GB921GBusiness ProcessFrameworkeTOMGuidetoApplyingR81v11.docx

1、GB921GBusiness ProcessFrameworkeTOMGuidetoApplyingR81v11Business Process Framework (eTOM)For The Information and Communications Services IndustryAddendum G:Guide to Applying the Business Process Framework (eTOM)Release 8.1GB921 Addendum GTM Forum Approved Version 0.11 April, 2011NoticeThis material,

2、 including documents, code and models, has been through review cycles; however, due to the inherent complexity in the design and implementation of software and systems, no liability is accepted for any errors or omissions or for consequences of any use made of this material. Under no circumstances w

3、ill the TM Forum be liable for direct or indirect damages or any costs or losses resulting from the use of this specification. The risk of designing and implementing products in accordance with this specification is borne solely by the user of this specification. This material bears the copyright of

4、 TM Forum and its use by members and non-members of TM Forum is governed by all of the terms and conditions of the Intellectual Property Rights Policy of the TM Forum (http:/www.tmforum.org/Bylaws/1094/home.html) and may involve a claim of patent rights by one or more TM Forum members or by non-memb

5、ers of TM Forum.Direct inquiries to the TM Forum office: 240 Headquarters Plaza,East Tower 10th Floor,Morristown, NJ 07960 USATel No. +1 973 944 5100Fax No. +1 973 944 5110TM Forum Web Page: www.tmforum.orgTable of ContentsNotice 2Table of Contents 3List of Figures 41. Preface - Business Process Fra

6、mework 52. Introduction 73. Taking a View of the Business Process Framework 83.1. The Role of the Business Process Framework 83.2. The Business Process Framework as a decomposition hierarchy 83.3. The Business Process Framework as a focus for enterprise mapping 94. Modifying the Business Process Fra

7、mework in use 154.1. Mapping into an enterprise and organization 154.2. Reorganizing and adapting TOM framework processes in an enterprise 194.3. Process Elements and Organizational Elements 204.3.1. Extending the Business Process Framework 214.3.2. Adapting the Business Process Framework 255. Apply

8、ing the approach 276. Conclusions 307. Administrative Appendix 317.1. About this document 317.2. Document History 317.2.1. Version History 317.2.2. Release History 32List of FiguresFigure 1: Business Process Framework decomposition hierarchy (high-level) 9Figure 2: Business Process Framework Level 2

9、 Decompositions in SIP 10Figure 3: Enterprise focus within the Business Process Framework (example) 11Figure 4: Overlay on Business Process Framework for an enterprise department (example) 12Figure 5: An enterprise departmental mapping to Business Process Framework Level 2s 12Figure 6: Example scope

10、 of a “Service Desk” business 16Figure 7: Scope of the “Service Desk” at Level 2/3 of the Business Process Framework 16Figure 8: Footprint of scope of the “Service Desk” at Level 2/3 of the Business Process Framework 17Figure 9: Process scope/boundary of this “Customer Assurance” department 17Figure

11、 10: Process scope/boundary of this “Customer Assurance” department 18Figure 11: New process structure within the “Customer Assurance” department 19Figure 12: New process scope/boundary of “Customer Assurance” department 20Figure 13: Candidate Level 4s within Cross/Up Selling 22Figure 14: Revenue Ma

12、nagement Map 27Figure 15: Revenue Management Map links to the Business Process Framework 28Figure 16: The Revenue Management Map footprint 291. Preface - Business Process Framework (eTOM)The Business Process Framework (known also as eTOM) is a reference framework for categorizing all the business ac

13、tivities used by an enterprise involved in delivering on-line Information, Communications and Entertainment services. This is done through definition of each area of business activity, in the form of process components or Process Elements that can be decomposed to expose progressive detail. These pr

14、ocess elements can then be positioned within a model to show organizational, functional and other relationships, and can be combined within process flows that trace activity paths through the business.The Business Process Framework can serve as the blueprint for standardizing and categorizing busine

15、ss activities (or process elements) that will help set direction and the starting point for development and integration of Business and Operations Support Systems (BSS and OSS respectively). An important additional application for the Business Process Framework is that it helps to support and guide

16、work by TM Forum members and others to develop Frameworx (successor of the well-known NGOSS). it provides an industry-standard reference point, when considering internal process reengineering needs, partnerships, alliances, and general working agreements with other enterprises, and for suppliers int

17、o such enterprises, the Business Process Framework outlines potential boundaries of process solutions, and the required functions, inputs, and outputs that must be supported by process solutions.The Business Process Framework has grown to include a number of components. The overall Business Process

18、Framework document set includes:o A main document (GB921) that provides an overview of the Business Process Framework, from both Intra-enterprise and Inter-enterprise viewpoints, and describes the main structural elements and approacho An Addendum (GB921D) describing the enterprise processes and sub

19、-processes in a form that is top down, customer-centric, and end-to-end focused. Process decompositions are provided for all processes from the highest conceptual view of the Business Process Framework to the level of detail agreed for use by the industry.o An Addendum (GB921F) describing selected p

20、rocess flows at several levels of view and detail that provides end-to-end insight into the application of the Business Process Framework .o An Addendum (GB921B) describing the implications and impact of ebusiness for enterprises and their business relationships, and how the Business Process Framewo

21、rk supports them, including a description of handling of business to business Interactions by Business Process Framework . Associated with this is a separate Application Note (GB921C) describing a Business Operations Map for processes involved in business to business interactiono An Addendum (GB921G

22、) providing information and guidance to users in how the Business Process Framework can be applied within businesses, and the implications for maintaining alignment with this when extensions and/or adaptations are made in the course of this.o An Addendum (GB921P) providing an “Business Process Frame

23、work Primer” to assist new users of Business Process Framework o A separate Application Note (GB921T) that shows how Business Process Framework processes relate to the functional view provided by the ITU-T M.3400 Recommendation (this work was developed some time ago in conjunction with ITU-T within

24、a joint Focus Group) o A separate Application Note (GB921V) that shows how Business Process Framework can be used to like with ITIL processesNote: Addenda are adjuncts to the main document that are presented separately, to avoid a single document becoming cumbersome due to its size.Annexes and Appen

25、dices both allow material to be removed from a document body, so that the reader is not distracted from the document flow by too much detail. However, these have different statuses within a document: Annexes have equivalent status to the material within the body of the document, i.e. an Annex repres

26、ents a formal agreement and requirements for the users of the document. Appendices contain material included for information or general guidance. Also, Addenda have the same status as Annexes.Thus, a document body, together with its Annexes and Addenda (and their Annexes, if any), represents the nor

27、mative material presented, while any Appendices in the main document or its Addenda represent non-normative material, included for information only. In addition, Application Notes are a specific document type, used to provide insight into how a specification or other agreed artifact is used in a par

28、ticular context orarea of application. They are non-normative as they provide information and guidance only within thearea concerned.2. IntroductionThis document stands as an Addendum to GB921 Release 8.1, the Business Process Framework (known commonly as Business Process Framework). It provides add

29、itional insight into the Business Process Framework and its application by setting out a mechanism to allow specific views into the process detail. These views allow different application domains (eg to support a focus on Billing and Revenue Management, or to highlight the perspective of Cable Opera

30、tors on the business processes, etc). It should be read in conjunction with the main GB921 document and other Addenda (see GB921 for details).The document explains the mechanism and shows how this can be used, as a guide to users on how they can tailor their own view of the Business Process Framewor

31、k while maintaining or maximizing commonality and linkage with the existing process detail. This will assist in organizing the process detail in the most relevant and recognizable form for the application area concerned, and also in supporting the mapping of the processes into an organizational stru

32、cture (since the organizational view can employ this same view mechanism).3. Taking a View of the Business Process Framework 3.1. The Role of the Business Process Framework The original focus of business process analysis within TM Forum, when this work got underway in the 1990s, was to assist in understanding external business linkages as a guide to interface design. At that point the nature and scope of the enterprise that was modeled was clear-cut, but the world has become considerably more complex si