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Transcript of Postech 5 Etom v3.0 Ul
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Network Management
Chapter 5 IP/eBusiness Management
POSTEC Lecture
May 29-June 5, 2008
Masayoshi EjiriJapan
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Agenda
1. ICT Operations and Management
- Service Industries- ICT Services and Networks
- Target of the Management
2, Architecture ,Function ,Information Model and Business Process
- ITU-T TMN( Telecommunications Management Network)
- TeleManagement Forum Telecommunications Operations Map ( TOM)
- Multi domain management and System Integration
- Standardization
3. OSS( Operations Support System ) Development
- Software Architecture ,Key Technologies and Product Evaluation
4. SLA( Service Level Agreement) and QoS( Quality of Service)
- SLA Definition , reference point and policy based negotiation
5, IP/eBusiness Management
- Paradigm shift , Architecture beyond TMN and enhanced TOM
6. NGN( Next Generation Networks) Management
- NGN Networks and Services , New Paradigm of ICT Business andManagement
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Agenda
Paradigm shift
IP/eBusiness management beyond TMN
eTOM : enhanced Telecom Operation Map
Process components
Process flow
Process and function ( Rec. M 3400)
ITIL ( IT Infrastructure Library )
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New Paradigms of
ICT Industry
Open MarketOpen Market
Inter NetworkingInter NetworkingVirtual Service ProviderVirtual Service Provider
DeregulationDeregulation
Customers DemandCustomers Demand
TechnologyTechnologyConvergenceConvergence
Business
Convergence
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ICT Market Trend
Past(~1985): Monopoly, Regulated Market.PSTN based telephone services by mega carriers toReactive customers
Current(~2005):Competitive ,Deregulated Market.Dominant PSTN plus Explosive Mobile and Internetbased telephone +Date services by new/old serviceproviders to personalized but still Reactive customers
Future(2010~) Converged Market by removingindustry boundary and customer/provider scheme.
NGN based ubiquitous triple/quadruple services byprovider/customer collaboration to Proactive end users
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ICT Management Target
Past : Bottom up approach for robust and interoperable
resource management
TMN Architecture and FCAPS
Current Top down approach forCustomer retention and profit
conscious resource management.
Process evolution for customer self operations
N3B(Not Built But Buy)OSS by COTS and PnPFuture Customer driven services and operation using Web 2.0
Context, Contents and SLA aware management
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1, Monopoly, Regulated Market ( 1890s -1980s)
Services POTS on PSTN
by mega carriers (ROC: Recognized Operating Company)
SP( Service Provider) centric
SPs Targets Establish nation wide ubiquitous telephone network by
automated SW network
On Demand subscription.
Operations and OSS NEsupervise and Control by on site maintenance, then
Centralized NE maintenance Random ,Individual and Proprietary OSS Development
Human and paper based CC&B (Customer Care and Billing)
POTS : Plane Old Telephone Service
PSTN : Public Switched Telephone Network
NE : Network Element
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2, Competitive, Deregulated Market ( 1985~)
Services:
Telephone on PSTN and Mobile by competition among conventional carriers and new comers
To reactive customers but Price Down Pressure ( PriceCompetition )
SPs Target : CAPEX/OPEX cost down forprice down
Up Graded CC&B for customer retention
Competitive but Interoperable Operations among SPs
Operations and OSS Operations Mission and Positioning
Customer Oriented Top Down approach Systematic and Standardized OSS development on TMN
Vertical process integration ( FAB)
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ITU-T TMN Recommendations
TMN Functional Architecture
LLA : Logical Layered Architecture
TMN Information Architecture
TMN Physical Architecture
TMN Management Area
TMN Management Services
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TOM : Telecom Operations MapTOM : Telecom Operations MapA Service Management Business Process ModelA Service Management Business Process Model
(TMF : TeleManagement Forum 1995)(TMF : TeleManagement Forum 1995)
http://www.tmforum.orghttp://www.tmforum.org
CustomerCare Process
SalesOrder
HandlingProblemHandling
CustomerQoS
Management
Invoicing/Collections
Service Development and Operations Processes
ServicePlanning/
Development
ServiceConfiguration
ServiceProblem
Resolution
ServiceQuality
Management
Rating andDiscounting
Network and Systems Management Processes
NetworkPlanning/
Development
NetworkProvisioning
NetworkInventory
Management
NetworkMaintenance
& Restoration
Network DataManagement
CustomerInterface Management Process
Customer
Physical Network and Information Technology
InformationSystems
ManagementProcesses
Element Management Technology Related
Service
Management
Network
Management
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3, IP/eBusiness Market ( 1995~ )
Services : Voice and Data on PSTN, Mobile and Internet
by cross industry cooperation and competition
to customers with free hand of service selection
SPs Target : Realize lower price services by packaged Price
Develop rich services by collaboration with other industries ( ex withApplication/Contents providers)
QoS/QoE enabled service operations
Industry wide Operations in ICT world
Operations and OSS : share common business process ,architecture, information
model ,interface etc. among IT and ICT SDOs
eTOM/SID, ITIL, ITU-T Recommendation , TISPAN/3GPP Visible Operations on established Service Architecture and SLA
Deploy/develop N3B OSS products based on standards and COTS/PnP
N3B : Not Built But Buy
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Paradigm Shift
tBusiness? iBusiness?
Simple
Network/Services
on POTS
Regulated Market
Dominant CarrierSP defined Service
menu.
Best Effort SLA
Multi, Heterogeneous
Network/ Services
on IP
Open Market
Multi SPCustomer combined
Service
Compromised SLA
eBusiness?
Ubiquitous
Network/ Services
on Nomadic
Personal Market
Virtual SPCustomer defined
Service
Satisfied SLA
t: telephone i: internet e: enjoyable
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IP Services
--for Speed, Simple and Smile eBusiness--
Customers Demand Providers Solution
Speedy / Easy Subscription On Line, Real Time Provisioning
Non Stop Services Reliable & Scalable Networks / Systems
Quick Response High Throughput Mechanism
Secure Services Security Level Agreement
Price Performance Negotiation
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IP Management Architecture
LayerLayer MO MO FunctionFunction
IP CustomerCareIP CustomerCare
LayerLayer
IPApplication LayerIPApplication Layer
IP Service LayerIP Service Layer
IP Transport LayerIP Transport Layer
Service NegotiationService Negotiation
SelfOperationSelfOperation
Application DependentApplication Dependent
TransportTransport
IP dependent / APIP dependent / AP
Independent TransportIndependent Transport
IP IndependentIP Independent
TransportTransport
Customer Interaction
Process
VOIP, Conference, e-
Business, Multicast, etc.
Router, IP Service Node,
etc
Photonic, SDH, ATM, POTS
LAN, WAN, Access, etc.
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e-Business Modelee--Business ModelBusiness Model
Logistics
End
Users
Contents
IP
Transport
IP
ManagementISP, BSPISP, BSP
e-Businesse-BusinessManagementManagement
CSPASPCSPASP
IP ServiceIP Service
ManagementManagement
Delivery Platform
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Lessons Learnt from Logistic Industry
Basic Service : ex. Collection of goods from location A
and deliver to location B
- Transport services
Associated services :Convenience Store acts as amediator for collection. Deliveries be arranged in agreed
time and traceable.
- Operations Services
Value added Services : Perishable goods ( fish, fruit) betransported using a cold storage , delicate good be
transported using hanging
- Contents Aware Delivery Services
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ResourceManagement
End Users
Content Aware DeliveryManagement
eBusiness
Management
IP/eB
usiness Management Architecture
SLA on
Negotiation
OLA on
Partnership
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Resource Management
Logistics
End Users
Contents
eBusiness
Media
Gateway Agent/Portal
Content AwareManagement
eBusiness
Management.
Resources
Services Management
Contents
ID Mgt.
Contents
Integration Billing
eBusiness Services and Management Architecture
Content
Delivery
IPBearer
BankingAuction
Transactions
Content Services
Application Services
AdvertisingSaaS
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SLA and OLA in eBusiness Management
Customer( eBusiness)
Partners
Transport
Resource
Content Delivery Services SLA
Transport Services SLA
Operations Services
SLA
Resource Provisioning
OLA
Operations Support
OLA
SLA
Negotiation
OLANegotiation
Operations
Resource
Content Delivery
ResourceTransport Services OLAService
Provider
Communications Resource
SuppliersOperations Resource
Supporters
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Key Words forIP/eBusiness management
Partnership :Common BP & Interface TMN to eMS(eBusiness Management Solutions)
A
daptive & Customer Driven Business Process Consensus among Industries and Customers
Negotiation & SLA : Differentiation Policy Based Negotiation Management Customer SelfOperations
QoS oriented Secure & Customerperceptible SLA
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IP/eBusiness Management
Why ?Why ? Support eBusiness by Competitive ServiceSupport eBusiness by Competitive Service
Creation in New ParadigmCreation in New Paradigm
What ?What ? Negotiation for Customer Defined ServicesNegotiation forCustomer Defined Servicesand SLAand SLA
How ?How ? Policy Based Management and COTS/ PnPPolicy Based Management and COTS/ PnP
OSSOSS
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3
Business Process
-TOM to eTOM--
eBusiness Oriented TOM
Open ,Visible Process for Customer retention
Common Business process for Partnership
Enter prise Management forTotal Solution
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Business Process in TMN
The business process approachhas built
on the concepts of management
services and functions in order to
develop a reference framework for
categorizing all the business activities
that a service provider will use.
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Related TMN Rec.
ITU-T Recommendation M.3010Principles for a
telecommunications management network.
ITU-T Recommendation M.3020TMNinterface
specification methodology.
ITU-T Recommendation M.3200TMN
management services and telecommunications
managed areas: overview.
ITU-T Recommendation M.3400TMN
management functions.
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ITU-T Rec. M3050 series
M3050.0 : eTOM-Introduction
M3050.1 : eTOM-The business process framework
M3050.2 : eTOM-Process decomposition and descriptions
M3050.3 : eTOM-Representative procces flows
M3050.4 : B2B integration: Using B2B inter-enterprise
integration with the eTOM
M3050 Supplement 1: eTOM-An Interim View of and
Interpreters Guide for eTOM and ITIL Practicioners
M3050 Supplement 2: eTOM-Public B2B Business Operations
Map( BOM)
M3050 Supplement 3: eTOM to M3400 mapping
M3050 Supplement 4: An eTOM Primer
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Relationship between the management service/function
and business process approaches
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Scope of IP/eBusiness Management
SP Policy Plane
IP Service Plane
Service Network
Human Finance
Operations
Resource
eBusiness(Customer)
Operator
OSS
IP
TransmissionService
IPOperationsService
Partner
Policy
Manager
OSS
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Customers
EnterpriseEnvironment
Operations
Resource
Operations Services& Marketing
CommunicationsServices
Policy
Support
Management
Information
Alliance
CustomerOperations
Politics
Economics
Service Provider
Supply
Communications Resource
SuppliersOperations Resource
Supporters
Partners Partners
Transport
Resource
Content
Delivery
Resource
SPs Business Process Overview
Communications
Resource
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eTOM: Linkage to NGOSS
eTOM provides the
NGOSS Business View
eTOM processes, flows
and information are
input as requirementsto the NGOSS System
View
Feedback from the
NGOSS development
cycle is used to validate
the eTOM
Systems
Analy
sis&
Desig
nSystem
s
System
s
Analy
sis&
Analy
sis&
Desig
n
Desig
n
Shared
Inform
atio
n&
Data
Mod
el
(SID)
Busin
ess
ProcessAnalysis
&Design
Business
Business
Proces
sAnalysis
Proces
sAnalysis
&Design
&Design
Business
ProcessMap
(eTOM)
Complia
nce
Tests
Solutio
n
Con
forman
ce
TestingSo
lutio
n
Solu
tion
Con
form
ance
Con
form
ance
Testing
Testing
Solution
Analysis&
Design
Solution
Solution
Analysis&
Analysis&
Design
Design
ContractInterface&
Technology
NeutralArchitecture
NGOSSNGOSSSupportingSupporting
ToolsTools
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Process Lifecycle
Figure 7. Process Lifecycle and Components of esource Provisioning
Planning
Design
Procurement
Installation
Enterprise
Services
Planning
Services
Strategy
Partner
( NE Supplier)
TM,PM SO
Resource
Status Data
(Product)
Traffic/QoS
Data
NW( logical physical)
Data
Sales
Target
NE Data
Performance
Data
(Pre-Product)NE
NW/NE Data
Operations Data
Maintenance
Marketing
: Lifecycle Process Flows and Components
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Service
SP
SP:Strategy/Policy
Service Planning
& Commitment
Resource SP
Technology SP
Technology
Survey
NW SP
NE SP
TechnologyResearch &
Development
NW Planning
Space
Planning
NE Planning
Space : Building, Electric Power, Duct,Floor,etc.
Resource
Commitment
RM Horizontal Integration(1)
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NE Design
Space Design
NW Design
Space
Construction
NE
Procurement
NW
Procurement
NW
Installation
NE
Installation
Buy/BuiltDecision
ProcurementPlanning
Installation
Planning
NW/NE SP
Resource
Delivery
Resource
Quality
Adjustment
Resource
Assessment
Resource
Maintenance
RM Horizontal Integration(2)
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: Technology/Resource SP
: Resource Planning & Commitment
: Resource Development
: Resource Installation
: Resource Delivery & Assessment
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NE Configuration
Physical NW Configuration
Work Force Mgt.
Logical Resource
Configuration
ex. Phone Number, Address
NW Performance
Check& Report
Resource Configuration
Resource
Performance
& Fault
SM&O
Note: Performance includes Traffic
NE Performance
Check& Report
OS&R
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Resource Performance & Fault
NE Events Analysis
& Report
NW Events Analysis
& Report
NW Performance
Analysis & Report
Fault Analysis
& Report
NE Repair
NW Re-Configuration
SM&O
Work Force Mgt.
OS&R
Resource
Configuration Resource
Usage Data
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Resource Usage Data
NE Usage Data
Collection , Analysis
& Report
NW Usage Data
Collection , Analysis
& Report
Resource Performance
& Fault
SM&O
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:Level 1, ex. SM&O, RM&O
: Level 1.5 ex. RM&O( OS&R)
: Level 3 ( Proposed)
: Level 2 ( Modified )
Note for Slides
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b Resource Development & Management decomposition into level 2 processes
ResourceDeve lopment
Management
Res rce tr tegy& l i g Res rceCapability eli ery Res rceDevel pment &
Ret irement
ResourE
eP rovisioning
ResourE
eF
G
tG
CollectionH
Processing
ResourI eManagement P
Q Rerations
RM&OS
upport &Readiness
Resource TroubleManagement
ResourcePe rformanceManagement
Level 2 Process Component of Resource Management
a, Resource Management &Operations decomposition into level 2 processes
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EnterpriseManagement
Strategy, Infrastructure roduct perations
Fulfillment ssurance BillingProductifecycle
Management
InfrastructureLifecycleManagement
perationsSupportReadiness
CustomerRelationshipManagement
ServiceManagement perations
ResourceManagement perations
Supplier/PartnerRelationshipManagement
Strategy
Commit
Marketing fferManagement
ServiceDevelopment Management
ResourceDevelopment Management
SupplyChainDevelopment Management
( pplication, ComputingandNetwork)( pplication, ComputingandNetwork)
Customer
EnterpriseEffectiveness
Managementnowledge Research
Management
EnterpriseRisk
Management
Strategic Enterprise
Planning
Financial sset
ManagementStakeholder External
RelationsManagement
umanResources
Management
eT M - theEnhanced Telecom perationsMap
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Operations
Fulfillment ssurance BillingOperationsSupportReadiness
ServiceManagement
Operations
ResourceManagement
Operations
Supplier/PartnerRelationship
Management
CustomerRelationship
Management
Retention & Loyalty
CustomerInterface Management
Selling
Resource DataCollection & T rocessing
Supplier/Partner Interface Management
S/P
Performance
Management
S/PProblem
Reporting &
Management
S/P
Requisition
Management
Resource
Provisioning
Resource
Trouble
Management
Resource
Performance
Management
Service
Quality
Management
Service
Problem
Management
Customer
QoS /SLA
Management
S/PSettlements
& Billing
Management
Service &
SpecificInstance
Rating
Billing &
Collections
Management
Marketing
Fulfillment
Response
S/PRM
Support &
Readiness
SM&O
Support &
Readiness
RM&O
Support &Readiness
CRM
Support &
Readiness
Service
Configuration
& Activation
Order
Handling
Problem
Handling
Retention & Loyalty
CustomerInterface Management
Selling
Resource DataCollection & Processing
Supplier/Partner Interface Management
S/P
Performance
Management
S/PProblem
Reporting &
Management
S/P
Requisition
Management
Resource
Provisioning
Resource
Trouble
Management
Resource
Performance
Management
Service
Quality
Management
Service
Problem
Management
Customer
QoS /SLA
Management
S/PSettlements
& Billing
Management
Service &
SpecificInstance
Rating
Billing &
Collections
Management
Marketing
Fulfillment
Response
S/PRM
Support &
Readiness
SM&O
Support &
Readiness
RM&O
Support &Readiness
CRM
Support &
Readiness
Service
Configuration
& Activation
Order
Handling
Problem
Handling
Level 2 OPS processes
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Process X
-Process leme tX1
-Process leme tX3
-Process leme tX2
-Process leme t
X21
-Process leme t
X22
-Process leme t
X211
-Process leme t
X212
Process Decomposition
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Process Decomposition
Concept and Overview :Level 0:
Common Process Oriented Components ( Entities)
Process Groups ( V/H) for common understanding:Level 1
Components forCommon Process:Level 2
Software Reuse Oriented ComponentsComponents common in Level 1 and specific in Level 2:
Level 3
Components common in Level 2 and specific in Level 3:Level 4
Atomic Components ?
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Service configuration and activation decomposition into level 3 processes
Resource provisioning decomposition into level 3 processes
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Process Decompositions : Order HandlingProcess Decompositions : Order Handling
Order Handling
CreditAuthorization
Order Issuance OrderTrackingand Status
PreorderFeasibilityDetermination
Order Completion
Rec eive Pre-OrderFea s ibility Request
Order PlanDevelopment
OrderCreation Confirm OrderCompletion w ithCustomer
Report unmetcommitments orcapabilities
Status Report
CustomerJeopardyNotification
Committed DateRe-negotiatio w /Customer
Validate info forAssurance andBilling
CustomerSatisfactionValidation
Confirm CustomerValue delivery
Billing SatisfactionValidation
Test solution anddemonstrate to
cust
OrderCancellation
OrderAmendment
Obtain AppropriateApprovals
Advise andNegotiateAcceptable Terms
Order RequestValidation
Issue Pre-OrderFeasibility Study
CreditInv estigationDetermination
CreditInv estigation
StatusEstablishment andManagement
Manage Customerchanges toAgreement Con
Train the customer
Followup onoptimal CustomerUtilisation
TeleManagement Forum eTOM April 2001
TEA
M DRA
FT
Level 2
Level 3
Level 4
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Enterprise
Management
Enterprise
Effectiveness
Management
Stakeholder
& External
Relations
Management
Enterprise
Risk
Management
Strategic &
Enterprise
Planning
Financial &
Asset
Management
Knowledge
& Research
Management
Human
Resources
Management
Enterprise
Effectiveness
Management
Stakeholder
& External
Relations
Management
Enterprise
Risk
Management
Strategic &
Enterprise
Planning
Financial &
Asset
Management
Knowledge
& Research
Management
Human
Resources
Management
Business
Development
Strategic
BusinessPlanning
Enterprise
Architecture
Management
GroupEnterprise
Management
Asset
Management
Financial
Management
Community
Relations
Management
Corporate
Comms &Image Mgt
Enterprise
Quality
Management
Process
Management& Support
Organization
Development
HR Policies
& Practices
Knowledge
Management
Procurement
Management
Security
Management
Business
ContinuityManagement
Fraud
Management
InsuranceManagement
Audit
Management
Program
& Project
Management
EnterprisePerformanceAssessment
Facilities
Management& Support
Research
Management
Technology
Scanning
Level 0
Level 1
Level 2
Shareholder
Relations
Management
Regulatory
Management
Legal
Management
Board &
Shares/Secur.Management
Workforce
Strategy
Workforce
Development
Employee
& Labor
Relations Mgt
EM Processes
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Process Flow
Process
/Behavior
Target/Driver
Target/Driver
Driver
Target
P/B
P/B
P/B
P/B
P/B:Process/Behavior
Target/Driver
Target/Driver
Target/Driver
Target/Driver
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CustomerO rder
CustomerRequest
ResourceActivated
SellingOrder
Handling
Resource
Provisioning
Service
Configuration
&
Activation
RequestService
Activation
RequestResourceActivation
O rderco m p leted
Service
Activated
Example of Process Flow
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Billing Process Flow
Net ork Data
Management
1.network (usage) data
Rating&
Discounting
Invoicing&
Collection
2. ggregatedusagedata
3.Summarized
bill contentSpecial discounts
Custs t u
r
(v illiw x iw quiry
y t u w ts)
ActivateBillingCycle
CustomerAccount . enerate
Bills
Collect
Invoice
Rate
Collect
Discount
Collate
Aggregate
fr
ulfil
t
r
sses
( r eri )
fr
ssur
e
r esses
( r blemH li )
SLAviolations
Net ork lement Management &Net ork lements
OtherProviders
Key:
ctivities
rocesses
ross
rocess I/
Inter-process I/
Inter
process I/
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Order andling
CustomerOrder toOrder andling
OrderCompletionadvice
End-to-endService
Testcompleted
ServiceDetails forAssurance
ServiceDetailsfor
illing
DesignandTechnologyselectionRequest
DetailedDesign
RequestDetailedConfirmationbyEngineering
CustomeracceptsDesign
Pre-Order toOrder andling Pre-Order result
PreOrderFeasibilityDetermination
Order IssuanceCreditAuthorization
SendPreOrderFeasibility
requestet preOrder resullts
OrderCompletion
Order rackingandStatus
Internal
orkOrder
Designofsolution
CoordinationofSupplier/partnercomponents
evel 4processes
Order rackingandStatus
Order Handling Process Flow at Level 3
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Ordering Level 2 Process Flow
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Why use eTOM?
eTOM makes available a standard structure, terminology andclassification scheme for describing business processes and theirconstituent building blocks
eTOM supplies a foundation for applying enterprise-wide discipline
to the development of business processes eTOM provides a basis for understanding and managing portfoliosofIT applications in terms of business process requirements
eTOM enables creation of consistent and high-quality end-to-endprocess flows, with opportunities for cost and performanceimprovement, and for re-use of existing processes and systems
eTOM use across the industry will increase the likelihood that off-the-shelf applications will be readily integrated into the enterprise, ata lower cost than custom-built applications
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eTOM isa referenceguideline in thedefinitionof the
odafoneworldwide ITEnterpriseArchitecture.
Telstraenhanced thecoreeTOMFramework tocreateaFramework forall ProcessElements inTelstradown toLevel .
eTOM is referenced in thedesignand implementation
of theNewBroadbandServicesManagement Architecture.
eTOM isused in thedefinitionand implementationof the
businessProcessFramework for themerged Telia and
Sonera companies.eTOM isused toprovide thebasic framework fordescribing
theprocessscopeandpositions theprocesscapabilitiesof
current / futuresystems. It alsoprovidesaneutral reference
model withanassociated lexicon for theprocesses tobe
addressed.
eTOM isused tomap functionalityofexistingsystems
anddiscover redundancies.
Recent ReportsoneTOMAdoptions (SPs)
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Reorganized existing BPM and Best Practices around eTOM,
with strategic decision to increase participation in eTOM team
work. Introduced internal eTOM training, with eTOM as a
common language and reference throughout the company.
Mapped Amdocs products to eTOM, a nd used as sales tool.
Used eTOM to map existing industry processes, analyze
business drivers and pains, and guide the design of new
processes. Also,as a framework for ISV & SI Partnerships
Have developed Telecom Reference Business Model based
on eTOM (Levels 1,2 & 3), and extended to Levels 5 & 6 for
business scenario investigation, legacy system gap analysis,
new OSS/BSS specification, consultancy support, etc
Used eTOM for internal product training, product
features cross - referencing nd functional gap analysis,
marketing analysis (competitors/partners), customer
communication (incl. RFI/RFP), workflow seed
processes
Used eTOM for mapping Motorola products and
managed services, for gap analysis of solution portfolio
and for partnership communications
Recent Reports on eTOM Adoptions (Vendors, SIs, etc)
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Process, Function and Data
Process
Function Sets
Data
eTOM
M3400
SID
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Process and Function
Processes can be used to describe the flow ofactivities to solve a particular business problem,orpart of it.
A
function can be considered as a unit ofprocessing (either initiated by humans orthrough an automated action) with specific, well-defined inputs and outputs.
For functions in particular, the data is essentialbecause the function is described as a unit ofprocessing together with its associated datainputs and outputs.
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Relationship between processes, functions
and data
M.3050SUPP.3_F03CRUD: Create, Read, Update, Delete
Process 1 Process 2
Trigger 1
Result 1
Result 2Trigger 2
Result 1
Result 2Step 3 Step 1
Function3
Step 1
Function1
Function2
Step 2
Function4
Step 2
Data 1 Data 2 Data 3 Data 4 Data 5
CRUD
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Processes, function set groups and data areas
M.3050SUPP.3_F04
Function set groups (M.3400)
ProvisioningAlarm
surveillance
Fault
localization
Trouble
admin.
Performance
qualityassurance
Performanceanalysis
Networkplanning/
engineering
Performancemonitoring
Installation TestingFault
correctionSecurityadmin.
Performancemanagement
control
Containment& recovery
RA S
assurance
Status &control
DetectionUsage
measurement
RM&O Level 2 processes from eTOM
Resourceprovisioning
Resource datacollection &
processing
RM &O Support &Readiness
Resource trouble
management
Resourceperformance
management
Data areas
Planning policy& rules
TopologiesNetwork
configurationPhysical
inventoryUsage Problems
Measurements &performance
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Objectives of mapping eTOM to M.3400
Facilitate the linkage from process view tofunctional view;
Provide a framework for level of granularity andabstraction for the interface definitions;
Get a betterhandle on what should beimplemented in systems in terms of:
Reusable software components;
Boundaries of what to implement;
Understand what are the interfaces betweenprocesses at the indicated levels;
Identify the needs for standardization.
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ManagementFunctional
Areas
SecurityManagement
ConfigurationManagement
FaultManagement
Performance
Management
UsageMeasurement
Tariffing/Pricing
Collectionsand
Finance
EnterpriseControl
AccountingManagement
Prevention DetectionContainment& Recovery
SecurityAdministration
NetworkPlanning
& EngineeringInstallation
ServicePlanning &Negotiation
ProvisioningStatus &Control
RAS QualityAssurance
AlarmSurveillance
FaultLocalization
FaultCorrection
TestingTrouble
Administration
PerformanceQuality
Assurance
PerformanceMonitoring
PerformanceAnalysis
PerformanceManagement
Control
AccountingManagement
PerformanceManagement
FaultManagement
ConfigurationManagement
SecurityManagement
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Mappings between eTOM processes andMappings between eTOM processes and
M3400 functional unitsM3400 functional units
eTOM V4 = 72 (110 OPS L3) eTOM V6 = 72 (242 OPS & SIP)
M3400 = 23 (260)
eTOM V4 Covered in M3400
OPS L3 110 69
SIP L2 16 14
EM L2 31 22
M3400 Covered in eTOM
Security 55 55
Configuration 70 69
Fault 44 44
Performance 34 34
Accounting 57 57
eTOM
processM3400 functional Unit
mappings
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ResourceProvisioning
Support& Readiness
ResourcePerformanceManagement
ResourceTrouble
Management
Resource DataCollection &Processing
PerformanceManagement
FaultManagement
ConfigurationManagement
AccountingManagement
SecurityManagement
SecurityManagement
FUNCTIONAL AREAS
PROCESSES v.3.5.
ENTERPRISE MANAGEMENT
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Configure &
Activate
Resource
Allocate & Deliver
Resource
Collect, Update &
Report Resource
Configuration
Data
Test Resource
Provisioning
Service Planning
and
Negotiation
Installation
NetworkPlanning
and
Engineering
M.3400 Configuration
Management
RM&O Resource Provisioning (Level 3 Processes eTOM v.3.5)
Status and Control
RM&O Support
& Readiness
SID LAYER
Strategy, Infrastructure
& Product
SM&O Service
Configuration &
Activation
CRM
LAYER
RM&O Resource Provisioning - M.3400 Configuration Management
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Localise Resource
Trouble
Survey & Analyse
Resource Trouble
Track & Manage
Resource Trouble
Correct & Recover
Resource Trouble
ault
Correction
ault
Localization
Alarm
Surveillance
RAS Quality
Assurance
M.3400 ault
Management
RM&O Resource Trouble Management (Level 3 Processes eTOM v.3.5)
TestingTrouble
Administration
Report Resource
Trouble
Close Resource
Trouble
??
RM&O Resource Trouble Management - M.3400 Fault Management
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Analyse Resource
Performance
Monitor Resource
Performance
Report Resource
Performance
Control Resource
Performance
Performance
Analysis
Performance
Management
Control
Performance
Monitoring
Performance Quality
Assurance
M.3400 Performance
Management
RM&O Resource Performance Management (Level 3Processes eTOM v.3.5)
RM&O Resource Performance Management - M.3400 Performance Manageme
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ENTERPRISE MANAGEMENT
Process Resource
Data
Collect Resource
Data
Audit Resource
Usage Data
Report Resource
Data
Enterprise
Control
Collections and
inanceTariffing /pricing
Usage
Measurement
M.3400 AccountingManagement
RM&O Resource Data Collection & Processing (Level 3 Processes eTOM v.3.5)
SM&OService & Specific
Instance Rating
CRMBilling & Collection
Management
inancial & Asset
Management
RM&O Resource Data Collection - M.3400 Accounting Management
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eTOM-to-M.3400 mapping table
eTOMProcess
ID
Process.NameM.3400I
Dunction.Name
1.A Assurance
5 Performance Management
6 Fault Management
1.A.1.6 Problem Handling
6.4 Fault Correction
6.6 Trouble administration
1.A.1.6.1 Isolate Problem & Initiate Resolution
6.6.2 Trouble reporting function set
1.A.1.6.2 Report Problem
6.6.2 Trouble reporting function set
6.6.3 Trouble report status change notification function set
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ITIL
Initially developed by UK government CCTA( Central Computer and TelecommunicationsAgency ) in 1980s. OGC ( Office ofGovernment Commerce)
Service Support : 308Pages
Service Delivery : 376Pages
Application Management :; 158Pages
Planning to Implement Service Management :208Pages
ICT Infrastructure Management : 283Pages
Security Management :124Pages
Business Perspective : NA
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T
I
T
T
Y
lanning to Implement ervice anagement
The usiness
erspective
I T
In rastructure
anagement
pplication anagement
ervice anagement
ervice
upport
ervice
elivery
ecurityanagement
ITIL Publication Framework
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Service evel gmt
inancial gmt
apacity gmt
vailability gmt
ontinuity gmt
on iguration gmt
hange gmt
Incident gmt
roblem gmt
elease gmt
SERVICE ELIVER SERVICESUPPORT
Service Management
Service Delivery/Support Processes
ITIL Service Support Diagram ( OGC)
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ITIL Service Support Diagram ( OGC)
ITIL Service Delivery Diagram ( OGC)
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ITIL Service Delivery Diagram ( OGC)
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Optimise Requirements
esign
uildDeploy
Operate
Service Management pplicationDevelopment
Service
Support
Service
Delivery
Service Managementj
pplicationManagement
pplicationManagement
Relationship between Service & Application Management
TOM d ITIL T th
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eTOM and ITIL Together
Enterprise Management
Strategy, Infrastructure & ProductOperationsFulfillmentAssuranceBillingProduct
LifecycleManagement
InfrastructureLifecycleManagement
OperationsSupport &ReadinessCustomer Relationship Management
Service Management & Operations
Resource Management & Operations
Supplier/Partner Relationship Management
Strategy
&CommitMarketing & Offer Management
Service Development & Management
Resource Development & Management
Supply Chain Development & Management
(Application, Computing and Network)(Application, Computing and Network)
Customer
Enterprise Effectiveness
ManagementKnowledge & Research
Management
Enterprise Risk
Management
Strategic & Enterprise
Planning
Financial & Asset
ManagementStakeholder & ExternalRelations Management
Human ResourcesManagement
BusinessProcess Needs
Filter &Reconcile
Best PracticeNeeds
eTOM CompliantProcess Flows ITIL Compliant
Best Practices
Final Result:eTOM-compliant BusinessFlows that Deliver ITIL-
compliant Services
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eTOM
Business context is a total enterprise model for telcos.
International standard throughITU.
Constitutes the Business View section of NGOSS, TMFs initiativeon OSS / BSS solutions.
A common language for business processes. Ahierarchy ofprocess definitions.
A repository ofprocess elements at various levels of detail that canbe combined and applied in specific applications.
Provides examples ofprocess flows.
Flow diagrams are used in eTOM to illustrate end to end processes
e.g. Fulfillment. Technical content now mature, with an i
ITIL
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ITIL Business context is IT / ICT Service Management.
Included in various national standards, and slated to be
adopted by ISO in 2005 / 06.
A comprehensive and consistent set of best practices.
A set of methods for delivering controlled and optimizableservices.
Common language
Aim is to provide high quality services with a particular focus
on Customer relationships.
Is built on agreements where the IT organization shouldprovide whatever is mutually agreed with Customers.
Service Delivery processes are partially concerned with settingup agreements and monitoring the targets within theseagreements. On the operational level, the Service Supportprocesses can be viewed as delivering service as laid down inthese agreements.
Flow charts are used in ITIL.
Inclusion of closed feedback quality loops for continuousimprovement.
It supports and drives quality or repeatability
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eTOM
Process
ITIL
Process
eTOM
Process
ITIL
Process
eTOM
Process
ITIL
Process
1
2
3
4
5
eTOM -> ITIL mapping ITIL -> eTOM mappingCombined mapping
eTOM->ITIL->eTOM mapping
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eTOM L2 Strategy, Infrastructure & Product processes and ITIL processes
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TeleManagement Forum April 2003
Strategy, Infrastructure & Product
Infrastructure Lifecycle
anage ent
Product Lifecycle anage entStrategy & Co it
Service Developk ent & l anage k ent
Supply Chain Develop k ent & l anage k ent
Resource Develop k ent & l anage k ent
Resource Strategy& Planning
ResourceCapability Delivery
Supply ChainCapability Delivery
Supply ChainStrategy &
Planning
Supply ChainDevelopment & Change
m anagement
Serv in
e Development &Ret irementServin e Strategy &
Planning
Servin
e CapabilityDelivery
Resource Development& Retirement
Marketing & OfferManage k ent
m arket Strategy &Po lin y
Product & o fferPortfolio Planning
Product & o fferCapabilityDelivery
m arketingCapabilityDelivery Product & o ffer
Development &Retirement
Product m arketingCommuni n ations &Promot ion
SalesDevelopment
SLM
CaM RM
ChM
CaM
M SLM
CaM
M SLM
CaM RM ChM
CaM RM ChM
SLM
SLM RM ChM
eTOM L2 Enterprise Management processes and ITIL processes
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EnterpriseManagement
inancial sset Management
Stakeholder External RelationsManagement
nowledge ResearchManagement umanResourcesManagement
EnterpriseEffectivenessManagement
EnterpriseRiskManagementStrategic EnterprisePlanning
KnowledgeManagement
ResearchManagement
TechnologyScanning
Financial
Management
Asset
Management
Procurement
Management
roup
nterprise
Management
usinessContinuity
Management
SecurityManagement
FraudManagement
Audit Management InsuranceManagement
Process
Management &Support
Program&
ProjectManagement
nterprise
PerformanceAssessment
Facilities
Management &Support
RPolicies&
Practices
Organi
ation
Development
orkforce
Strategy
Workforce
Development
mployee&
LaborRelationsManagement
nterprise
QualityManagement
Legal
Management
Regulatory
Management
Shareholder
RelationsManagement
oard&
Shares/SecuritiesManagement
Corporate
Communications&ImageManagement
Community
RelationsManagement
nterprise
Architecture
Management
usiness
DevelopmentStrategic usiness
Planning
FM
ITSC
M
CM
CaM AM SLM
CM ITSC
SLM
CaM AM
CaM SLM
eTOM L2 Enterprise Management processes and ITIL processes
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Legend
SD
IM
PM
ChM
RM
CM
SLM
AM
CaM
ITSC
M
High
correlationService Desk
Incident Management
Problem Management
Change Management
Release Management
Configuration Management
Service Level ManagementIM
MediumCorrelation
IM
Low
Correlation
IM
Availability Management
Capacity Management
ITServiceContinuityManagement
Financial ManagementforITServices
Service Support Service Delivery
C i f ITIL ith TOM l l 2
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Comparison ofITIL processes with eTOM level 2 processes
ITIL
Function/Proc
ess
eTOM Level 2
Process
How ITIL supports the
management of customer
services
How ITIL supports the
management of internal IT
services
ServiceDesk CRMSupport&
Readiness
Custo erInterface
Manage ent
Selling
..
yTheServiceDeskistheonly
function withinITIL andactsas
thefirstpointofcontactforthe
Custo er/Usersand wellastheir
interfacetoalltheotherITIL
processes
..
yMonitorusageoftheSupportServices,
provideappropriate metrics (calllogs,
incidentrecords, RfCsraised,Service
Requestsetc)
yActastheinterfaceto
Incident
Manage ent
Custo erInterface
Manage ent
Selling
OrderHandling
roble Handling
Custo erQoS/SLA
Manage ent
Retention& LoyaltyService
yIncidentManage entisthekey
processused bytheServiceDesk
functioninfulfillingitsfunctional
require ents
yIncidentManage entsupports
thecapture,processingand
monitoringofService Requests
(RequestsforChange (RfCs),enquiresetc)as wellasIncidents.
yIncidentManage ent Process
Steps:
ClassificationandInitial
Support
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ITIL-eTOM Mapping
Service Support
SD :6,1,0
IM : 15,1 0
PM :6,1,0 CbM :6,1,0
RM :4.8.0
CM : 12,10,3
Service delivery
SLM : 11,12,3
AM :5,10,3
CaM :6,11,2 FM :2,9,2
ITSC:0,6,2
eTOM Level 2 OPS(25), SIP(16), Ent(31)
eTOM and ITIL terminology
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Alert Warning that an
incident has occurred.
Alarm An alerting indication of a
condition that may have
immediate or potentialnegative impact on the state
of service resources, e.g.
network element, application,
system, etc.
Asset Component of a
business process.
Assets can include
people, accommodation,
computer systems,
networks, paper records,
fax machines, etc.
Resource 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.
Availability
Ability of a componentor service to perform its
required function at a
stated instant or over a
stated period of time. It
is usually expressed as
Availability
performa
nce
The ability of an item to be inthe state to perform a required
function at a given instant of
time or at any instant of time
within a given time interval,
assuming that the external
resources, if required, are
provided. Note that this
Within ITIL the concept ofAvailability covers both
eTOM terms.
ITIL Term Definitione TOM Equivalent Term Definition Comment
Ordering Level 2 Process Flow
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Ordering Level 2 Process Flow
Ordering process dynamics flow
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g p y
Incidentoccured
Incident management
Infrastructure failure (internal escalation)
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Investigation anddiagnosis
Service request
procedure
Incident o nership, monitoring,tracking and communication
Incident closure
Resolution and recovery
Classification and
initial support
Incident detection and recording
Problemreported by
cu
stomer
Manage
contact
eport
problem
valuateand quali y
problem
Isolateproblem
initiate
resolution
and
Survey andanalyzeresource
trouble
Track and
manage problem
Track and manageresource trouble
ocalizeresource trouble
eport
problem to S/
lan assign
resolution
and Manage S/problemresolutionorrect and
recoverresource trouble
lose resource
trouble
lose
report
andlose problem
Incident
closed
Since resolutionand recovery occurs
ithin the
supplier/partner's
domain once thesupplier/partner has
noti ied that theincident has beenresolved that it is
closed out ithcustomerthe
elieved to beoptional lo
diagnoseand
ana ter problem
be ore plan andassign resolution
iagnose
problem
Incident management service request (standard pre-approved changes)
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