The Complementary Provider provides additional products and services to extend the attractiveness of an enterprise’s products and services and scope of its of the value network. Frequently, these products and services are co-branded.
The Customer buys products and services from the Enterprise or receives free offers or services. A Customer may be a person or a business.
Customer Operations Process
A Customer Operations Process is an end-end process that focuses totally on directly supporting Customer needs, i.e., Fulfillment, Assurance or Billing. It may be initiated by the Customer or be initiated by the Service Provider.
e-business includes the Internet presence and buy and sell transaction over digital media of e-commerce. It also includes the integration of front- and back-office processes and applications to provide support and bill for the product or service. For the eTOM framework it is even more expansive. e-business is the integration of traditional business models and approaches with e-business opportunities.
e-commerce is Internet presence and business buying and selling transactions over digital media.
End-to-End Process Flow
End-to-end process flow includes all sub-processes and activities and the sequence required to accomplish the goals of the process. Note that the top-level views of the eTOM framework do NOT show end-to-end process flow since there is no indication of sequence. The eTOM framework shows end-to-end process groupings (see definition below)
The end-to-rend, customer processes recognized in the eTOM framework are generic sequences of activities that need to occur in the enterprise to achieve desired results. (i.e. they are not specific to a particular ICSP Business, Product, Channel or Technology).
The eTOM framework does not direct or constrain the way end-to-end processes can be implemented, rather it only guides the definition of standardized process elements to be used within the enterprise. In this way process elements can be assembled for a specific service provider’s end-to-end process requirements. The eTOM framework does not mandate a single way the process elements should be organized or sequenced to create end-to-end processes.
End-to-End Process Grouping
The top-level view of the eTOM framework shows end-to-end process groupings. At this level of the process framework, flow is not appropriate. However, these groupings represent processes that have end-to-end results that are key measures for the enterprise.
Also termed as vertical process grouping(s).
The End User is the actual user of the Products or Services offered by the Enterprise. The end user consumes the product or service. See also Subscriber below.
Enterprise is used to refer to the overall business, corporation or firm, which is using the eTOM framework for modeling its business processes. The enterprise is responsible for delivering products and services to the Customer. It is assumed that the enterprise is an Information or Communications Service Provider (see ICSP explanation below).
Enterprise Management Process Grouping
This Process grouping involves the knowledge of Enterprise-level actions and needs, and encompasses all Business Management functionalities necessary to support the operational processes, which are critical to run a business in the competitive market. These are sometimes thought of as corporate processes and support. Some functions such as for Enterprise Risk Management (e.g. security and fraud management) have to be more tailored to Information and Communications Service Providers, but most (e.g., Financial Management, Public Relations) are not significantly different for the ICSP industry.
Entity, is used to mean a person, a business, technology, etc. with which a process interacts. The Customer is the most important Entity. The Enterprise Management processes interact with Government, Regulators, Competitors, Media, Shareholders, the Public, Unions and Lobby groups. The Supplier and Partner Management Processes interact with Dealers, Retailers, Partners, Brokers, Third-Party Providers, Complementary Provider, Financial Provider, Service Suppliers, and Material Suppliers.
Flow-through is automation across an interface or set of interfaces within an end-to-end process flow. For the eTOM Fulfillment, Assurance and Billing processes, process flow-through is between the customer and the resource elements.
Functional Process Groupings
The functional process groupings (e.g. Customer Relationship Management, Service Management & Operations, etc.) aggregate processes involving similar knowledge. The eTOM functional process groupings are the highest level decomposition of the enterprise. Functional process groupings are shown horizontally in eTOM.
These functional process groupings are not hierarchical with respect to each other and are not built one above the other (i.e., one is not a decomposition of the one above), e.g., ‘Service Management & Operations’ is NOT a decomposition of ‘Customer Relationship Management’.
Also termed as horizontal process grouping(s).
Hierarchical Process Decomposition
Hierarchical Process Decomposition is the systematic approach to modeling processes above the level suitable to process flow. The Hierarchical Process Decomposition approach allows processes to be developed more modularly. See Levels below.
Information and Communications Service Provider (ICSP)
A Service Provider Enterprise that sells Information and/or Communications Services to other parties.
Within the Value Network, the Intermediary performs a function on behalf of the Enterprise that is a part of the Enterprise’s operational requirements. Intermediaries provide products and services that the enterprise either cannot provide itself or chooses not to due to cost and quality considerations. There are typically three categories of intermediaries: sales, fulfillment, and information and communication.
The best to way to structure a large amount of content and detail, while still allowing the higher-level views to present a summary view, is to structure the information in multiple Levels, where each Level is decomposed into greater detail at the next lower Level. This is Hierarchical Decomposition.
By having the eTOM framework structured into multiple Levels it enables users of the framework to align their enterprise framework or their process implementations with the eTOM framework at different levels e.g., Align at Level 1 and 2 or align at Level 1, 2 and 3.
To summarize how levels are used in the eTOM framework.
1. The whole-of-Enterprise view (i.e., all of the eTOM framework) is Level 0.
2. Each Vertical (End-to-End) Process Grouping is Level 1.
3. Each Horizontal (Functional) Process Grouping is also Level 1.
4. All the Process Elements, e.g., Order Handling (which appear in the End-to-End Process and the Functional Process Groupings) are Level 2.
5. Level 2 Process Elements may be decomposed into Level 3 Process Elements.
6. Level 3 Process Elements may be decomposed into Level 4 Process Elements.
7. For the eTOM framework, all subsequent levels of process decomposition are Level 4, since decomposition level does not necessarily mean the same level of detail from one process decomposition to another. The number of levels of decomposition required has more to do with the complexity of the process and the level at which process flow makes sense.
An offer is an aggregation or bundling of Products or Services for sale to a Customer.
Outsourcing is when an enterprise contracts out one or more of its internal processes and/or functions out to an outside company. Outsourcing moves enterprise resources to an outside enterprise and keeping a retained capability to manage the relationship with the outsourced processes.
Out-tasking is when an enterprise contracts with outside enterprise to provide a process, function or capability without transfer of resource. The enterprise begins using the other enterprise’s capabilities directly and electronically.
A Partner has a stronger profit and risk-sharing component in their Business Agreement with the Enterprise, than a Supplier would have. A Partner generally is more visible to the Enterprise's customer than a Supplier would be. A partner might be part of an alliance, a joint service offering, etc.
A Process describes a systematic, sequenced set of functional activities that deliver a specified result. In other words, a Process is a sequence of related activities or tasks required to deliver results or outputs.
Product is what an entity (supplier) offers or provides to another entity (customer). Product may include service, processed material, software or hardware or any combination thereof. A product may be tangible (e.g. goods) or intangible (e.g. concepts) or a combination thereof. However, a product ALWAYS includes a service component.
Process Elements can also be considered as the building blocks or components, which are used to ‘assemble’ end-to-end business processes. Therefore, a process element is the highest level of the constructs within the eTOM framework, which can be used directly by the enterprise. Process elements first become visible when either a functional process grouping or an end-to-end process grouping is decomposed into the second level, e.g., Order Handling,
Process elements are modular for potential reuse and independent update and/or replacement.
Resources represent physical and non-physical components used to construct Services. They are drawn from the Application, Computing and Network domains, and include, for example, Network Elements, software, IT systems, and technology components.
Services are developed by a Service Provider for sale within Products. The same service may be included in multiple products, packaged differently, with different pricing, etc.
Service Provider (SP)
See under Information and Communications Service Provider (ICSP)
The Subscriber is responsible for concluding contracts for the services subscribed to and for paying for these services.
Suppliers interact with the Enterprise in providing goods and services, which are assembled by the Enterprise in order to deliver its products and services to the Customer.
’Supply Chain’ refers to entities and processes (including those external to the Enterprise) that are used to supply goods and services needed to deliver products and services to customers.
A way of depicting process flow in two dimensions by showing sequence horizontally and different actors or process types vertically. Using swim lanes to depict process flow allow for better process design in better end-to-end flow, better flow-through and better visibility of customer interactions in the process.
Third Party Service Provider
The Third Party Service Provider provides services to the Enterprise for integration or bundling as an offer from the enterprise to the Customer. Third party service providers are part of an enterprise’s seamless offer. In contrast, a complementary service provider is visible in the offer to the enterprise’s customer, including having customer interaction.
TMN - Telecommunications Management Network
The Telecommunications Management Network (TMN) Model was developed to support the management requirements of PTOs (Public Telecommunication Operators) to plan, provision, install, maintain, operate and administer telecommunication networks and services. As the communications industry has evolved, use of TMN also evolved and it has influenced the way to think logically about how the business of a service provider is managed. The TMN layered model comprises horizontal business, service, and network management layers over network hardware and software resources, and vertical overlapping layers of Fault, Configuration, Accounting, Performance and Security (FCAPS) management functional areas. The latter should not be considered as strictly divided “silos” of management functions, but inter-related areas of functionality needed to manage networks and services. Indeed, ITU-T Recommendations M.3200 and M.3400 define a matrix of management services and management function sets (groups of management functions), which in turn are used to define more detailed Recommendations on specific management functions.
The Telecom Operations Map, GB910 Version 2.1 published by the TeleManagement Forum.
Total Enterprise Process View
The Total Enterprise Process View Includes all business processes within the Enterprise. In the eTOM framework, the Total Enterprise Process View is also referred to as Level 0, since it includes all Level 1 process groupings.
See End User above.
The enterprise as the hub a value network is a key concept of e-business. The value network is the collaboration of the enterprise, its suppliers, complementary providers and intermediaries with the customer to deliver value to the customer and provide benefit to all the players in the value network. e-business success and, therefore part of the definition of a value network, is that the value network works almost as a vertically integrated enterprise to serve the customer.
Synonymous with Supplier above.
ADSL Asymmetric Digital Subscriber Line
ANSI American National Standards Institute
ASP Application Service Provider
ATM Asynchronous Transfer Mode
B2B Business to Business
BM&A Brand Management, Market Research & Advertising
BOM Business Operations Map
BPSS Business Process Specification Schema
BSS Business Support System
BTA Business Transaction Activity
CAM Content Assembly Mechanism
CBL Commerce One Business Library
COTS Commercial Off-the-shelf
CRM Customer Relationship Management
DRS&F Disaster Recovery, Security and Fraud Management
DSL Digital Subscriber Line
DTD Document Type Definition
DWDM Dense Wavelength Division Multiplexing
ebXML Electronic Business Extensible Markup Language
EDI Electronic Data Interchange
eTOM enhanced Telecom Operations Map
EM Enterprise Management
EQPIA Enterprise Quality Management, Process & IT Planning & Architecture
FAB Fulfillment, Assurance and Billing
F&AM Financial & Asset Management
GTDD Generic Telecom Data Dictionary
HDSL High-bit-rate Digital Subscriber Line
HR Human Resources
HTML Hyper Text Markup Language
ICSP Information and Communications Service Provider
ICT Information and Communications Technology
ILM Infrastructure Lifecycle Management
IP Internet Protocol
ISP Internet Service Provider
ITU-T International Telecommunication Union ? Telecommunication Standardization Sector
KPI Key Performance Indicator
KQI Key Quality Indicator
M&OM Marketing & Offer Management
NMF Network Management Forum (predecessor of TM Forum)
NGOSS New Generation Operations Systems and Software
OAGIS Open Applications Group Integration Specification
OASIS Organization for the Advancement of Structured Information Standards
ORT Operations Readiness Testing
OSR Operations Support & Readiness
OSS Operations Support System
PIP Partner Interface Process
PLM Product Lifecycle Management
QoS Quality of Service
R&DTA Resource & Development, Technology Acquisition
RD&M Resource Development & Management
RFP Request for Proposal
RM&O Resource Management & Operations
RNIF RosettaNet Implementation Framework
S&EP Strategic & Enterprise Planning
S&ER Stakeholder & External Relations
SC Strategy & Commit
SCD&M Supply Chain Development & Management
SD&M Service Development & Management
SDH Synchronous Digital Hierarchy
SID Shared Information & Data Model
SIP Strategy, Infrastructure and Product
SLA Service Level Agreement
SM&O Service Management & Operations
SOAP Simple Object Access Protocol
SONET Synchronous Optical Network
SP Service Provider (see also ICSP)
S/PRM Supplier/Partner Relationship Management
TM Forum TeleManagement Forum (see also TMF)
TML Telecommunications Markup Language
TMF TeleManagement Forum (see also TM Forum)
TMN Telecommunications Management Network
TOM Telecom Operations Map
UML Unified Modeling Language
UN/CEFACT United Nations Center for Trade Facilitation and Electronic Business
VC-MC Value Chain Market Center
W3C World Wide Web Consortium
XML Extensible Markup Language