GB921GBusiness ProcessFrameworkeTOMGuidetoApplyingR81v11.docx

GB921GBusiness ProcessFrameworkeTOMGuidetoApplyingR81v11.docx

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GB921GBusinessProcessFrameworkeTOMGuidetoApplyingR81v11

BusinessProcessFramework（eTOM）

ForTheInformationandCommunicationsServicesIndustry

AddendumG:

GuidetoApplyingtheBusinessProcessFramework（eTOM）

Release8.1

GB921AddendumG

TMForumApprovedVersion0.11

April,2011

Notice

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TableofContents

Notice2

TableofContents3

ListofFigures4

1.Preface-BusinessProcessFramework5

2.Introduction7

3.TakingaViewoftheBusinessProcessFramework8

3.1.TheRoleoftheBusinessProcessFramework8

3.2.TheBusinessProcessFrameworkasadecompositionhierarchy8

3.3.TheBusinessProcessFrameworkasafocusforenterprisemapping9

4.ModifyingtheBusinessProcessFrameworkinuse15

4.1.Mappingintoanenterpriseandorganization15

4.2.ReorganizingandadaptingTOMframeworkprocessesinanenterprise19

4.3.ProcessElementsandOrganizationalElements20

4.3.1.ExtendingtheBusinessProcessFramework21

4.3.2.AdaptingtheBusinessProcessFramework25

5.Applyingtheapproach27

6.Conclusions30

7.AdministrativeAppendix31

7.1.Aboutthisdocument31

7.2.DocumentHistory31

7.2.1.VersionHistory31

7.2.2.ReleaseHistory32

ListofFigures

Figure1:

BusinessProcessFrameworkdecompositionhierarchy（high-level）9

Figure2:

BusinessProcessFrameworkLevel2DecompositionsinSIP10

Figure3:

EnterprisefocuswithintheBusinessProcessFramework（example）11

Figure4:

OverlayonBusinessProcessFrameworkforanenterprisedepartment（example）12

Figure5:

AnenterprisedepartmentalmappingtoBusinessProcessFrameworkLevel2s12

Figure6:

Examplescopeofa“ServiceDesk”business16

Figure7:

Scopeofthe“ServiceDesk”atLevel2/3oftheBusinessProcessFramework16

Figure8:

Footprintofscopeofthe“ServiceDesk”atLevel2/3oftheBusinessProcessFramework17

Figure9:

Processscope/boundaryofthis“CustomerAssurance”department17

Figure10:

Processscope/boundaryofthis“CustomerAssurance”department18

Figure11:

Newprocessstructurewithinthe“CustomerAssurance”department19

Figure12:

Newprocessscope/boundaryof“CustomerAssurance”department20

Figure13:

CandidateLevel4swithinCross/UpSelling22

Figure14:

RevenueManagementMap27

Figure15:

RevenueManagementMaplinkstotheBusinessProcessFramework28

Figure16:

TheRevenueManagementMapfootprint29

1.Preface-BusinessProcessFramework（eTOM）

TheBusinessProcessFramework（knownalsoaseTOM）isareferenceframeworkforcategorizingallthebusinessactivitiesusedbyanenterpriseinvolvedindeliveringon-lineInformation,CommunicationsandEntertainmentservices.Thisisdonethroughdefinitionofeachareaofbusinessactivity,intheformofprocesscomponentsorProcessElementsthatcanbedecomposedtoexposeprogressivedetail.Theseprocesselementscanthenbepositionedwithinamodeltoshoworganizational,functionalandotherrelationships,andcanbecombinedwithinprocessflowsthattraceactivitypathsthroughthebusiness.

TheBusinessProcessFrameworkcanserveastheblueprintforstandardizingandcategorizingbusinessactivities（orprocesselements）thatwillhelpsetdirectionandthestartingpointfordevelopmentandintegrationofBusinessandOperationsSupportSystems（BSSandOSSrespectively）.AnimportantadditionalapplicationfortheBusinessProcessFrameworkisthatithelpstosupportandguideworkbyTMForummembersandotherstodevelopFrameworx（successorofthewell-knownNGOSS）.itprovidesanindustry-standardreferencepoint,whenconsideringinternalprocessreengineeringneeds,partnerships,alliances,andgeneralworkingagreementswithotherenterprises,andforsuppliersintosuchenterprises,theBusinessProcessFrameworkoutlinespotentialboundariesofprocesssolutions,andtherequiredfunctions,inputs,andoutputsthatmustbesupportedbyprocesssolutions.

TheBusinessProcessFrameworkhasgrowntoincludeanumberofcomponents.TheoverallBusinessProcessFrameworkdocumentsetincludes:

oAmaindocument（GB921）thatprovidesanoverviewoftheBusinessProcessFramework,frombothIntra-enterpriseandInter-enterpriseviewpoints,anddescribesthemainstructuralelementsandapproach

oAnAddendum（GB921D）describingtheenterpriseprocessesandsub-processesinaformthatistopdown,customer-centric,andend-to-endfocused.ProcessdecompositionsareprovidedforallprocessesfromthehighestconceptualviewoftheBusinessProcessFrameworktothelevelofdetailagreedforusebytheindustry.

oAnAddendum（GB921F）describingselectedprocessflowsatseverallevelsofviewanddetailthatprovidesend-to-endinsightintotheapplicationoftheBusinessProcessFramework.

oAnAddendum（GB921B）describingtheimplicationsandimpactofebusinessforenterprisesandtheirbusinessrelationships,andhowtheBusinessProcessFrameworksupportsthem,includingadescriptionofhandlingofbusinesstobusinessInteractionsbyBusinessProcessFramework.AssociatedwiththisisaseparateApplicationNote（GB921C）describingaBusinessOperationsMapforprocessesinvolvedinbusinesstobusinessinteraction

oAnAddendum（GB921G）providinginformationandguidancetousersinhowtheBusinessProcessFrameworkcanbeappliedwithinbusinesses,andtheimplicationsformaintainingalignmentwiththiswhenextensionsand/oradaptationsaremadeinthecourseofthis.

oAnAddendum（GB921P）providingan“BusinessProcessFrameworkPrimer”toassistnewusersofBusinessProcessFramework

oAseparateApplicationNote（GB921T）thatshowshowBusinessProcessFrameworkprocessesrelatetothefunctionalviewprovidedbytheITU-TM.3400Recommendation（thisworkwasdevelopedsometimeagoinconjunctionwithITU-TwithinajointFocusGroup）

oAseparateApplicationNote（GB921V）thatshowshowBusinessProcessFrameworkcanbeusedtolikewithITILprocesses

Note:

Addendaareadjunctstothemaindocumentthatarepresentedseparately,toavoidasingledocumentbecomingcumbersomeduetoitssize.

AnnexesandAppendicesbothallowmaterialtoberemovedfromadocumentbody,sothatthereaderisnotdistractedfromthedocumentflowbytoomuchdetail.However,thesehavedifferentstatuseswithinadocument:

Annexeshaveequivalentstatustothematerialwithinthebodyofthedocument,i.e.anAnnexrepresentsaformalagreementandrequirementsfortheusersofthedocument.Appendicescontainmaterialincludedforinformationorgeneralguidance.Also,AddendahavethesamestatusasAnnexes.

Thus,adocumentbody,togetherwithitsAnnexesandAddenda（andtheirAnnexes,ifany）,representsthenormativematerialpresented,whileanyAppendicesinthemaindocumentoritsAddendarepresentnon-normativematerial,includedforinformationonly.

Inaddition,ApplicationNotesareaspecificdocumenttype,usedtoprovideinsightintohowaspecificationorotheragreedartifactisusedinaparticularcontextor areaofapplication.Theyarenon-normativeastheyprovideinformationandguidanceonlywithinthe areaconcerned.

2.Introduction

ThisdocumentstandsasanAddendumtoGB921Release8.1,theBusinessProcessFramework（knowncommonlyasBusinessProcessFramework）.ItprovidesadditionalinsightintotheBusinessProcessFrameworkanditsapplicationbysettingoutamechanismtoallowspecificviewsintotheprocessdetail.Theseviewsallowdifferentapplicationdomains（egtosupportafocusonBillingandRevenueManagement,ortohighlighttheperspectiveofCableOperatorsonthebusinessprocesses,etc）.ItshouldbereadinconjunctionwiththemainGB921documentandotherAddenda（seeGB921fordetails）.

Thedocumentexplainsthemechanismandshowshowthiscanbeused,asaguidetousersonhowtheycantailortheirownviewoftheBusinessProcessFrameworkwhilemaintainingormaximizingcommonalityandlinkagewiththeexistingprocessdetail.Thiswillassistinorganizingtheprocessdetailinthemostrelevantandrecognizableformfortheapplicationareaconcerned,andalsoinsupportingthemappingoftheprocessesintoanorganizationalstructure（sincetheorganizationalviewcanemploythissameviewmechanism）.

3.TakingaViewoftheBusinessProcessFramework

3.1.TheRoleoftheBusinessProcessFramework

TheoriginalfocusofbusinessprocessanalysiswithinTMForum,whenthisworkgotunderwayinthe1990s,wastoassistinunderstandingexternalbusinesslinkagesasaguidetointerfacedesign.Atthatpointthenatureandscopeoftheenterprisethatwasmodeledwasclear-cut,buttheworldhasbecomeconsiderablymorecomplexsi