!lem &andling does not create instances o ervice

)ro!lem Report. imilarly" 'rder &andling does not create instances o ervice'rders. The t#o 32 processes reside #ithin the CRM 31 hori


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For simple 3 processes #hose description is !rie" such as Close ervice)erormance egradation Report and Audit ata Collection N istri!ution"decomposition to 3; may not !e possi!le. Their descriptions are included here toillustrate this point.

Close ervice )erormance egradation Report E The o!*ective o the Close ervice

)erormance egradation Report processes is to close a service perormancedegradation report #hen the service perormance has !een resolved. Theseprocesses monitor the status o all open service perormance degradation reports"and recogni


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Figure .5 E ,solate Customer )ro!lem ecomposition sho#s the resultingdecomposition diagram or ,solate Customer )ro!lem. ome o the processesnames represent interpretations that #ere made !ased on the analysis o the ,solateCustomer )ro!lem description. All o the 3; processes deal #ith the JisolateK state o the Customer )ro!lem.

The )rovide )ro!lem Analysis Completion otiication implies a lo# to another process" such as Trac$ N Manage Customer )ro!lem 3 or an 3; process #ithin theTrac$ N Manage decomposition.

Fi/. (solae -usomer Pro$lem *ecom!osiion

8elo# are e%amples o 3; process descriptions. The descriptions o the 3;processes #ere !ased on the description o the 3 process. These 3; processrepresent the lo#est level to #hich the current ,solate Customer )ro!lem can !edecomposed. 3ater in this chapter #e #ill discuss ho# processes can !e e%tendedusing this same techniue o starting #ith an e%tended description o a process.'ther guidelines or e%tending the rame#or$ #ill also !e provided.

• Geriy )roper )roduct (se

Geriy that the customer is properly using the product.

• )erorm )roductERelated iagnostics

)erorm diagnostics !ased on the customer providedinormation to determine #hether the root cause o the customer pro!lem is lin$ed to the underlying services.

• ,dentiy Customer )ro!lem Root Cause

,dentiy the root cause o the customer pro!lem. Ma$e theresults o the root cause analysis availa!le to other processes.(pdate open customer pro!lem report" as reuired during theassessment" and #hen the root cause has !een identiied.

• )rovide )ro!lem Analysis Completion otiication



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• )rovide notiication o the completion o pro!lem analysis

*ecom!osin/ From L *escri!ion %#am!le 2 ; Mana/e =ork,orce

Manage 4or$orce is the 3 process !eing decomposed. ote that this description isrom the ?.0 release o the )rocess Frame#or$. The analysis #as used to developthe ne%t level o decomposition and update the descriptions in release ?.5.

The responsi!ilities o the Mana/e =ork,orce processes are t#oold E !lan> assi/n>dis!ac3 and mana/e 3e aci&iies o, sa,, +directly or indirectly- employed !y" or operating as part o" the enterprise +i.e. technicians" cler$s" managers" etc.-" andmoniorin/> mana/in/ and re!orin/ on 3e ca!a$iliy o, 3e Mana/e =ork,orce!rocesses. The sta directly managed !y these processes include all employees"contractors and #ho are paid !y the enterprise. The sta indirectly managed !ythese processes includes all employees" consultants and contractors paid !y thirdparties #ho have commercial arrangements #ith the enterprise. ,n the cases #here

the third parties o#n and manage the service andor resource inrastructure theManage 4or$orce processes are responsi!le or re?uesin/ aci&iies o $e!er,ormed rather than directly assigning speciic sta. The Manage 4or$orceprocesses also ena!le re!orin/ and moniorin/ o, assi/ned aci&iies.

This irst part o the description and can !e used to identiy t#o 3; processes and anum!er o 35 processes !eore moving on to the remainder o the description. The3; processes #ere !ased on the statement that the Jprocesses are t#ooldK in theirst line o the description a!ove" one group o processes that deals #ith #or$orcesta and another group o processes that deal #ith the #or$orce processes. The 35processes #ere !ased on the other highlighted te%t.

The candidate decompositions are sho#n on the ne%t igures" ollo#ed !y e%ampleso 3; and 35 process descriptions.

Mana/e =ork,orce *ecom!osiion

ho#n here is the 3 process" Manage 4or$orce" along #ith its t#o 3; processes"Manage 4or$orce ta and Manage 4or$orce )rocess.

Fi/. 4 Mana/e =ork,orce *ecom!osiion



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Mana/e =ork,orce *ecom!osiion

ho#n here is the Manage 4or$orce ta 3;" #ith its si% 35 processes" derived romthe irst part o the Manage 4or$orce 3 process description. escriptions or theseprocesses #ill !e derived rom the remainder o the Manage 4or$orce process.

Fi/. 9 Mana/e =ork,orce a,, *ecom!osiion

Mana/e =ork,orce Process *ecom!osiion

ho#n here is the Manage 4or$orce )rocess 3;" #ith its three 35 processes"derived rom the irst part o the Manage 4or$orce 3 process description.escriptions or these processes #ill !e derived rom the remainder o the Manage4or$orce process.

Fi/. 10 Mana/e =ork,orce Process *ecom!osiion

*ecom!osin/ From L *escri!ion

This section contains the remainder o the Manage 4or$orce 3 process description.The descriptions o the 35 processes can !e !ased on this part o the description.The ragment o the description !elo# can !e used to derive descriptions or Manage

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4or$orce ta 3; processes. For e%ample" the irst" second" and ith !ullets a!ove#ill !e used to descri!e the )lan 4or$orce ta Activity 35" and the third" ourth" andsi%th #ill !e used to descri!e the Assign 4or$orce ta Activity 35.

,n act" these descriptions can !e used to develop 3 processes. For e%ample"/sta!lish 4or$ Assignment Queue" /sta!lish ta 3ist" and Forecast Assigna!le

taing Reuirement are 3 processes or )lan 4or$orce ta ActivityI /sta!lish Nistri!ute 4or$orce Assignment" /sta!lish ReEAssignment Capa!ility" andetermine 4or$ Activity /stimate are 3 process or Assign 4or$orce ta Activity.8rie descriptions can also !e derived or these 3 processes rom the te%t.

ote that descriptions may not !e deriva!le or all 3; or 35 processes. For e%ample"no description could !e ound or ispatch 4or$orce ta. The description #ouldhave to !e developed.

-oninuaion o, descri!ion@

Responsi!ilities o these processes include" !ut are not limited to:

/sta!lishing and managing #or$ assignment ueues through #hich reuests or #or$ activities are received rom 8usiness )rocess Frame#or$ processesI

/sta!lishing and managing sta lists" containing details a!out assigna!le sta suchas location" s$ills" availa!ility or assignment etc.I

/sta!lishing" managing and distri!uting individuals #or$ assignments to sta outlining the daily" or other time !readth" #or$ assignmentsI

/sta!lishing and managing astEtrac$ and *eopardy reEassignment capa!ilities toallo# or modiication o #or$ assignments as reuired to meet *eopardy or other high

priority conditionsI

Forecasting assigna!le staing reuirements on a daily" #ee$ly and longer period!asis" !ased on historic #or$ volume records" and orecast activity volumesI

etermining #or$ activity time estimates or all $no#n #or$ activities" !ased onactual historic results or on or#ard estimates" to !e used as a parameter or scheduling #or$ rostersI

/sta!lishing and managing recall capa!ilities to allo# or outEoEhours sta recall inthe event o unoreseen circumstancesI

The remainder o the Manage 4or$orce 3 process description ollo#s. Thedescriptions o the 35 processes #ill !e !ased this part o the description. Thisdescription can !e used to derive descriptions or Manage 4or$orce )rocess 3;processes. For e%ample" the irst" second" and third !ullets a!ove #ill !e used todescri!e the Manage 4or$orce )rocess Capa!ility 35" and the ourth and ith #ill !eused to descri!e the Monitor 4or$orce )rocess Capa!ility 35.

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The descriptions can !e also used to develop 3 processes. For e%ample" ManageRegistration N Access Control )rocess" /sta!lish 4or$orce ,normation Transer"and /nsure Accuracy o 4or$orce Management ystems are 3 processes or Manage 4or$orce )rocess Capa!ilityI Trac$ N Monitor 4or$orce Managementystem (sage and ,dentiy 4or$orce Management ystem hortall are 3 processor Monitor 4or$orce )rocess Capa!ility. 8rie descriptions can also !e derived or

these 3 processes rom the te%t.

ote that descriptions may not !e deriva!le or all 3; or 35 processes. For e%ample"no description could !e ound or Report 4or$orce )rocess Capa!ility. Thedescription #ould have to !e developed.

-oninuaion o, descri!ion@

EE Managing the registration and access control processes that ena!le processes tocreate" modiy" update" delete andor do#nload scheduling and #or$ assignment datato and rom the #or$orce management system+s-I

/sta!lishing and managing inormation transer !et#een the enterprise #or$orcemanagement system+s- and those o e%ternal third parties +#hen the inrastructure iso#ned and operated !y third parties-I

EE /nsuring #or$orce management system+s- accurately captures and records allassignment and #or$ scheduling details" through use o automated or manual auditsI

Trac$ing and monitoring o the usage o" and access to" the #or$orce managementsystem+s- and associated costs o the Manage 4or$orce processes" and reportingon the indingsI

,dentiying any technical driven shortcomings o the #or$orce management

system+s-" and providing input to Resource evelopment N Management processesto rectiy these issues.

L Process *escri!ion %#am!les

The descriptions o the 3; processes #ere !ased on the description o the 3process. These 3; and 35 +and possi!ly 3 as descri!ed in the previously-processes represent the lo#est level to #hich the current Manage 4or$orce can !edecomposed. 3ater in this chapter" as mentioned earlier" #e #ill discuss ho#processes can !e e%tended using this same techniue o starting #ith an e%tendeddescription o a process. 'ther guidelines or e%tending the rame#or$ #ill also !eprovided.



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• Mana/e =ork,orce a,, L

)lan" assign" dispatch and manage the activities o sta +directly or indirectly-employed !y" or operating as part o" the enterprise +i.e. technicians" cler$s"managers" etc.-. The sta directly managed !y these processes include allemployees" contractors and #ho are paid !y the enterprise. The sta indirectly

managed !y these processes includes all employees" consultants and contractorspaid !y third parties #ho have commercial arrangements #ith the enterprise.

,n the cases #here the third parties o#n and manage the service andor resourceinrastructure the Manage 4or$orce processes are responsi!le or reuesting

• Plan =ork,orce a,, Aci&iy L5

/sta!lishing and managing #or$ assignment ueues through #hich reuests or #or$ activities are received rom 8usiness )rocess Frame#or$ processes./sta!lishing and managing sta lists" containing details a!out assigna!le sta suchas location" s$ills" availa!ility or assignment etc. Forecasting assigna!le staing

reuirements on a daily" #ee$ly and longer period !asis" !ased on historic #or$volume records" and orecast activity volumes.

63er L:L *ecom!osiion %#am!les

This e%ample illustrates the current 33; process decomposition #or$ !eingunderta$en !y the 8usiness )rocess Frame#or$,normation Frame#or$ mappingteam. The e%ample illustrates the #or$ accomplished or the 3 processes or the 32)ro!lem &andling process. ,nputs and outputs #ere derived rom the descriptionsand implied actions on entities contained in the descriptions o the 3 processes.These" along #ith semantic analysis" discussed earlier in this chapter" #ere used todeduce the candidate 3; processes that #ill ma$e their #ay into the rame#or$.

The ,nputs and outputs can !e used to constructconirm 3 and 3; process lo#diagrams. This process sho#s the #or$ done that resulted in the )ro!lem &andlingdecompositions.

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Fig. 12 Resource )rovisioning 3; )rocesses sho#s similar #or$ accomplished or Resource )rovisioning 3 processes.

Fi/. 12 Resource Pro&isionin/ L Processes

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Fig. 1 Resource Trou!le Management 3; )rocesses sho#s the decomposition or Resource Trou!le Management 3 processes.

Fi/. 1 Resource +rou$le Mana/emen L Processes

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0# 1u%it Cecklist

This section contains a chec$list o the 8usiness )rocess Frame#or$ principles or itsuse and application #ithin an organi


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activities o the lo#er level )rocess /lements ta$en togethershould match the activity o the higher level )/.

8usiness)rocessFrame#or$

.0@

+8est )ractice-: each 8usiness )rocess Frame#or$ )rocess/lement should identiy its associated ,normation Frame#or$

A8/s

8usiness)rocessFrame#or$.10

A particular )rocess /lement #ill occur only once in the 8usiness)rocess Frame#or$I there is no replication


)rocess lo#s in the 8usiness )rocess Frame#or$ are controllo#s" deining the seuence or order in #hich activities areperormed.

8usiness)rocessFrame#or$

.12

The s#imlanes in a process lo# are consistent #ithin themselvesand #ith respect to lo#er level decompositions.


The 8usiness )rocess Frame#or$ models success scenarios./rror conditions are not in scope.

8usiness)rocessFrame#or$.1;

ynamic aspects o process modeling are outside the scope o the8usiness )rocess Frame#or$.

8usiness)rocessFrame#or$.

15

Terminology and naming conventions are Loun or 3evel 1 N 2)rocess ames" LGer! oun or 3evel )rocess ames" Loun Ger!or events.


Responsi!ility or association translation !et#een layers is generallypositioned at the lo#er layer.

8usiness)rocessFrame#or$.1?

A process has prime responsi!ility or ensuring that the results o datamanipulation are stored appropriately.

8usiness)rocessFrame#or$.1D

The Manage Resource ,nventory processes have no processes to createor update the data elements maintained in the repository.



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2# Outstan%ing issues

ot reconciled #ith omain tructureS

,mplications o the &ori


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3# 1%ministrative 1''en%ix

9.1 Acknowled/emens

This release o the 8usiness )rocess Frame#or$ is the result o the com!ined eortso a large group o individuals rom companies all over the #orld. Most note#orthy isthe participation o numerous service providers. The $no#ledge and commitment inproviding contri!utions and participating in discussions are greatly appreciated.Contri!utors over the program leading to previous 8usiness )rocess

Frame#or$eT'M releases #ere ac$no#ledged in those documents

The team loo$s or#ard to continued input and involvement or ongoing #or$ on the8usiness )rocess Frame#or$. Than$ you or ma$ing this the ac$no#ledged" !estrame#or$ or Telecom and ,normation ervices !usiness processes.

ee main document +78@21 Concepts and )rinciples- or other ac$no#ledgements.

9.2 *ocumen isory

9.2.1 'ersion isory

Gersion um!er ate Modiied Modiied !y: escription ochanges

0.21 ovem!er 200 )hilip 4illliams ocument launch

1.0 ecem!er 200 Mi$e Pelly Formatting or irstissue o document

1.1. Fe!ruary 200? Tina 'Hullivan (pdates rom AC

1.2 >une 200@ Alic*a Pa#ec$i Minor updates torelect TM Forum

Approved status1.2 >une 200@ Alic*a Pa#ec$i Minor updates to

relect TM Forum Approved status

1. >an 2010 Mi$e Pelly +#ith someupdates !y Penil!ec$-

mall terminologychanges to useJ8usiness )rocessFrame#or$K and toupdate diagrams"

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Also" small te%tualclariicationsIincorporation omem!er revie#comments

1.; March 2010 Alic*a Pa#ec$i Minor cosmetic

updates or #e!posting

1.5 April 2011 Alic*a Pa#ec$i (pdated to relect TMForum Approvedstatus

1. eptem!er 2012 >ohn Reilly Added decompositionguidelines chapter

1.? 'cto!er 2012 Alic*a Pa#ec$i Corrected notice"minor cosmeticcorrections prior to#e! posting andMem!er /valuation

1.D >uly 201 Alic*a Pa#ec$i (pdated to relect TMForum Approvedstatus

1.D.1 ovem!er 201; Alic*a Pa#ec$i Applied re!randing"corrected otice

1.D.2 March 2015 Alic*a Pa#ec$i (pdated cover"header" ooter andotice to relect TMForum Approvedstatus

15.0.0 May 2015 Avi Talmor otes on domainaddition

15.0.1 May 2015 Alic*a Pa#ec$i (pdated cover" otice

9.2.2 Release isory

Release um!er ate Modiied Modiied !y: escription o changes

Release ?.0 ecem!er 200 Mi$e Pelly Formatting or irstissue o document

D.1 >an 2010 Mi$e Pelly +#ith someupdates !y Penil!ec$-

mall terminologychanges to useJ8usiness )rocessFrame#or$K and toupdate diagramsI Also"small te%tualclariicationsI

incorporation omem!er revie#comments

12.0 eptem!er 2012 >ohn Reilly Added decompositionguidelines chapter

1;.5.0 ovem!er 201; Avi Talmor Added note regardingchange to coreprocessesdecomposition

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15.0 May 2015 Avi Talmor otes on domainaddition

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