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Enhanced Telecom Operations Map®
(eTOM)
The Business Process Framework
For The Information and Communications Services Industry
Addendum D:
Process Decompositions and Descriptions
GB921 D
TMF Approved Version 4.0 March 2004
 TeleManagement Forum 2004

eTOM Business Process Framework, Addendum D Page iii
Notice
The TeleManagement Forum (“TM Forum”) has made

every effort to ensure that the contents of this
document are accurate. However, due to the inherent
complexity in the design and implementation of
software and systems, no liability is accepted for any
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TM Forum Web Page: www.tmforum.org
TeleManagement Forum 2004 GB921D v4.0 TMF Approved

eTOM Business Process Framework, Addendum D Page v
Acknowledgements
See main document (GB921 v4.0) for acknowledgements.
Particular thanks go to Viviane Cohen of Amdocs who handled editing of this

document, and integrated comments and suggestions into the final form
shown here. This task requires insight and an ability to balance and combine
suggested changes into a result that can find consensus amongst those
involved, and the efforts involved are much appreciated.

eTOM Business Process Framework, Addendum D Page vii
About TeleManagement Forum
TeleManagement Forum is an international consortium of communications

service providers and their suppliers. Its mission is to help service providers
and network operators automate their business processes in a cost- and time-
effective way. Specifically, the work of the TM Forum includes:
Establishing operational guidance on the shape of business
processes.
Agreeing on information that needs to flow from one process
activity to another.
Identifying a realistic systems environment to support the
interconnection of operational support systems.
Enabling the development of a market and real products for
integrating and automating telecom operations processes.
The members of TM Forum include service providers, network operators and
suppliers of equipment and software to the communications industry. With that
combination of buyers and suppliers of operational support systems, TM
Forum is able to achieve results in a pragmatic way that leads to product
offerings (from member companies) as well as written specifications.

eTOM Business Process Framework, Addendum D Page ix
About this document
This is a TM Forum Guidebook. The guidebook format is used, for example,

when the document lays out a ‘core’ part of TM Forum’s approach to
automating business processes.
Document Life Cycle
The “Enhanced Telecom Operations Map® (eTOM) The Business Process

Framework For The Information and Communications Services Industry” is
being issued as a TMF Approved Version Release 4.0 with a Guidebook
Number of 921.
See main document (GB921 v4.0) for further information.
Time Stamp
This version of the eTOM Business Process Framework can be considered

valid until it is updated or replaced.
How to obtain a copy
An electronic copy of the eTOM Business Process Framework can be

downloaded at the TM Forum Web Site (http://www.tmforum.org). Contact the
TM Forum office (see previously for contact details, or via the web site) for any
further information.

Page x eTOM Business Process Framework, Addendum D
How to comment on the

document
Comments must be in written form and addressed to the contacts below for
review with the project team. Please send your comments and input to:
Enrico Ronco, Telecom Italia Lab
Team Lead of eTOM Team
enrico.ronco@telecomitalia.it
Mike Kelly, TM Forum

eTOM Program Manager
mkelly@tmforum.org
Please be specific, since your comments will be dealt with by a team

evaluating numerous inputs and trying to produce a single text. Thus, we
appreciate significant specific input. We are looking for more input than “word-
smith” items, however editing and structural help are greatly appreciated
where better clarity is the result.
Document History
Version Date Purpose

eTOM 06/03 Launched as an Addendum to the main eTOM
Version 3.5 GB921 v3.5 document, to improve readability.
Addendum
D
eTOM 11/03 Editorial changes, removal of appendix 1 on B2B
Version 3.6
Addendum
D
eTOM 02/04 Reorganization of the document
Version 4.0 Level 2 processes revised in SIP and Enterprise
Addendum Management
D
Revision of level 3 processes in the OPS area
Addition of brief description of all processes at the
end of the document sorted by alphabetical order
Addition of number ID for all processes
eTOM 03/04 Cosmetic update to state Approved document.
GB921D v4.0 TMF Approved TeleManagement Forum 2004

eTOM Business Process Framework, Addendum D Page xi
Version Date Purpose

V4.0 .1
Addendum
D
Summary of Changes
in this Version
Some editorial changes from GB921D v3.6, reorganization of the

document, edition of level 2 processes in the SIP area and the
Enterprise Management area; edition of the level 3 processes in the
Operations area, including the Supplier/Partner management layer.
See main document (GB921 v4.0) for further change information and
future additions.

eTOM Business Process Framework, Addendum D Page xiii
References
Related or Source
Documents
See main document (GB921 v4.0) for references.

eTOM Business Process Framework, Addendum D Page xv

eTOM Business Process Framework, Addendum D Page xvii
Table of Contents
NOTICE .................................................................................................................................................................... III
ACKNOWLEDGEMENTS .......................................................................................................................................V
ABOUT TELEMANAGEMENT FORUM ...........................................................................................................VII
ABOUT THIS DOCUMENT................................................................................................................................... IX

DOCUMENT LIFE CYCLE........................................................................................................................................... IX
TIME STAMP ............................................................................................................................................................. IX
HOW TO OBTAIN A COPY........................................................................................................................................... IX
HOW TO COMMENT ON THE DOCUMENT..................................................................................................................... X
DOCUMENT HISTORY ................................................................................................................................................ X
SUMMARY OF CHANGES IN THIS VERSION ................................................................................................................ XI
REFERENCES ...................................................................................................................................................... XIII
RELATED OR SOURCE DOCUMENTS ........................................................................................................................ XIII
TABLE OF CONTENTS ..................................................................................................................................... XVII
TABLE OF FIGURES AND TABLES ............................................................................................................... XXII
PREFACE ....................................................................................................................................................................1
ETOM BUSINESS PROCESS FRAMEWORK ...................................................................................................................1
INTRODUCTION .......................................................................................................................................................3
PART 1- OPERATIONS LEVEL 2 PROCESS DECOMPOSITION ....................................................................6

CHAPTER 1 OPS- CUSTOMER RELATIONSHIP MANAGEMENT CRM PROCESSES ........................................................6
OPS 1-1 CRM Support & Readiness .....................................................................................................................7
OPS 1-2 Customer Interface Management (CRM –FAB)......................................................................................7
OPS 1-3 Marketing Fulfillment Response (CRM - F) ...........................................................................................7
OPS 1-4 Selling (CRM - F)....................................................................................................................................8
OPS 1-5 Order Handling (CRM - F).....................................................................................................................8
OPS 1-6 Problem Handling (CRM - A).................................................................................................................8
OPS 1-7 Customer QoS/SLA Management (CRM – A...........................................................................................8
OPS 1-8 Billing & Collections Management (CRM - B).......................................................................................8
OPS 1-9 Retention & Loyalty (CRM - FAB)..........................................................................................................9
CHAPTER 2 OPS- SERVICE MANAGEMENT & OPERATIONS PROCESSES (SM&O) .....................................................9
OPS 2-1 SM&O Support & Readiness (SM&O - OSR).......................................................................................10
OPS 2-2 Service Configuration & Activation (SM&O - F) .................................................................................11
OPS 2-3 Service Problem Management (SM&O - A)..........................................................................................11
OPS 2-4 Service Quality Management (SM&O - A) ...........................................................................................11
OPS 2-5 Service & Specific Instance Rating (SM&O - B) ..................................................................................11
CHAPTER 3 OPS- RESOURCE MANAGEMENT & OPERATIONS (RM&O) PROCESSES ...............................................12
OPS 3-1 RM&O Support & Readiness (RM&O - OSR .......................................................................................13
OPS 3-2 Resource Provisioning (RM&O - F) .....................................................................................................13

Page xviii eTOM Business Process Framework, Addendum D
OPS 3-3 Resource Trouble Management (RM&O - A ........................................................................................ 14

OPS 3-4 Resource Performance Management (RM&O - A)............................................................................... 15
OPS 3-5 Resource Data Collection & Processing (RM&O - AB)....................................................................... 15
CHAPTER 4 OPS- SUPPLIER/PARTNER RELATIONSHIP MANAGEMENT (S/PRM) PROCESSES .................................. 16
OPS 4-1 S/PRM Support & Readiness (S/PRM - OSR) ...................................................................................... 17
OPS 4-2 S/P Requisition Management (S/PRM - F) ........................................................................................... 17
OPS 4-3 S/P Problem Reporting & Management (S/PRM - A) .......................................................................... 17
OPS 4-4 S/P Performance Management (S/PRM - A) ........................................................................................ 17
OPS 4-5 S/P Settlements & Billing Management (S/PRM - B) ........................................................................... 18
OPS 4-6 S/P Interface Management (S/PRM - FAB).......................................................................................... 18
PART 2- STRATEGY, INFRASTRUCTURE AND PRODUCT LEVEL 2 PROCESS DECOMPOSITION. 19
CHAPTER 1 SIP- MARKETING & OFFER MANAGEMENT (M&OM) PROCESSES ....................................................... 19
SIP 1-1 Market Strategy & Policy (M&OM - SC) .............................................................................................. 20
SIP 1-2 Product & Offer Portfolio Planning (M&OM - SC) .............................................................................. 20
SIP 1-3 Product & Offer Capability Delivery (M&OM - ILM) .......................................................................... 21
SIP 1-4 Marketing Capability Delivery (M&OM - ILM) .................................................................................... 21
SIP 1-5 Product & Offer Development & Retirement (M&OM - PLM) ............................................................. 21
SIP 1-6 Sales Development (M&OM - PLM)...................................................................................................... 22
SIP 1-7 Product Marketing Communications & Promotion (M&OM - PLM).................................................... 22
CHAPTER 2 SIP- SERVICE DEVELOPMENT & MANAGEMENT (SD&M) PROCESSES................................................. 23
SIP 2-1 Service Strategy & Planning (SD&M - SC) ........................................................................................... 23
SIP 2-2 Service Capability Delivery (SD&M - ILM) .......................................................................................... 24
SIP 2-3 Service Development & Retirement (SD&M - PLM) ............................................................................. 25
CHAPTER 3 SIP- RESOURCE DEVELOPMENT & MANAGEMENT (RD&M) PROCESSES ............................................. 25
SIP 3-1 Resource Strategy & Planning (RD&M - SC)........................................................................................ 26
SIP 3-2 Resource Capability Delivery (RD&M - ILM)....................................................................................... 26
SIP 3-3 Resource Development & Retirement (RD&M - PLM).......................................................................... 27
CHAPTER 4 SIP- SUPPLY CHAIN DEVELOPMENT & MANAGEMENT (SCD&M PROCESSES) .................................... 28
SIP 4-1 Supply Chain Strategy & Planning (SCD&M - SC)............................................................................... 29
SIP 4-2 Supply Chain Capability Delivery (SCD&M - ILM).............................................................................. 29
SIP 4-3 Supply Chain Development & Change Management (SCD&M - PLM) ................................................ 30
PART 3- ENTERPRISE MANAGEMENT PROCESSES LEVEL 2 PROCESS DECOMPOSITION ........... 32
CHAPTER 1 EM- STRATEGIC & ENTERPRISE PLANNING (S&EP) PROCESSES ......................................................... 32
EM 1-1- Strategic Business Planning (S&EP- EM)............................................................................................ 33
EM 1-2- Business Development (S&EP- EM)..................................................................................................... 33
EM 1-3- Enterprise Architecture Management (S&EP- EM) ............................................................................. 34
EM 1-4- Group Enterprise Management (S&EP- EM)....................................................................................... 35
CHAPTER 2 EM- ENTERPRISE RISK MANAGEMENT (ERM) PROCESSES .................................................................. 35
EM 2-1- Business Continuity Management (ERM - EM) .................................................................................... 36
EM 2-2- Security Management (ERM - EM)....................................................................................................... 37
EM 2-3- Fraud Management (ERM- EM)........................................................................................................... 38
EM 2-4- Audit Management (ERM- EM) ............................................................................................................ 39
EM 2-5- Insurance Management (ERM- EM)..................................................................................................... 40
CHAPTER 3 EM- ENTERPRISE EFFECTIVENESS MANAGEMENT, (EEM) PROCESSES ................................................ 40
EM 3-1- Process Management & Support (EEM - EM) ..................................................................................... 41
EM 3-2- Enterprise Quality Management (EEM - EM)...................................................................................... 42
EM 3-3- Program & Project Management (EEM – EM).................................................................................... 42
EM 3-4- Enterprise Performance Assessment (EEM – EM) ............................................................................... 43
EM 3-5- Facilities Management & Support (EEM – EM) .................................................................................. 43
CHAPTER 4 EM- KNOWLEDGE & RESEARCH MANAGEMENT (KRM)...................................................................... 44
EM 4-1- Knowledge Management (KRM-EM) ................................................................................................... 44
EM 4-2- Research Management (KRM - EM)..................................................................................................... 45
EM 4-3- Technology Scanning (KRM - EM)....................................................................................................... 45
CHAPTER 5 EM- FINANCIAL & ASSET MANAGEMENT (F&AM) PROCESSES .......................................................... 45

eTOM Business Process Framework, Addendum D Page xix
EM 5-1- Financial Management (F&AM - EM)..................................................................................................46

EM 5-2- Asset Management (F&AM - EM).........................................................................................................46
EM 5-3- Procurement Management (F&AM - EM) ............................................................................................47
CHAPTER 6 EM- STAKEHOLDER & EXTERNAL RELATIONS MANAGEMENT (S&ER) PROCESSES ............................47
EM 6-1- Corporate Communications & Image Management (S&ER - EM) (S&ER - EM) ................................48
EM 6-2- Community Relations Management (S&ER - EM) ................................................................................48
EM 6-3- Shareholder Relations Management (S&ER - EM)...............................................................................49
EM 6-4- Regulatory Management (S&ER - EM).................................................................................................49
EM 6-5- Legal Management (S&ER - EM) .........................................................................................................49
EM 6-6- Board & Shares/Securities Management (S&ER - EM)........................................................................50
CHAPTER 7 EM- HUMAN RESOURCES MANAGEMENT (HR) PROCESSES .................................................................50
EM 7-1- HR Policies & Practices (HR - EM) .....................................................................................................51
EM 7-2- Organization Development (HR – EM).................................................................................................51
EM 7-3- Workforce Strategy (HR - EM)..............................................................................................................52
EM 7-4- Workforce Development (HR - EM)......................................................................................................52
EM 7-5- Employee & Labor Relations Management (HR - EM) ........................................................................52
PART 4- OPERATIONS LEVEL 3 PROCESS DECOMPOSITIONS ................................................................54
CUSTOMER RELATIONSHIP MANAGEMENT CRM PROCESSES ..................................................................................54
OPS L3 1-1- CRM - Support & Readiness (CRM – OSR) ...................................................................................55
L3-OPS -1-1-1- Support Customer Interface Management ............................................................................................... 55
L3-OPS -1-1-2- Support Order Handling .......................................................................................................................... 56
L3-OPS -1-1-3- Support Problem Handling ...................................................................................................................... 56
L3-OPS -1-1-4- Support Billing & Collections ................................................................................................................. 57
L3-OPS -1-1-5- Support Retention & Loyalty................................................................................................................... 57
L3-OPS -1-1-6- Support Marketing Fulfillment ................................................................................................................ 58
L3-OPS -1-1-7- Support Selling ........................................................................................................................................ 58
L3-OPS -1-1-8- Support Customer QoS/SLA ................................................................................................................... 59
L3-OPS -1-1-9- Manage Campaign................................................................................................................................... 59
OPS L3 1-2- Customer Interface Management (CRM - FAB).............................................................................60
L3-OPS -1-2-1- Manage Contact....................................................................................................................................... 60
L3-OPS -1-2-2- Manage Request (Including Self Service) ............................................................................................... 61
L3-OPS -1-2-3- Analyze and Report on Customer ............................................................................................................ 61
OPS L3 1-3- Marketing Fulfillment Response (CRM – F) ..................................................................................61
L3-OPS -1-3-1- Issue and distribute marketing collaterals................................................................................................ 62
L3-OPS -1-3-2- Track Leads ............................................................................................................................................. 63
OPS L3 1-4- Selling (CRM – F) ..........................................................................................................................63
L3-OPS -1-4-1- Manage Prospect ..................................................................................................................................... 64
L3-OPS -1-4-2- Qualify and Educate Customer ................................................................................................................ 64
L3-OPS -1-4-3- Negotiate Sales ........................................................................................................................................ 65
L3-OPS -1-4-4- Acquire Customer Data ........................................................................................................................... 65
L3-OPS -1-4-5- Cross/Up Selling...................................................................................................................................... 65
OPS L3 1-5- Order Handling (CRM – F)............................................................................................................66
L3-OPS -1-5-1- Determine PreOrder Feasibility ............................................................................................................... 66
L3-OPS -1-5-2- Authorize Credit ...................................................................................................................................... 66
L3-OPS -1-5-3- Receive PO and Issue Orders................................................................................................................... 67
L3-OPS -1-5-4- Track Order & Manage Jeopardy ............................................................................................................ 67
L3-OPS -1-5-5- Complete Order ....................................................................................................................................... 68
OPS L3 1-6- Problem Handling (CRM – A)........................................................................................................68
L3-OPS -1-6-1- Isolate Problem & Initiate Resolution...................................................................................................... 69
L3-OPS -1-6-2- Report Problem........................................................................................................................................ 69
L3-OPS -1-6-3- Track and Manage Problem..................................................................................................................... 69
L3-OPS -1-6-4- Close Problem ......................................................................................................................................... 70
OPS L3 1-7- Customer QoS/SLA Management (CRM – A).................................................................................70
L3-OPS -1-7-1- Assess Customer QoS Performance......................................................................................................... 71
L3-OPS -1-7-2- Manage QoS/SLA Violation.................................................................................................................... 71
L3-OPS -1-7-3- Manage Reporting ................................................................................................................................... 72
OPS L3 1-8- Billing & Collections Management (CRM – B)..............................................................................72
L3-OPS -1-8-1- Manage Customer Bill Inquiries.............................................................................................................. 72

Page xx eTOM Business Process Framework, Addendum D
L3-OPS -1-8-2- Apply Pricing, Discounting & Rebate......................................................................................................73

L3-OPS -1-8-3- Create & Deliver Bill ...............................................................................................................................74
L3-OPS -1-8-4- Manage Customer Billing ........................................................................................................................74
L3-OPS -1-8-5- Manage Collection ...................................................................................................................................75
OPS L3 1-9- Retention & Loyalty (CRM – FAB) ................................................................................................ 75
L3-OPS -1-9-1- Establish & Terminate Customer Relationship ........................................................................................75
L3-OPS -1-9-2- Build Customer Insight ............................................................................................................................76
L3-OPS -1-9-3- Analyze and Manage Customer Risk .......................................................................................................77
L3-OPS -1-9-4- Personalize Customer Profile for Retention & Loyalty............................................................................77
L3-OPS -1-9-5- Validate Customer Satisfaction ................................................................................................................78
CHAPTER 2 OPS L3- SERVICE MANAGEMENT & OPERATIONS PROCESSES (SM&O).............................................. 79
OPS L3 2-1- SM&O Support & Readiness (SM&O – OSR) ............................................................................... 80
L3-OPS -2-1-1- Manage Service Inventory .......................................................................................................................80
L3-OPS -2-1-2- Enable Service Configuration & Activation.............................................................................................80
L3-OPS -2-1-3- Support Service Problem Management ....................................................................................................81
L3-OPS -2-1-4- Enable Service Quality Management .......................................................................................................81
L3-OPS -2-1-5- Support Service & Specific Instance Rating ............................................................................................82
OPS L3 2-2- Service Configuration & Activation (SM&O – F).......................................................................... 82
L3-OPS -2-2-1- Design Solution........................................................................................................................................83
L3-OPS -2-2-2- Allocate Specific Resources to Services ..................................................................................................84
L3-OPS -2-2-3- Track & Manage Work Orders.................................................................................................................84
L3-OPS -2-2-4- Implement & Configure Service ..............................................................................................................85
L3-OPS -2-2-5- Test Service End-to-End ..........................................................................................................................85
L3-OPS -2-2-6- Activate Service .......................................................................................................................................86
OPS L3 2-3- Service Problem Management (SM&O – A) .................................................................................. 86
L3-OPS -2-3-1- Evaluate & Qualify Problem ....................................................................................................................87
L3-OPS -2-3-2- Diagnose Problem ....................................................................................................................................88
L3-OPS -2-3-3- Plan & Assign Resolution ........................................................................................................................88
L3-OPS -2-3-4- Track & Manage Resolution ....................................................................................................................89
L3-OPS -2-3-5- Close & Report.........................................................................................................................................90
OPS L3 2-4- Service Quality Management (SM&O – A).................................................................................... 90
L3-OPS -2-4-1- Monitor Service Quality...........................................................................................................................91
L3-OPS -2-4-2- Analyze Service Quality...........................................................................................................................92
L3-OPS -2-4-3- Improve Service .......................................................................................................................................92
L3-OPS -2-4-4- Identify & Report Service Constraints .....................................................................................................93
OPS L3 2-5- Service & Specific Instance Rating (SM&O – B)........................................................................... 93
L3-OPS -2-5-1- Mediate Usage Records............................................................................................................................94
L3-OPS -2-5-2- Rate Usage Records .................................................................................................................................94
L3-OPS -2-5-3- Analyze Usage Records ...........................................................................................................................94
CHAPTER 3 OPS L3- RESOURCE MANAGEMENT & OPERATIONS (RM&O) PROCESSES ......................................... 95
OPS L3 3-1- RM&O Support & Readiness (RM&O – OSR) .............................................................................. 96
L3-OPS -3-1-1- Enable Resource Provisioning (RM&O – OSR) ......................................................................................96
L3-OPS -3-1-2- Enable Resource Performance Management (RM&O – OSR).................................................................97
L3-OPS -3-1-3- Support Resource Trouble Management (RM&O – OSR).......................................................................98
L3-OPS -3-1-4- Enable Resource Data Collection & Processing (RM&O – OSR) ...........................................................99
L3-OPS -3-1-5- Manage Resource Inventory (RM&O – OSR) .........................................................................................99
L3-OPS -3-1-6- Manage Workforce (RM&O –OSR) ......................................................................................................100
L3-OPS -3-1-7- Manage Logistics ...................................................................................................................................101
OPS L3 3-2- Resource Provisioning (RM&O – F) ........................................................................................... 101
L3-OPS -3-2-1- Allocate & Deliver Resource (RM&O – F)............................................................................................102
L3-OPS -3-2-2- Configure & Activate Resource (RM&O – F) .......................................................................................103
L3-OPS -3-2-3- Test Resource (RM&O – F) ...................................................................................................................103
L3-OPS -3-2-4- Collect, Update & Report Resource Configuration Data (RM&O – F)..................................................103
OPS L3 3-3- Resource Trouble Management (RM&O – A).............................................................................. 104
L3-OPS -3-3-1- Survey & Analyze Resource Trouble (RM&O – A) ..............................................................................104
L3-OPS -3-3-2- Localize Resource Trouble (RM&O – A) ..............................................................................................105
L3-OPS -3-3-3- Correct & Recover Resource Trouble (RM&O – A)..............................................................................105
L3-OPS -3-3-4- Track & Manage Resource Trouble (RM&O – A).................................................................................106
L3-OPS -3-3-5- Report Resource Trouble (RM&O – A) .................................................................................................107
L3-OPS -3-3-6- Close Resource Trouble (RM&O – A)...................................................................................................107
OPS L3 3-4- Resource Performance Management (RM&O – A)...................................................................... 107

eTOM Business Process Framework, Addendum D Page xxi
L3-OPS -3-4-1- Monitor Resource Performance (RM&O –A)........................................................................................ 108

L3-OPS -3-4-2- Analyze Resource Performance (RM&O – A) ...................................................................................... 108
L3-OPS -3-4-3- Control Resource Performance (RM&O – A) ....................................................................................... 109
L3-OPS -3-4-4- Report Resource Performance (RM&O – A)......................................................................................... 110
OPS L3 3-5- Resource Data Collection & Processing (RM&O – AB)..............................................................110
L3-OPS -3-5-1- Collect Resource Data (RM&O – AB) .................................................................................................. 111
L3-OPS -3-5-2- Process Resource Data (RM&O – AB) ................................................................................................. 111
L3-OPS -3-5-3- Report Resource Data (RM&O – AB)................................................................................................... 112
L3-OPS -3-5-4- Audit Resource Usage Data (RM&O – AB).......................................................................................... 112
CHAPTER 4 OPS L3- SUPPLIER/PARTNER RELATIONSHIP MANAGEMENT (S/PRM) PROCESSES ...........................112
OPS L3 4-1- S/PRM Support & Readiness (S/PRM – OSR)..............................................................................113
L3-OPS -4-1-1- Support S/P Requisition Management ................................................................................................... 114
L3-OPS -4-1-2- Support S/P Problem Reporting & Management ................................................................................... 114
L3-OPS -4-1-3- Support S/P Performance Management ................................................................................................. 114
L3-OPS -4-1-4- Support S/P Settlements & Billing Management................................................................................... 115
L3-OPS -4-1-5- Support S/P Interface Management ....................................................................................................... 115
OPS L3 4-2- S/P Requisition Management (S/PRM – F) .................................................................................116
L3-OPS -4-2-1- Select Supplier/Partner .......................................................................................................................... 117
L3-OPS -4-2-2- Determine S/P Pre-Requisition Feasibility ............................................................................................ 117
L3-OPS -4-2-3- Place S/P Requisition............................................................................................................................. 117
L3-OPS -4-2-4- Receive & Accept S/P Product .............................................................................................................. 118
OPS L3 4-3- S/P Problem Reporting & Management (S/PRM – A)..................................................................119
L3-OPS -4-3-1- Report Problem to S/P ........................................................................................................................... 119
L3-OPS -4-3-2- Receive & Notify Problem from S/P ..................................................................................................... 119
L3-OPS -4-3-3- Manage S/P Problem Resolution ........................................................................................................... 120
OPS L3 4-4- S/P Performance Management (S/PRM – A)................................................................................120
L3-OPS -4-4-1- Monitor & Control Service Performance............................................................................................... 121
L3-OPS -4-4-2- Restore S/P Service Performance .......................................................................................................... 121
L3-OPS -4-4-3- Monitor S/P Performance ...................................................................................................................... 121
OPS L3 4-5- S/P Settlements & Billing Management (S/PRM – B) ..................................................................122
L3-OPS -4-5-1- Manage Account.................................................................................................................................... 122
L3-OPS -4-5-2- Receive & Assess Invoice ..................................................................................................................... 123
L3-OPS -4-5-3- Negotiate & Approve Invoice................................................................................................................ 123
L3-OPS -4-5-4- Issue Settlement Notice & Payment ...................................................................................................... 123
OPS L3 4-6- S/P Interface Management (S/PRM – FAB) .................................................................................123
L3-OPS -4-6-1- Manage S/P Requests (Including Self Service) ..................................................................................... 124
L3-OPS -4-6-2- Analyze & Report S/P Interactions ......................................................................................................... 124
BRIEF DESCRIPTIONS........................................................................................................................................127

Page xxii eTOM Business Process Framework, Addendum D
Table of Figures and Tables
Figure 1: Customer Relationship Management decomposition into level 2 processes .................. 6
Figure 2: Service Management & Operations decomposition into level 2 processes ................... 10
Figure 3: Resource Management & Operations decomposition into level 2 processes................ 13
Figure 4: Supplier/Partner Relationship Management decomposition into level 2 processes ..... 16
Figure 5: Marketing & Offer Management decomposition into level 2 processes.......................... 20
Figure 6: Service Development & Management decomposition into level 2 processes................ 23

Figure 7: Resource Development & Management decomposition into level 2 processes ............ 25
Figure 8: Supply Chain Development & Management decomposition into level 2 processes...... 28
Figure 9: Strategic & Enterprise Planning decomposition into level 2 processes......................... 33
Figure 10: Enterprise Risk Management decomposition into level 2 processes ........................... 36
Figure 11: Enterprise Effectiveness Management decomposition into level 2 processes ............ 41
Figure 12: Knowledge & Research Management decomposition into level 2 processes .............. 44
Figure 13: Financial & Asset Management decomposition into level 2 processes........................ 46
Figure 14: Stakeholder & External Relations Management decomposition into level 2
processes ...................................................................................................................................... 48
Figure 15: Human Resources Management decomposition into level 2 processes ...................... 51
Figure 16: Customer Relationship Management decomposition into level 2 processes .............. 54
Figure 17: CRM Support & Readiness decomposition into level 3 processes ............................... 55
Figure 18: Customer Interface Management decomposition into level 3 processes ..................... 60
Figure 19: Marketing Fulfillment Response decomposition into level 3 processes ...................... 62
Figure 20: Selling decomposition into level 3 processes................................................................. 63
Figure 21 Order Handling decomposition into level 3 processes.................................................... 66
Figure 22: Problem Handling decomposition into level 3 processes.............................................. 68
Figure 23: Customer QoS/SLA Management decomposition into level 3 processes .................... 70
Figure 24: Billing & Collections Management decomposition into level 3 processes................... 72
Figure 25: Retention and Loyalty decomposition into level 3 processes ....................................... 75
Figure 26: Service Management & Operations decomposition into level 2 processes ................. 79
Figure 27: SM&O Support & Readiness decomposition into level 3 processes............................. 80
Figure 28: Service Configuration & Activation decomposition into level 3 processes ................. 83
Figure 29: Service Problem Management decomposition into level 3 processes.......................... 87
Figure 30: Service Quality Management decomposition into level 3 processes............................ 91

eTOM Business Process Framework, Addendum D Page xxiii
Figure 31: Service & Specific Instance Rating decomposition into level 3 processes .................. 94
Figure 32: Resource Management & Operations decomposition into level 2 processes .............. 96
Figure 33: RM&O Support & Readiness decomposition into level 3 processes............................. 96
Figure 34: Resource Provisioning decomposition into level 3 processes .................................... 101
Figure 35: Resource Trouble Management decomposition into level 3 processes...................... 104
Figure 36: Resource Performance Management decomposition into level 3 processes ............. 108
Figure 37: Resource Data Collection & Processing Decomposition into level 3 processes ....... 111

eTOM Business Process Framework, Addendum D Page 1
Preface
eTOM Business Process

Framework
The eTOM Business Process Framework has grown to include a number of

components. The overall eTOM document set includes:
A main document (GB921) that provides an overview of the

eTOM Business Process Framework, from both Intra-Enterprise
and Inter-Enterprise viewpoints, and describes the main structural
elements and approach
An Addendum (GB921D) describing the Service Provider

enterprise processes and sub-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 eTOM framework to the level of detail
agreed for use by the industry.
An Addendum (GB921F) describing selected process flows at

several levels of view and detail that provides end-to-end insight
into the application of eTOM.
An Addendum (GB921B) describing the implications and impact

of ebusiness for service providers and their business
relationships, and how eTOM supports them, including a
description of handling of business to business Interactions by
eTOM. Associated with this is a separate Application Note
(GB921C) describing a Business Operations Map for processes
involved in business to business interaction
A separate Application Note (GB921L) that shows how eTOM can

be used to model the ITIL processes
Note:
Addenda are adjuncts to the main document that are presented separately, to
avoid a single document becoming cumbersome due to its size.
Annexes and Appendices both allow material to be removed from a document

body, so that the reader is not distracted from the document flow by too much

Page 2 eTOM Business Process Framework, Addendum D
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 represents 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 normative 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 particular
context or area of application. They are non-normative as they provide
information and guidance only within the area concerned.

Introduction
This document stands as an Addendum to the "Enhanced Telecom

Operations Map® (eTOM) The Business Process Framework for the
Information and Communications Services Industry", GB921 Version 4.0. It
provides further detail concerning the eTOM through definition of the process
elements within the eTOM Business Process Framework, at several levels of
detail. It should be read in conjunction with the main GB921 document, and
other Addenda (see GB921 for details).
In the main document (GB921 v4.0), the overall eTOM Business Process
Framework was described. In addition, brief descriptions of the Level 1
process groupings of the eTOM Business Process Framework were provided.
This Addendum provides the Level 2 decompositions and descriptions for
each of these high-level process groupings. Each horizontal and vertical Level
1 process grouping is shown with its constituent Level 2 processes, and brief
process descriptions are provided for Level 2 processes in each of the major
process areas: Operations (OPS); Strategy, Infrastructure & Product (SIP);
and Enterprise Management.
This document is organized using the horizontal functional process groupings

as the prime categorization for the SIP and OPS process areas. The
Enterprise process groupings are considered individually.
In addition, Level 3 decompositions and descriptions are provided for Level 2

processes within the OPS (Operations) area of eTOM. The processes that
have been decomposed are those within the CRM (Customer Relationship
Management), the SM&O (Service Management and Operations) RM&O
(Resource Management and Operations) and S/PRM (Supplier/Partner
Relationship Management) Level 1 process areas.
In the eTOM release Version 3.6, a tentative structure was proposed for
Operations Support & Readiness (OSR) vertical end-end process grouping
within the Operation process area, and several processes from OSR had been
redistributed in the Enterprise Management area. In this release, after further
analysis and comment, the Enterprise Management area processes and the
Strategy, Infrastructure & Product (SIP) area processes have been revised
and reorganized.
It is convenient to illustrate all the Level 1 processes within eTOM in a single

diagram, as in the main document (GB921 v4.0). To extend this diagram to
show all the Level 2 processes within each Level 1 process grouping is
possible, but is too graphically complex a picture to be used directly. Once
Level 3 processes are included, a single diagram becomes quite impractical. In
this Addendum, each Level 1 process grouping is therefore shown in isolation,

with its dependant Level 2 processes, and where available, Level 3 processes.
It is to be understood that the aggregation of all these Level 2 processes,
within the overall eTOM structure, represents the totality of the Level 2
processes within the eTOM. Similarly, the aggregation of all component Level
3 processes, within their “parent” Level 2 process, represents the totality of that
Level 2 process, and this pattern is repeated as further levels of decomposition
are exposed.
Note that the process decomposition diagrams used in this Addendum can
include black dots within some of the process boxes. These are not a graphical
error, but are inserted automatically by a process-modeling tool, to indicate
that a further decomposition of that process has been made in the tool.
To aid understanding, each Level 2 and Level 3 process described here has
an associated indication of its positioning within the particular vertical and
horizontal Level 1 process with which it is associated. For example, CRM
Operations Support & Process Management (shown under Customer
Relationship Management Level 2 Process Descriptions, below) has the
indication (CRM-OSR) to indicate it is within the horizontal Customer
Relationship Management process, and the vertical Operations Support &
Readiness process.
Processes have been given a process ID throughout this document. The

format of the numbering scheme work as follow:
aaaaaa.b.XXX.c.d.e where
aaaaaa: This will represent a company specific number. The eTOM

team recognizes the need for a company specific identifier
but has not yet decided upon one specific format (this is for
further study). This field is used to prefix the process ID so
that individual companies may extend and/or change the
processes; and identify the changes with a company
specific identifier.
b: This digit is used to identify the originator of the process It
is set to 1 if the process is the TMF original one, to 2
otherwise
XXXX: These letters (up to 4 letters) are used to identify Level 1
vertical end to end processes in the Operations and
Strategy Infrastructure & Product areas, or the Enterprise
Management area. They are set as follow:
o S for Strategy & Commit,
o I for Infrastructure LifeCycle Management
o P for Product LifeCycle Management,
o O for Operations Support & Readiness,
o F for Fulfillment,
o A for Assurance,

o B for Billing
o E for Enterprise Management
Note that for processes spanning on more than one vertical process, the
combination of letters representing those vertical processes is used.
(Example “Customer Interface Management” uses FAB).
c: Digit representing Level 1 process

d: Digit representing Level 2 process
e: Digit representing Level 3 process
Sections have been numbered throughout this Addendum to assist in locating
individual processes.

Part 1- Operations Level 2 Process

Decomposition
Chapter 1 OPS- Customer

Relationship Management
CRM Processes
Customer Relationship Management (CRM): This horizontal functional

process grouping considers the fundamental knowledge of customers needs
and includes all functionalities necessary for the acquisition, enhancement and
retention of a relationship with a customer. It is about customer service and
support, whether storefront, telephone, web or field service. It is also about
retention management, cross-selling, up-selling and direct marketing for the
purpose of selling to customers. CRM also includes the collection of customer
information and its application to personalize, customize and integrate delivery
of service to a customer, as well as to identify opportunities for increasing the
value of the customer to the
CRM applies to both conventional retail customer interactions, as well as to

wholesale interactions, such as when an enterprise is selling to another
enterprise that is acting as the ‘retailer.
Customer
Relationship
Management
CRM Support & Customer Interface Marketing Selling Order Handling

Readiness Management Fulfillment
Response
Problem Handling Customer Billing & Retention &

QoS/SLA Collections Loyalty
Management Management
Figure 1: Customer Relationship Management decomposition into level 2 processes

OPS 1-1 CRM Support & Readiness
CRM Support & Readiness processes manage classes of products, ensuring

that all CRM processes in Fulfillment, Assurance and Billing are supported and
able to manage interactions with customers promptly and efficiently. They
undertake longer-term trend analysis on product classes in order to establish
the extent to which enterprise targets for these product classes are being
achieved.
These processes support the operational introduction of new product classes

and of additional features and enhancements to existing product classes, and
are responsible for conducting operations readiness testing and acceptance.
They develop the procedures for the specific Fulfillment, Assurance and Billing
processes and keep them up to date. After successful testing, these processes
accept the new or enhanced product class and perform a full-scale introduction
for general availability.
OPS 1-2 Customer Interface Management (CRM –FAB)
Customer Interface Management processes are responsible for managing all

interfaces between the enterprise and potential and existing customers. They
deal with contact management, understanding the reason for contact, directing
customer contacts to the appropriate process, contact closure, exception
management, contact results analysis and reporting. CRM contact may be
related to one or several processes of Service Fulfillment, Service Assurance
(service quality management and trouble or problem management) and Billing
depending on customer enquiries or contacts.
NOTE: Ongoing work on process support for Business-to-Business interaction

may result in some changes to processes that are involved in, or link with,
such interactions. Specifically the Customer Relationship Management (CRM)
the Supply Chain Development and Management and the Supplier/Partner
Relationship Management (S/PRM) process grouping are likely to be
impacted. This work is being examined in a separate Application Note,
GB921B, and where there is impact on existing process descriptions or
structure, this will be reflected in a future eTOM release as appropriate.
OPS 1-3 Marketing Fulfillment Response (CRM - F)
Marketing Fulfillment Response processes are responsible for the issue and
distribution of marketing collateral (i.e., coupon, premium, sample, toys, fliers,
etc.) directly to a customer and the subsequent tracking of resultant leads.
These processes include campaign management activities from lead
generation to product and literature fulfillment, and hand-off of leads to the
selling processes.

OPS 1-4 Selling (CRM - F)
Selling processes are responsible for managing prospective customers, for the
qualification and education of the customer and for matching customer
expectations to the enterprise’s products and services and ability to deliver.
These processes also manage the response to customer RFPs.
OPS 1-5 Order Handling (CRM - F)
Order Handling processes are responsible for accepting and issuing orders.
They deal with pre-order feasibility determination, credit authorization, order
issuance, order status and tracking, customer update on order activities and
customer notification on order completion.
OPS 1-6 Problem Handling (CRM - A)
Problem Handling processes are responsible for receiving trouble reports from
customers, resolving them to the customer’s satisfaction and providing
meaningful status on repair and/or restoration activity to the customer. They
are also responsible for customer contact and support in relation to any
service-affecting problems detected by the resources or through analysis,
including proactively informing the customer and resolving these specific
problems to the customer’s satisfaction.
OPS 1-7 Customer QoS/SLA Management (CRM – A
Customer QoS/SLA Management processes encompass monitoring,

managing and reporting of delivered vs. contractual Quality of Service (QoS),
as defined in the enterprise’s Service Descriptions, customer contracts or
product catalogue. They are also concerned with the performance of the
enterprise and its products and services in relation to its Service Level
Agreements (SLA) for specific product instances, and other service-related
documents. They include operational parameters such as resource
performance and availability, but also encompass performance across all of a
product’s contractual or regulatory parameters, e.g., % Completion on Time for
Order Requests, time to repair commitments, customer contact performance.
Failure to meet a contracted SLA may lead to billing adjustments, which are
handled by Billing and Collections Management.
OPS 1-8 Billing & Collections Management (CRM - B)
Billing & Collections Management processes encompass creating and

maintaining a customer’s billing account, sending bills to customers,
processing their payments, performing payment collections, monitoring the
status of the account balance, and the handling of customer generated or

systems reported billing and payment exceptions. These processes are

accountable for assuring that enterprise revenue is billed and collected.
OPS 1-9 Retention & Loyalty (CRM - FAB)
Retention & Loyalty processes deal with all functionalities related to the
retention of acquired customers, and the use of loyalty schemes in the
potential acquisition of customers. They establish a complete understanding of
the needs of the customer, a determination of the value of the customer to the
enterprise, determination of opportunities and risks for specific customers, etc.
These processes collect and analyze data from all enterprise and customer
contact.
Chapter 2 OPS- Service

Management & Operations
Processes (SM&O)
Service Management & Operations (SM&O): This horizontal functional

process grouping focuses on the knowledge of services (Access, Connectivity,
Content, etc.) and includes all functionalities necessary for the management
and operations of communications and information services required by or
proposed to customers. The focus is on service delivery and management as
opposed to the management of the underlying network and information
technology. Some of the functions involve short-term service capacity planning
for a service instance, the application of a service design to specific customers
or managing service improvement initiatives. These functions are closely
connected with the day-to-day customer experience.
The processes in this horizontal functional process grouping are accountable

to meet, at a minimum, targets set for Service Quality, including process
performance and customer satisfaction at a service level, as well as Service
Cost.
The eTOM framework differentiates day-to-day operations and support from

planning and development and other strategy and lifecycle processes. This
better depicts the structure of an enterprise, especially in an ebusiness era.

Service
Management &
Operations
SM&O Support & Service Service Problem Service Quality Service & Specific
Readiness Configuration & Management Management Instance Rating
Activation
Figure 2: Service Management & Operations decomposition into level 2 processes
OPS 2-1 SM&O Support & Readiness (SM&O - OSR)
SM&O Support & Readiness processes manage classes of services, ensuring

that the appropriate service capacity is available and ready to support the
Fulfillment, Assurance and Billing processes in instantiating and managing
service instances. This includes but is not limited to:
• Managing the Service Inventory
• Applying service capacity rules from Infrastructure Lifecycle

Management processes
• Analyzing availability and quality over time on service classes,

including trend analysis and forecasting
• Demand balancing in order to maintain service capacity and quality
• Maintaining rating and tariff information for service classes
These processes support the operational introduction of new service classes

and the enhancement of existing ones and are responsible for conducting
operations readiness testing and acceptance. They develop the procedures for
the specific Fulfillment, Assurance and Billing processes and keep them up-to-
date. After successful testing, these processes accept the new or enhanced
service class and perform a full-scale introduction for general availability.

OPS 2-2 Service Configuration & Activation (SM&O - F)
Service Configuration & Activation processes encompass the installation and

configuration of the service for customers, including the installation of customer
premises equipment. They also support the re-configuration of the service
(either due to customer demand or problem resolution) after the initial service
installation. This can include modifying capacity and reconfiguring in response
to requests from other providers.
OPS 2-3 Service Problem Management (SM&O - A)
The purpose of the Service Problem Management processes is to respond

immediately to customer-affecting service problems or failures in order to
minimize their effects on customers, and to invoke the restoration of the
service, or provide an alternate service as soon as possible. They encompass
the reporting of problems, making a temporary fix or workaround, isolating the
root cause and finally recovering the complete functionality of the service and
providing information for future enhancements.
OPS 2-4 Service Quality Management (SM&O - A)
The purpose of the Service Quality Management processes encompasses

monitoring, analyzing and controlling the performance of the service perceived
by customers. These processes are responsible for restoring the service
performance for customers to a level specified in the SLA or other service KQI
descriptions as soon as possible.
OPS 2-5 Service & Specific Instance Rating (SM&O - B)
Service & Specific Instance Rating processes manage service events by

correlating and formatting them into a useful format. These processes include
the service level rating of usage information. Investigation of service related
billing event problems is also part of these processes. These processes
provide information on customer-related and Service-related events to other
process areas. This includes reports on non-chargeable Events and
overcharged Events and analysis of Event records to identify fraud and
prevent further occurrences.

Chapter 3 OPS- Resource

(RM&O) Processes
Resource Management & Operations (RM&O): This horizontal functional

process grouping maintains knowledge of resources (application, computing
and network infrastructures) and is responsible for managing all these
resources.(e.g. networks, IT systems, servers, routers, etc.) utilized to deliver
and support services required by or proposed to customers. It also includes all
functionalities responsible for the direct management of all such resources
(network elements, computers, servers, etc.) utilized within the enterprise.
These processes are responsible for ensuring that the network and information
technologies infrastructure supports the end-to-end delivery of the required
services. The purpose of these processes is to ensure that infrastructure runs
smoothly, is accessible to services and employees, is maintained and is
responsive to the needs, whether directly or indirectly, of services, customers
and employees. RM&O also has the basic function to assemble information
about the resources (e.g. from network elements and/or element management
systems), and then integrate, correlate, and in many cases, summarize that
data to pass on the relevant information to Service Management systems, or
to take action in the appropriate resource.
In an ebusiness world, application and computing management are as

important as management of the network resources. Moreover, network,
computing and applications resources must increasingly be managed in a joint
and integrated fashion. To cope with these needs, the eTOM framework
includes the Resource Management & Operations process grouping (together
with the corresponding Resource Development & Management grouping
within SIP), to provide integrated management across these three sets of
resources: applications, computing and network. These areas also encompass
processes involved with traditional Network Element Management, since these
processes are actually critical components of any resource management
process, as opposed to a separate process layer.
The RM&O processes thus manage the complete service provider network
and sub-network and information technology infrastructures.

planning and development, and other strategy and lifecycle processes. This

Resource
Management &
Operations
RM&O Support & Resource Resource Trouble Resource Resource Data

Readiness Provisioning Management Performance Collection &
Management Processing
Figure 3: Resource Management & Operations decomposition into level 2 processes
OPS 3-1 RM&O Support & Readiness (RM&O - OSR
RM&O Support & Readiness processes manage classes of resources,

ensuring that appropriate application, computing and network resources are
available and ready to support the Fulfillment, Assurance and Billing processes
in instantiating and managing resource instances. This includes, but is not
limited to:
• Managing the Resource Knowledgebase
• Configuring the resources and provisioning of logical resources to be

able to support specific service classes
• Analyzing availability and performance over time on resources or

groups of resources, including trend analysis and forecasting
• Demand balancing in order to maintain resource capacity and

performance
• Performing pro-active maintenance and repair activities
These processes support the operational introduction of new resource classes

and the enhancement of existing ones and are responsible for conducting
operations readiness testing and acceptance. They develop the procedures for
the specific Fulfillment, Assurance and Billing processes and keep them up-to-
date. After successful testing, these processes accept the new or enhanced
resource class and perform a full-scale introduction for general availability.
OPS 3-2 Resource Provisioning (RM&O - F)
Resource Provisioning processes encompass allocation and configuration of

resources to individual customer service instances in order to meet the service

requirements. This includes activation as well as testing to ensure the

expected performance of the service.
Responsibilities of the Resource Provisioning processes include, but are not

limited to:
• Verifying whether appropriate resources are available as part of pre-
order feasibility checks
• Allocating the appropriate resources to support the customer service
instance
• Reserving the resources (if required by the business rules) for a given
period of time until the customer confirms the order
• Possibly delivering the physical resource to the central office or
customer premise
• Configuring and activating physical and/or logical resources, as
appropriate
• Testing the resource to ensure the resource is working correctly and
meets the performance requirements implied by the service’s Key
Quality Indicators
• Updating of the Resource Inventory Database to reflect that the
resource is being used for a specific customer.
OPS 3-3 Resource Trouble Management (RM&O - A
Resource Trouble Management processes are responsible for the

management of troubles with allocated resources. The objectives of these
processes are to report resource failures, to isolate the root cause and act to
resolve them.
Responsibilities of the Resource Trouble Management processes include, but

are not limited to:
• Detect, analyze and report Resource Failure Events
• Fault localization analysis
• Correcting Resource Faults
• Resource trouble reporting to amongst others Service Problem
Management processes
• Resource trouble administration to ensure repair activities are
assigned and tracked efficiently
On one hand, resource troubles relate to Problems in the Service and hence
the customer domain. On the other hand, they relate to resource failures,
which are caused by resource faults.
As such, the Resource Trouble Management processes work with resource

failure events received from Resource Data Collection & Processing, resource
quality problem notifications from Resource Performance Management, and
potential resource failure notifications from Support Resource Trouble
Management.

Resource Trouble Management processes perform analysis, decide on the

appropriate actions/responses and carry them out. However these activities
need to interact with the Service Problem Management processes, as the
latter have a view on service impact.
OPS 3-4 Resource Performance Management (RM&O - A)
Resource Performance Management processes encompass monitoring,

analyzing, controlling and reporting on the performance of resources. They
work with basic information received from the Resource Data Collection &
Processing processes.
If the analysis identifies a resource quality problem, information will be passed

to Resource Trouble Management and/or Service Quality Management. The
latter processes are responsible for deciding on and carrying out the
appropriate action/response. This may include requests to the Resource
Performance Management processes to install controls to optimize the
resource performance.
The Resource Performance Management processes will continue to track the

resource performance problem, ensuring that resource performance is
restored to a level required to support services.
Depending on the resource class, the Resource Performance Management

processes might send an abatement message to Resource Trouble
Management once the resource performance problem has been cleared.
OPS 3-5 Resource Data Collection & Processing (RM&O - AB)
Resource Data Collection & Processing processes interact with the resources
to collect usage, network and information technology events and performance
information for distribution to other processes within the enterprise. The
responsibilities also include processing the data through activities such as
filtering, aggregation, formatting and correlation of the collected information
before presentation to other processes. Client processes for this information
perform usage reporting and billing activities, as well as Fault and
Performance analysis of resources and services. These include Resource
Performance Management, Service Quality Management and Service &
Specific Instance Rating.

Chapter 4 OPS- Supplier/Part

ner Relationship
Management (S/PRM)
Processes
Supplier/Partner Relationship Management (S/PRM): This horizontal

functional process grouping supports the core operational processes, both the
customer instance processes of Fulfillment, Assurance and Billing and the
functional operations processes. Supplier/Partner Relationship Management
(S/PRM) processes align closely with a supplier’s or partner’s Customer
Relationship Management processes. The inclusion of distinct
Supplier/Partner Relationship Management processes in the eTOM framework
enables the direct interface with the appropriate lifecycle, end-to-end customer
operations or functional processes with suppliers and/or partners. The
processes include issuing RFPs as part of the buy process, issuing purchase
orders and tracking them through to delivery, mediation of purchase orders as
required to conform to external processes, handling problems, validating billing
and authorizing payment, as well as quality management of suppliers and
partners.
It is important to note that when the enterprise sells its products to a partner or
supplier, this is done through the enterprise CRM processes, which act on
behalf of the supplier or the enterprise in such cases. Supplier/Partner
processes only cover the buying of services by the enterprise.
Supplier/Partner
Relationship
Management
S/PRM Operations S/P Requisition S/P Problem S/P Performance S/P Settlements & S/P Interface
Support & Management Reporting & Management Billing Management
Readiness Management Management
Figure 4: Supplier/Partner Relationship Management decomposition into level 2

processes
NOTE: Ongoing work on process support for Business-to-Business interaction

may result in some changes to processes that are involved in, or link with,
such interactions. Specifically the Customer Relationship Management (CRM)
the Supplier Chain Development Management, the Supplier/Partner
Relationship Management (S/PRM) process groupings are likely to be
impacted. This work is being examined in a separate Application Note,
GB921B, and where there is impact on existing process descriptions or
structure, this will be reflected in a future eTOM release as appropriate.

OPS 4-1 S/PRM Support & Readiness (S/PRM - OSR)
S/PRM Support & Readiness processes are responsible for ensuring that all
necessary facilities related to the interaction with Suppliers and Partners are
ready and functioning. Moreover, these processes are responsible for longer-
term trend analysis and the resolution of problems related to these facilities.
These processes are also responsible for the operational introduction of S/P
products and are responsible for conducting operations readiness testing and
acceptance. These processes develop the procedures for the specific
Fulfillment, Assurance and Billing processes and keep them up-to-date. After
successful testing, these processes accept the new or enhanced product and
perform a full-scale introduction for general availability.
OPS 4-2 S/P Requisition Management (S/PRM - F)
S/P Requisition Management processes manage requisitions with

partners/suppliers to ensure on-time and correct delivery of the product or
service requested by the enterprise. This process interfaces with supplier’s
CRM process Order Handling.
Where several suppliers are available, these processes are responsible for
selecting between the alternative suppliers with whom a relationship exists. A
specification for the service component is received and the range of contracted
suppliers surveyed to select the most cost-effective (cost / time trade-off).
OPS 4-3 S/P Problem Reporting & Management (S/PRM - A)
S/P Problem Reporting & Management processes manage problems

associated with supplier/partner interactions, whether identified within the
enterprise or as notified by the supplier. The processes issue trouble reports or
trouble tickets to supplier and partner organizations within the value chain,
track them, and ensure timely and correct restoration and repair. These S/P
Problem Reporting and Management processes interface with the supplier’s
CRM process of Problem Handling.
OPS 4-4 S/P Performance Management (S/PRM - A)
S/P Performance Management processes track, measure and report supplier

and partner performance and initiate action with the supplier / partner where
this is required to restore performance. These S/P Performance Management
processes interface with the supplier’s CRM process of Customer QoS/SLA
Management.

OPS 4-5 S/P Settlements & Billing Management (S/PRM - B)
For a value network, and particularly for service providers, settlements and
billing management is complex. In many cases, the supplier cost can be the
largest single cost and incorrect settlement or billing can mean the difference
between profit and loss. S/P Settlements & Billing Management processes
manage all settlements and billing for the enterprise, including bill validation
and verification and payment authorization. These S/P Settlements and Billing
Management processes interface with the supplier’s Customer Relationship
Management process of Billing and Collection Management.
OPS 4-6 S/P Interface Management (S/PRM - FAB)
S/P Interface Management processes manage the contacts between the

enterprise and its current or future suppliers/partners for products or services.
These processes are basically contact management and tracking processes.
These S/P Interface Management processes interface with the CRM process
of Customer Interface Management.

Part 2- Strategy, Infrastructure and Product

Level 2 Process Decomposition
Chapter 1 SIP- Marketing &

Offer Management (M&OM)
Processes
Process Identifier: 1.SIP.1
This horizontal functional process grouping focuses on the knowledge of

running and developing the core business for an Information & Communication
Service Provider enterprise. It includes functionalities necessary for defining
strategies, developing new products, managing existing products and
implementing marketing and offering strategies especially suitable for
information and communications products and services.
Marketing and offer management are well known business processes,

especially in the more competitive ebusiness environment, where the rate of
innovation and brand recognition determine success. Although most
companies carry out all these activities, depending upon the size of the
company, they are combined in a variety of ways. These processes are
enabling processes, but also the key processes that are accountable for
commitment to the enterprise for revenue, overall product results and profit
and loss. These processes deal with the creation of product, markets and
channels; they manage market and product strategies, pricing, sales,
channels, new product development (and retirement), marketing
communications and promotion.

Marketing & Offer

Managem ent
Market Strategy & Product & Offer Product & Offer Mar keting
Policy Portfolio Capability Delivery Capability Delivery
Management
Product Sales Pr oduct Marketing

Dev elopment & Dev elopment Communications &
Retirement Pr omotion
Figure 5: Marketing & Offer Management decomposition into level 2 processes
SIP 1-1 Market Strategy & Policy (M&OM - SC)
Process Identifier: 1.S.1.1
Brief description: Enable the development of a strategic view of an

enterprise’s existing and desired market-place
Market Strategy & Policy processes enable the development of a strategic

view of an enterprise’s existing and desired marketplace, activities and aims.
Market segmentation and analysis is performed, to determine an enterprise’s
target and addressable markets, along with the development of marketing
strategies for each market segment or set of target customers. The decision is
made as to which markets the enterprise wants or needs to be in, and how it
plans to enter or grow in these markets and market segments. This will be
achieved through multiple inputs: including Enterprise Strategies, Market
Research and Market Analysis.
SIP 1-2 Product & Offer Portfolio Planning (M&OM - SC)
Process Identifier: 1.I.1.2
Brief description: Develop strategies for products at the portfolio level.
Product & Offer Portfolio Planning processes develop strategies for products at
the portfolio level. The decision is made as to which product types the
enterprise wants or needs to offer, and how it plans to enter or grow in these

sectors. This will be done based on multiple inputs: including Enterprise

Strategies, Market Research and Market Analysis.
SIP 1-3 Product & Offer Capability Delivery (M&OM - ILM)
Brief description: Manage the delivery and build of new or changed Product
& Offer and delivery capabilities within an enterprise.
Based on the Product strategy for the enterprise, the Product & Offer
Capability Delivery processes manage the delivery and build of new or
changed Product & Offer and delivery capabilities within an enterprise. It also
handles their requisite infrastructure, where the technologies, scope or
type/depth of infrastructure is significantly different to that currently employed
in the enterprise: e.g. introduction of Third-generation Mobile Telephony
networks.
SIP 1-4 Marketing Capability Delivery (M&OM - ILM)
Brief description: Manage the delivery and build of new or changed market
capabilities or customer-related capabilities.
Based on the market strategy for the enterprise, the Marketing Capability
Delivery processes manage the delivery and build of new or changed market
capabilities (e.g. on-line channels and sales channels) or customer-related
capabilities (e.g. ability to identify, save, manipulate and retrieve and apply new
types of knowledge about customers). These capabilities are created and
delivered in line with the Market Strategy; for example, one strategy may be to
create more on-line channels to allow for customer self-service.
SIP 1-5 Product & Offer Development & Retirement (M&OM - PLM)
Process Identifier: 1.P.1.5
Brief description: Develop and deliver new products or services and product
or service enhancements and new features, ready for implementation by the
Operations processes.
Product Development & Retirement processes develop and deliver new

products or services and product or service enhancements and new features,
ready for implementation by the Operations processes. Additionally they
handle the withdrawal of product offerings from the marketplace. Product
Development and Retirement processes are project oriented (day to day
management of product offerings are handled by the Operations processes).

The key measures of this process are how effectively are the enterprise’s
products and services broadened and the time to market for new products and
services or features. These processes also manage major product and service
updates and enhancement. Business Case development tracking and
commitment are key elements of this process, as are project management
discipline with defined quality gates.
SIP 1-6 Sales Development (M&OM - PLM)
Brief description: Develop the Sales support and response for new and
existing products and services, as well as existing and potential customers.
Sales Development processes develop the Sales support and response for
new and existing products and services, as well as existing and potential
customers.
Sales Development processes develop product related compensation plans,

define product revenue targets, develop product related sales training, develop
prospective customer identification methodology, develop selling
processes/methods and procedures for new products.
As an aspect of this, Sales Development processes define channels for selling

the enterprise’s products. It develops or ensures development of channel
ability to sell and support products, including negotiating for the specific
channel, defining or updating the account management process, developing
pricing for a specific channel, etc.
SIP 1-7 Product Marketing Communications & Promotion (M&OM - PLM)
Brief description: Develop and manage communications to the market,

prospective and existing customers.
Product Marketing Communications & Promotion processes deal with overall

communication to customers and markets. Product Marketing
Communications processes develop and manage communications to the
market, prospective and existing customers. Communications involves both
the message and the media. Product Marketing Communications can develop
a message and manage its delivery through a bill insert, phone communication
with customers, a magazine advertisement, or any other appropriate
mechanism. Product Marketing Communications develops and manages
interfaces with press/news, e.g., schedules press interviews, manages an
editorial calendar to plan placements, etc.

Product Marketing Promotion on the other hand is the development of specific

promotions to sell products, retain customers, and bring in new customers.
Product Marketing Promotion processes create the promotional campaigns
and advertising to reach the market, customers and channels. They develop
the campaigns and collateral, whether direct mail, newspaper ad, etc. Product
Marketing Promotion processes work with all other processes of Marketing,
Sales and Offer, Brand Management, Market Research and Advertising
Management to design marketing promotions and advertising, to determine
trade show participation and presence, to support product introductions, etc.
Product Marketing Promotions processes interface with Customer
Relationship Management to execute the campaign. One of the key roles of
these processes is to position the product in the market, especially versus
competitive products.
Chapter 2 SIP- Service

Development & Management
(SD&M) Processes
This horizontal functional process grouping focuses on planning, developing

and delivering services to the Operations domain. It includes processes
necessary for defining the strategies for service creation and design, managing
existing services, and ensuring that capabilities are in place to meet future
service demand.
Service
Development &
Management
Service Strategy & Service Capability Service

Planning Delivery Development &
Retirement
Figure 6: Service Development & Management decomposition into level 2 processes
SIP 2-1 Service Strategy & Planning (SD&M - SC)

Brief description: Enable the development of a strategic view and a multi-

year business plan for the enterprise’s services and service directions, and the
parties who will supply the required services.
Service Strategy & Planning processes enable the development of a strategic

view and a multi-year business plan for the enterprise’s services and service
directions, and the parties who will supply the required services. Research &
analysis is performed to determine service targets as well as strategies to
reach the defined targets. This research may be obtained from the external
market, or developed internally through research programs and activities, or
leverage of other internal knowledge. A key input to the service strategy arises
from the enterprise’s market and product portfolio strategy and forecasts. A
focus is placed on the expansion of the existing service capabilities and the
identification of new service capabilities required.
These processes deliver and develop annual and multi-year service plans in
support of products and offers that include volume forecasts, negotiation for
required levels of resources, gaining service development and management
as well as supply chain commitment and executive approval for the plans.
Forecasting of service demand, and capturing of new opportunities, are both

essential to ensure that the enterprise can implement the services necessary
for the future needs of their customers and potential customers.
These processes define the service standards sought, key new service
capabilities required, service support levels and approaches required, service
design elements to be developed, as well as service cost parameters and
targets. These processes also define the policies relating to technical services
and their implementation.
SIP 2-2 Service Capability Delivery (SD&M - ILM)
Brief description: Plan and deliver the total capabilities required to deliver
changes to service.
Service Capability Delivery processes plan and deliver the total capabilities
required to deliver changes to service, as necessary. This involves integration
of capability delivered from within the enterprise, and capability delivered from
a partner/supplier.
Service demand forecasting and capturing of new opportunities, are both

essential to ensure that the enterprise can implement the services necessary
for the future needs of their customers and potential customers.

SIP 2-3 Service Development & Retirement (SD&M - PLM)
Brief description: Develop and deliver new or enhanced service types.
Service Development & Retirement processes are project oriented in that they
develop and deliver new or enhanced service types. These processes include
process and procedure implementation, systems changes and customer
documentation. They also undertake rollout and testing of the service type,
capacity management and costing of the service type. Additionally, they
handle the withdrawal of services that that enterprise no longer offers to
customers. They ensure the ability of the enterprise to deliver service types
according to requirements.
Chapter 3 SIP- Resource

(RD&M) Processes
This horizontal functional process focuses on planning, developing and

delivering the resources needed to support services and products to the
Operations domain. It includes processes necessary for defining the strategies
for development of the network and other physical and non-physical
resources, introduction of new technologies and interworking with existing
ones, managing and of existing resources and ensuring that capabilities are in
place to meet future service needs.
Resource
Development &
Management
Resource Strategy Resource Resource

& Planning Capability Delivery Development &
Retirement
Figure 7: Resource Development & Management decomposition into level 2 processes

SIP 3-1 Resource Strategy & Planning (RD&M - SC)
Brief description: Develop resource strategies, policies and plans for the
enterprise, based on the long-term business, market, product and service
directions of the enterprise.
Resource Strategy & Planning processes develop resource strategies, policies

and plans for the enterprise, based on the long-term business, market, product
and service directions of the enterprise. These processes understand the
capabilities of the existing enterprise infrastructure, capture the requirements
on the infrastructure based on market, product and service strategies of the
enterprise’, manage the capabilities of the suppliers and partners to develop
and deliver new resource capabilities, and define the way that new or
enhanced infrastructure may be deployed.
Research & analysis is performed to determine resource targets as well as

strategies to reach the defined targets. This research may be obtained from
the external market and resource suppliers and partners, or developed
internally through research programs and activities, or leverage of other
internal knowledge. A key input to the resource strategy arises from the
enterprise’s market, product portfolio and service strategy and forecasts. A
focus is placed on the expansion of the existing resource capabilities and the
identification of new resource capabilities required.
These processes deliver and develop annual and multi-year resource plans in
support of services, products and offers that include volume forecasts,
negotiation for required levels of resources, gaining resource development and
management as well as supply chain commitment and executive approval for
the plans.
Forecasting of resource demand, and capturing of new opportunities, are both

essential to ensure that the enterprise can construct and implement the
resources necessary for the future needs of their customers and potential
customers.
These processes define the resource implementation standards sought, key

new resource capabilities required, resource support levels and approaches
required, resource design elements to be developed, as well as resource cost
parameters and targets. These processes also define the policies relating to
technical resources and their implementation.
SIP 3-2 Resource Capability Delivery (RD&M - ILM)
Brief description: Use the capability definition or requirements to deploy new

and/or enhanced technologies and associated resources.

Resource Capability Delivery processes use the capability definition or

requirements to deploy new and/or enhanced technologies and associated
resources.
The objective of these processes is to ensure that network, application and

computing resources are deployed, according to the plans set by Resource
Development. They deliver the physical resource capabilities necessary for the
ongoing operations, and long-term well being of the enterprise, and ensure the
basis on which all resources and services will be built.
Responsibilities of the Resource Capability Delivery processes include, but are

not limited to:
• Planning resource supply logistics (warehousing, transport, etc)
• Planning the Resource Installation
• Contracting and Directing the Resource Construction where needed
• Verifying the Resource Installation
• Handover the Resource Capability to Operations through interactions
with the Manage Resource Class Configuration
Logical network configurations (such as resource elements integration) are as
important to the network resources as the physical aspects. All aspects must
be planned and considered in the design and implementation of the network,
including infrastructure owned by the enterprise, and by supplier/partners,
other physical resources and logical elements.
SIP 3-3 Resource Development & Retirement (RD&M - PLM)
Brief description: Develop new, or enhance existing technologies and

associated resource types, so that new Products are available to be sold to
customers.
Resource Development & Retirement processes develop new, or enhance

existing technologies and associated resource types, so that new Products are
available to be sold to customers. They use the capability definition or
requirements defined by Resource Strategy & Planning They also decide
whether to acquire resources from outside, taking into account the overall
business policy in that respect. These processes also retire or remove
technology and associated resource types, which are no longer required by
the enterprise.
Resource types may be built, or in some cases leased from other SPs or
suppliers. To ensure the most efficient and effective solution can be used,
negotiations on network level agreements with suppliers or partners are
paramount for both building and leasing.

These processes interact strongly with Product and Supply Chain

Development processes.
Chapter 4 SIP- Supply Chain

(SCD&M Processes)
This horizontal functional process focuses on the interactions required by the

enterprise with suppliers and partners, who are involved in maintaining the
supply chain. The supply chain is a complex network of relationships that a
service provider manages to source and deliver products. In the ebusiness
world, companies are increasingly working together with suppliers and
partners (synergistic clusters, coalitions and business ecosystems) in order to
broaden the products they offer and improve their productivity. These
processes ensure that the best suppliers and partners are chosen as part of
the enterprise supply chain. They help to support sourcing decisions made by
the enterprise, and ensure that the capabilities are in place for interaction
between the enterprise and its suppliers and partners. They ensure that the
contribution of suppliers and partners to the supply chain is timely and delivers
the required support, and that their overall performance and contribution is as
good as or better than for vertically integrated enterprises. These processes
include establishing and maintaining all the information flows managing any
mediation required, and financial flows between the provider and supplier.
Supply Chain
Development &
Management
Supply Chain Supply Chain Supply Chain

Strategy & Capability Delivery Development &
Planning Change
Management
Figure 8: Supply Chain Development & Management decomposition into level 2

processes

SIP 4-1 Supply Chain Strategy & Planning (SCD&M - SC)
Brief description: Develop the Supply Chain strategies and policies of the
enterprise.
Supply Chain Strategy & Planning processes develop the Supply Chain
strategies and policies of the enterprise, and the enterprise policies for
supplier/partner engagement and interaction. E.g. the enterprise decides that it
will outsource the supply of all Mobiles Networks. Both the functional
processes, as well as Infrastructure and Product Lifecycle Management
processes, drive the Supply Chain Strategy and Policy processes.
SIP 4-2 Supply Chain Capability Delivery (SCD&M - ILM)
Brief Description: Manage the evaluation of new supplier/partners, to

determine those with the goods and services that best meet the enterprise’s
needs.
Supply Chain Capability Delivery processes manage the evaluation of new

supplier/partners, to determine those with the goods and services that best
meet the enterprise’s needs. These processes also initiate and complete
business agreements with the supply chain, to allow the delivery of business
and technical capabilities required by the enterprise. For example, through
these processes, the enterprise might contract with a supplier of a Third-
generation Mobile Network and put in place links between the IT Systems of
the Supplier and the enterprise, ready to allow specific processes and products
to be developed. Another example might be contracts for the supply of
personal computers or office supplies for the enterprise. Supply Chain
Capability Delivery processes manage the sourcing of infrastructure
components, consumables, etc required to support the capability requirements
of the enterprise, evaluate and select new supplier/partners, and establish
commercial arrangements with selected suppliers/partners. The processes
manage the specific evaluation of new supplier/partners to determine those
with the best capabilities to meet the enterprise’s specific needs (for
infrastructure, consumables, etc), and establish commercial arrangements with
selected suppliers/partners. These processes manage the activities associated
with developing tender documents, running tender processes, gaining
enterprise agreement to tender decisions, and negotiating commercial
arrangements as a result of the tender decisions.
On completion of the contract arrangements, these processes can manage

supply of the contracted goods and services (infrastructure, consumables, etc)
or can ensure that other processes are able to make requisitions against the
contract (e.g. during Fulfillment), according to the appropriate policy and
practices of the enterprise. Managing supply includes tracking of the goods

and services to be supplied, interaction with the Supplier/partner over any

delays or problems, and acceptance on completion of the supply.
These processes are also responsible for the establishment of commercial

agreements between the enterprise and external parties/providers on B2B
frameworks and interactions.
The tender process for the sourcing activity can be used not only for managing
the sourcing of infrastructure of various types, but is also applicable for use in
outsourcing tender processes, and for the sourcing of commodity items used
within a business. The actual depth to which the sourcing process is used is
dependent on such factors as the value of the sourced items. Note that these
processes can also be used for the negotiated agreements between the
enterprise and its competitors as a part of regulated inter-carrier agreements.
While tender processes are not used in such a case, the processes for
determining appropriate commercial arrangements and for gaining enterprise
agreement are used for these regulated and competitive activities.
SIP 4-3 Supply Chain Development & Change Management (SCD&M - PLM)
Brief Description: Support the development of a supply chain, to support

service catalogue extension or modification.
Supply Chain Development & Change Management processes support the

development of a supply chain, to support service catalogue extension or
modification. New suppliers may be required to broaden the services a service
provider offers its customers, to improve performance, for outsourcing and out-
tasking requirements, etc. These project-oriented processes identify new
suppliers or partners, develop agreements and implement with the supplier or
partner. In addition, these processes drive automation and change
management for the supply chain: e.g. new/modified processes and IT
applications may be needed so that Mobile Number Portability can be for
Third-generation Mobiles can be offered. Supply Chain Development &
Change Management processes manage the on-going commercial
arrangements and processes between the enterprise and the selected
supplier/partner, and manage the periodic agreement on specifications for
deliverables within the context of the negotiated commercial agreement.
These processes recognize that the initial commercial arrangements may

need to be varied over the course of the commercial agreement and manage
the processes, which deliver this commercial variation. These processes also
manage regular agreement between the enterprise and the supplier/partner on
product deliverables, their specification, pricing and delivery timetable.
In addition the end-end commercial, delivery and operational processes

between the enterprise and supplier/partner need to be monitored, reviewed
and changed to improve their effectiveness.

These processes particularly apply when the commercial arrangements

between the two parties exist over an extended period, and the commercial
agreement allows for the on-going specification of deliverables within the
period of the commercial agreement. Shorter-term commercial agreements
are unlikely to require the comprehensive level of commercial administration
that these processes bring (but note that S/P Support & Readiness processes
may have a role in this case.

Part 3- Enterprise Management Processes

Level 2 Process Decomposition
The TM Forum does not at this stage intend to completely develop Level 3
and further process decompositions and flows for all Enterprise Management
Level 2 processes. The Enterprise Management processes tend to be
generic in the sense that they are applicable to all enterprises and cross-
industry models may become available which can be used. However, in
some cases the eTOM working team is able to provide Level 3
decompositions based on the knowledge contained within information and
communications service providers’ organizations.
Chapter 1 EM- Strategic &

Enterprise Planning (S&EP)
Processes
Process Identifier: 1.E.1
The Strategic & Enterprise Planning process grouping focuses on the

processes required to develop the strategies and plans for the service
provider enterprise. This process grouping includes the discipline of Strategic
Planning that determines the business and focus of the enterprise, including
which markets the enterprise will address, what financial requirements must
be met, what acquisitions may enhance the enterprise's financial or market
position, etc. Enterprise Planning develops and coordinates the overall plan
for the business working with all key units of the enterprise. These processes
drive the mission and vision of the enterprise. IT Planning for the enterprise is
also a key process within this process grouping. The IT Planning process
directs IT across the enterprise, provides IT guidelines and policies, funding
approval, etc. (note that IT development and management processes are
managed within the Resource Development & Management horizontal
functional process grouping).

Strategic &
Enterprise
Planning
Strategic Business Enterprise

Planning Architecture
Management
Business Gr oup Enterprise

Dev elopment Management
Figure 9: Strategic & Enterprise Planning decomposition into level 2 processes
EM 1-1- Strategic Business Planning (S&EP- EM)
Process Identifier: 1.E.1.1
Brief description: Provide strategic business direction to the enterprise.
Strategic Business Planning processes provide strategic business direction to

the enterprise. These processes encompass all of the functions required to
provide strategic business direction to the enterprise, to create actionable
plans based on the business strategy and to provide high-level program
management of their implementation.
EM 1-2- Business Development (S&EP- EM)
Brief description: Broaden the scope of the enterprise activities through

expansion, or sharpening of the enterprise’s focus through divestment or
outsourcing of non-critical activities.
Business Development processes develop concepts for new revenue

streams, diversification of revenue streams and focusing or broadening of the
customer base via investigating new markets, as well as different products
and services for the enterprise. The focus is on broadening the scope of the
enterprise activities through expansion, or sharpening the enterprise focus
through divestment or outsourcing of non-critical activities. The Marketing &
Offer Management processes are responsible for the development of
markets and products within the existing scope of the enterprise. Business
Development processes understand what processes are critical to the identity

of the enterprise as priority processes and look for higher quality and lower
cost solutions for these high priority processes. In many cases, these
processes would identify the opportunity for a ‘surgical’ outsourcing of a
function or process that is not a priority of the enterprise, or is a process the
enterprise cannot deliver at competitive benchmarks. Business Development
processes are closely related to Strategic Planning. To realize certain
enterprise strategies, Business Development processes manage
investigation of potential merger and acquisition options and facilitate
negotiation and implementation of mergers or acquisitions.
EM 1-3- Enterprise Architecture Management (S&EP- EM)
Brief description: Define, develop, manage and maintain the enterprise

architecture.
Enterprise Architecture Management processes define, develop, manage and

maintain the enterprise architecture, which is the model describing the
enterprise in all its facets. These processes define/select, develop and deploy
the enterprise architecture methodology, which is a framework that identifies
the reference models, their relationships to each other, and the architecture
management processes used to establish and maintain the enterprise
architecture. The framework contains the policies, guidelines, documentation
templates and approaches to be used throughout the enterprise. In addition
Enterprise Architecture Management details the processes used to capture,
modify, communicate, and review the enterprise architecture and manage
exceptions to it. These processes define and select the toolsets used to
capture the enterprise architecture (e.g. UML tools), and develop any
required standards or reference framework to be used with the tools. The
processes define, develop and maintain the repositories and associated
repository meta-models to be used to capture architecture details, and
manage and administer the capture processes.
In addition enterprise architecture management processes define the skill

sets require for architects, develop training programs and manage any
certification process for architects across the enterprise.
Enterprise Architecture Management provides the reference source for the

enterprise Standard Operating Environment that is the collection of
applications, hardware, software and network components that have been
standardized for use across the enterprise.
Lastly, enterprise architecture management provides a point of review for

strategy and tactical/solution architecture, and defines and manages the
review processes.
The business strategies and plans provide a key starting point for the
development and direction provide by the Enterprise Architecture
Management.

Note that enterprise architecture management covers both IT and network

technologies.
The Enterprise Architecture Management processes impact other areas

within the eTOM model, such as Knowledge Management and Process
Architecture Management.
EM 1-4- Group Enterprise Management (S&EP- EM)
Brief description: Plan and manage coordination across business units

within the enterprise, and between the enterprise and its subsidiaries.
Group Enterprise Management processes are responsible for planning and

management of coordination across business units within the enterprise, and
between the enterprise and its subsidiaries (note that similar interactions
concerning outsourcing involving suppliers and partners is handled
elsewhere, through Supply Chain and Supplier/Partner processes). The focus
is on processes concerned with the co-ordination within the enterprise’s own
organization, including subsidiaries, from an Enterprise-wide point of view.
This includes planning and implementation of cross-business unit operations,

harmonization of processes and communication systems; funding and cross-
subsidies, investment for business development; and planning, execution and
management of existing and new business activities.
Chapter 2 EM- Enterprise

Risk Management (ERM)
Processes
The Enterprise Risk Management process grouping focuses on assuring that

risks and threats to the enterprise value and/or reputation are identified, and
appropriate controls are in place to minimize or eliminate the identified risks.
The identified risks may be physical or logical/virtual. Successful risk
management ensures that the enterprise can support its mission critical
operations, processes, applications, communications in the face of a serious
incident, from security threats/violations and fraud attempts.
The Enterprise Risk Management processes deal with issues surrounding

business continuity, security and fraud. Where those risks can be managed
within the context of the enterprise they are managed. However there are
some risks, which are outside of the ability of the enterprise to reduce. In

those circumstances external insurance can give some comfort to the

enterprise, and so the area of insurance management is a key element.
A key aspect of risk management is an independent assessment that the

identified controls are in place and working effectively. This independent
assessment is provided by the Audit Management processes.
In many enterprises the area of credit management can be incorporated

within the Enterprise Risk Management processes. In the information and
communications technology industry, the issuing of credit and credit
assessment is intimately tied with the operational processes surrounding the
identification and management of customers. In the eTOM Business Process
Framework, credit management processes are therefore placed within the
CRM horizontal process grouping.
Enterprise Risk
Management
Business Security Fraud A udit Management Insurance

Continuity Management Management Management
Management
Figure 10: Enterprise Risk Management decomposition into level 2 processes
EM 2-1- Business Continuity Management (ERM - EM)
Brief description: Manage the development of strategies, policies, plans,

organizational roles & responsibilities, and escalation procedures for ensuring
continuation of business processes and activities in the event of serious
and/or sustained interruption
Business Continuity Management processes manage the development of

strategies, policies, plans, organizational roles & responsibilities, and
escalation procedures for ensuring continuation of business processes and
activities in the event of serious and/or sustained interruption. These
processes ensure that appropriate plans and procedures are established and
tested to provide continuous operation, or controlled re-establishment, of key
business processes and activities, to provide for a controlled recovery of
infrastructure capability to normal levels, and for determination of operational
accountability and processes until the abnormal circumstances are resolved.
These processes have four major aspects:
• Business continuity planning which provides for the proactive

planning and testing of business and operational procedure
continuity;

• Infrastructure recovery planning which provides for the pro-active

determination of recovery and backup procedures for all key
infrastructure capabilities, and their proactive testing;
• Serious incident management planning which defines the operational

roles and responsibilities, and proactively defines the operational
procedures and escalation criteria which are initiated when abnormal
operation circumstances occur; and
• Business continuity management methodologies, which ensure

consistent application of business continuity management across the
enterprise.
Note that business continuity management is an extended process structure

which incorporates disaster recovery planning.
Note that serious incident management is used instead of crisis management

as serious disruption can occur to the business through events which would
not normally be classified as a crisis.
EM 2-2- Security Management (ERM - EM)
Brief description: Assess threats to the enterprise and provide capabilities

and controls to minimize the threats identified.
Security Management processes assess threats to the enterprise and provide

capabilities and controls to minimize the threats identified. These processes
are responsible for setting Security Management corporate policies,
guidelines, best practices and auditing for compliance by the enterprise.
Security Management addresses internal and external sources of security
violations.
Security management deals with enterprise exposure to loss of value or

reputation through threats or security violations.
Proactive Security Management processes identify areas of threat to the

enterprise (covering both internal and external sources of threat), and monitor
industry trends and best practice approaches to ensure that the enterprise
remains at the forefront of security management threat minimization. Areas of
threat can be physical (e.g. break-ins or terrorist incident, inappropriate use of
network) or logical (e.g. inappropriate access to and use of information
technology). The processes support the categorization and prioritization of
areas of threat. These processes define the policies, guidelines, practices and
procedures to be followed and provide assistance to the enterprise
operational areas to deploy appropriate physical infrastructure, procedures
and monitoring capabilities.

Reactive Security management processes deal with the establishment of

tools and data collection capabilities to capture details of operation activity,
analysis of monitored activity to detect potential threats/security violations,
and forensic investigations to determine whether the potential threat is
imminent or a security violation has occurred, and the potential or actual
perpetrators.
Security Management processes interface to external security, police and/or

investigative organizations.
These processes strongly interact with Fraud Management and have

common elements and information services and communications specific
elements.
Security Management processes are implemented at many levels of the

enterprise and at the user, system/network, etc. levels.
Note that the actual security monitoring, control and management procedures
and facilities are embedded in the operational infrastructure and processes
defined and deployed within the SIP and Operations process areas.
Note that Audit Management processes provide assurance that the

necessary control structures are in place, and provide an estimate to the
extent to which the procedures are followed and are effective.
EM 2-3- Fraud Management (ERM- EM)
Brief Description: Define Fraud Management corporate policies, guidelines,

best practices and control procedures to be deployed to ensure fraud
minimization within the enterprise.
Fraud Management processes define Fraud Management corporate policies,

guidelines, best practices and control procedures to be deployed to ensure
fraud minimization within the enterprise. Fraud management deals with
enterprise exposure to loss of value or reputation through fraudulent activity,
and covers financial, intellectual property, identity theft, as well as other
aspects.
Proactive Fraud Management processes identify areas of fraud risk within the
enterprise (including internal and external sources of risk), and monitor
industry trends and best practice approaches to ensure that the enterprise
remains at the forefront of fraud management minimization. The processes
support the categorization and prioritization of areas of fraud risk. These
processes define the policies, guidelines, practices and procedures to be
followed and provide assistance to the enterprise operational areas to deploy
appropriate procedures and monitoring capabilities.

Reactive Fraud management processes deals with the establishment of tools

and data collection capabilities to capture details of operation activity, analysis
of monitored activity to detect potential fraudulent concerns, and forensic
investigations to determine whether fraud has occurred, and the perpetrators
of the fraud.
These processes strongly interact with Security Management and have

common elements and information services and communications specific
elements.
Fraud processes are implemented at many levels of the enterprise and at the
user, system/network, etc. levels.
Note that the actual fraud monitoring, control and management procedures
and facilities are embedded in the operational processes defined and
deployed within the Operations process area.
Note that Audit Management processes provide assurance that the

necessary control structures are in place, and provide an estimate to the
extent to which the procedures are followed and are effective.
EM 2-4- Audit Management (ERM- EM)
Brief Description: Provide assurance to senior management and the

enterprise Board that the enterprise processes and controls are effective and
conform to relevant adopted standards.
Audit Management processes provide assurance to senior management and

the enterprise Board that the enterprise operational processes and controls
are effective and conform to relevant adopted standards (which may be
externally imposed or internally adopted). Audit Management processes may
be managed by external independent organizations, or by internal groups
within the enterprise, but in either case are designed to support senior
management/Board assurance. They can also be used proactively to develop
risk assessment methodologies, scoring systems, and advice to operational
groups who are responsible for the operations processes. However, the
assurance role of the processes is more related to reactive assessment.
The processes identify, prioritize and manage audit programs, define the
audit policies and procedures, assess operational activities to ensure
necessary or mandated control structures are in place, and provide an
estimate to the extent to which the procedures are followed and are effective.
The processes ensure that appropriate reports relating to compliance and
capability are provided to senior management/Board within appropriate
defined timeframes. The processes define the audit approach to be used
depending on the circumstances, as well as the risk assessment
methodology and scoring approach to be used.

EM 2-5- Insurance Management (ERM- EM)
Brief description: Assess and manage the insurable risks within an

enterprise.
Insurance Management processes are responsible for assessing and

managing the insurable risks within an enterprise. These processes identify
areas and activities within the enterprise where risk aspects are insurable,
and analyze the cost/benefits of undertaking specific insurance. These
processes provide advice and consultancy to the enterprise relating to
insurance of local activities and programs. These processes manage the
engagement with the external insurance industry, and administer insurance
policies and portfolios. Depending on the nature of the risk being insured, the
Supply Chain Development and Management processes are used to select
an appropriate insurer, in other cases where the number of insurance
providers is small, the negotiation process may be directly managed by these
processes.
Chapter 3 EM- Enterprise

Effectiveness Management,
(EEM) Processes
The Enterprise Effectiveness Management process grouping focuses on

defining and providing the tools, methodologies and training to ensure that the
enterprise processes and activities are managed and run efficiently and
effectively.
Any enterprise has a host of processes which are used to support the
business of the enterprise and its customers and suppliers. By necessity
these processes need to evolve and change over time. Process Management
& Support processes ensure that the enterprise has the capability to
undertake this process evolution.
Across an enterprise many activities occur to expand the capability of the

enterprise to deliver products and services, provide other facilities, deliver
new processes, etc. By the nature of the enterprise these activities are
complex and require a high degree of coordination, often across the
enterprise. Program and project management is a key competence of an
enterprise, and the Program & Project Management processes establish and
maintain this core competence.
Ensuring that the enterprise is both effective and efficient requires that
activities undertaken are done correctly the first time. The Enterprise Quality

Planning & Support processes establish the quality framework to be

employed within the enterprise.
Effective management requires effective measurement, and the Enterprise

Performance Assessment processes provide the control framework for the
establishment and management of appropriate enterprise performance
measures.
Facilities Management & Support processes take care of environmental

aspects within the enterprise's workplace, making sure the workplace facilities
are adequate to guarantee an optimal performance of the employees.
Enterprise
Effectiveness
Management
Process Enterprise Quality Program & Project E nterprise Facilities

Management & Management Management P erformance Management &
S upport Assessment S upport
Figure 11: Enterprise Effectiveness Management decomposition into level 2 processes
EM 3-1- Process Management & Support (EEM - EM)
Brief Description: Define and manage enterprise process management.
Process Management & Support processes define and manage enterprise

process management. These processes define the methodology to be
employed by all process design, process change management or process re-
engineering activities across the enterprise. As a part of this definition the
tools sets, if any, to be used as a part of the process design, process change
management or process re-engineering activity are defined, sourced and
deployed as required across the enterprise. The required skill sets to support
the methodology are defined, appropriate training is developed or arranged,
staff to be trained identified and administration of the training undertaken. Any
certification processes for the process methodologies are managed by these
processes. If the selected methodology requires licensing from external
parties, these processes manage the establishment and maintenance of the
necessary licenses. These processes ensure coordination of distributed
process design, process change management or process re-engineering
activities to ensure that duplication is minimized and that process re-use is
achieved to the maximum extent possible. These processes also define
enterprise policies and guidelines for process management within the
enterprise.

Cost and performance of individual process activities is the accountability of

the operational area using the process. These processes monitor the value of
the overall process management activities to ensure that the enterprise
continues to gain value from using process management. Appropriate reports
on performance at the enterprise level and lower levels are produced by
these processes.
EM 3-2- Enterprise Quality Management (EEM - EM)
Brief description: Define the enterprise quality management policies and the
enterprise model for quality management
Enterprise Quality Management processes define the enterprise quality

management policies and the enterprise model for quality management. They
support all operations and lifecycle processes in the implementation and
control of this model.
Note that quality is actually assessed within each area of the enterprise, but
follows the guidelines defined by this process, which provides a template for
specific applications of quality management in any areas of the Enterprise
EM 3-3- Program & Project Management (EEM – EM)
Brief description: Define and manage the program and project

management methodologies, skills and tools within the enterprise.
Program & Project Management processes define and manage the program
and project management methodologies, skills and tools within the enterprise.
These processes document the program and project methodologies to be
used by all projects within the enterprise, and provide documentation
templates and any project management tools required. The processes select
any tools required to support project and program management, using the
Supply Chain Development & Management processes as required. The skills
sets and required levels of certification, if any, are defined and managed by
these processes. If used, these processes may develop and manage an
enterprise repository of program and project information. Metrics associated
with program and project management are defined, collected and analyzed
by these processes.
Note that projects are actually managed within other areas of the enterprise
but follow the guidelines defined by this process, which provides a template
for specific applications of Program & Project Management in any area of the
enterprise.

EM 3-4- Enterprise Performance Assessment (EEM – EM)
Brief Description: Check that the goals defined for the enterprise are on
track and being met.
Enterprise Performance Assessment processes check that the goals defined

for the enterprise are on track and being met. These processes provide
regular reporting to senior management and the Board on the status of all
defined performance metrics on a regular basis (usually monthly). The
processes define and determine the most appropriate performance
measures, collect and analyze the associated data and produce summary
reports. The measures may be internally developed, or may be based on
externally produced or collected measures. Examples of external measures
could be customer satisfaction surveys, within or across market segments, or
benchmarking studies of particular aspects of the enterprise performance.
Examples of internal performance measures can be based on financial
performance (i.e. progress against budget), operational process performance
based metrics, or employee related measures such as employee opinion
surveys.
The Enterprise Performance Assessment processes produce the enterprise

Balanced Scorecard.
These processes establish and administer relationship with external survey

companies if required to provide external measures or assist in developing
internal measures.
Note that performance is actually assessed within each area of the

enterprise, but follows the guidelines defined by this process, which provides
a template for specific applications of Performance Assessment in any areas
of the Enterprise.
EM 3-5- Facilities Management & Support (EEM – EM)
Brief description: Take care of environmental aspects within the enterprise's

workplace.
Facilities Management & Support processes take care of environmental

aspects within the enterprise's workplace, making sure the workplace facilities
are adequate to guarantee the optimal performance of the employees

Chapter 4 EM- Knowledge &

Research Management
(KRM)
The Knowledge and Research Management process grouping performs

knowledge management and research management within the enterprise
including evaluation of potential technology acquisitions.
Knowledge &
Research
Management
K nowledge Research Technology

Management Management S canning
Figure 12: Knowledge & Research Management decomposition into level 2 processes
EM 4-1- Knowledge Management (KRM-EM)
Brief Description: Manage the tacit and explicit knowledge contained with
the enterprise.
Knowledge Management processes are responsible for managing the tacit

and explicit knowledge contained with the enterprise. This includes
establishing processes and capabilities to ensure that all staff have the
necessary knowledge available to them to be effective in their work, and to
ensure that knowledge captured through work activities is retained and made
available as required across the enterprise. Some examples of knowledge
management processes include processes associated with patent
management, Intellectual Property Rights management, standards for
information and information capture and storage, assigning and providing
direction for data stewardship, minimizing instances of the same data, etc.
Other processes examples include establishment of policies and managing
establishment of enterprise portals and intranet capabilities.

EM 4-2- Research Management (KRM - EM)
Brief description: The Research Management processes plan and prioritize

research and development activities within the enterprise.
The Research Management processes plan and prioritize research and

development activities within the enterprise. These processes identify and
evaluate the business value of R&D investment. These processes manage
the commitment of financial and other resources to the pursuit of areas of
R&D, and management of R&D programs and ongoing assessment of their
value and priority. These processes cooperates with Technology Acquisition
for corporate-level decisions on “make vs. buy” concerning internal or external
Research & Development investment.
EM 4-3- Technology Scanning (KRM - EM)
Brief Description: Perform scanning and initial assessment of emerging

technology from external sources for the enterprise.
Technology Scanning processes perform scanning and initial assessment of

emerging technology from external sources for the enterprise. This includes
identification and evaluation of potential technologies, and sources of
technologies, and comparison with the “in-house” research capabilities. It also
includes determining the business value of potential technology acquisitions,
and provides an initial assessment of any financial or other commitments to
actually acquire specific technologies where this is appropriate.
These processes cooperates with Research Management processes for

corporate-level decisions on “internally develop vs. buy” concerning emerging
technology, by providing expert assessment assistance in making decision.
Any sourcing of the proposed technology is delivered through the Supply
Chain Capability Delivery processes
Chapter 5 EM- Financial &

Asset Management (F&AM)
Processes
The Financial & Asset Management (F&AM) process grouping focuses on

managing the finances and assets of the enterprise. Financial Management
processes include Accounts Payable, Accounts Receivable, Expense

Reporting, Revenue Assurance, Payroll, Book Closings, Tax Planning and

Payment etc. Financial Management processes collect data, report and
analyze the results of the enterprise. They are accountable for overall
management of the enterprise income statement. Asset Management
processes set asset policies, track assets and manage the overall corporate
balance sheet.
Financial & Asset

Management
Financial Asset P rocurement

Management Management Management
Figure 13: Financial & Asset Management decomposition into level 2 processes
EM 5-1- Financial Management (F&AM - EM)
Brief Description: Manage the financial management aspects of the

enterprise.
Financial Management processes manage the financial aspects of the

enterprise such as Treasury, Banking, Payroll, Financial Planning, Auditing
and Accounting Operations functions, e.g., Accounts Receivable and
Payable. These processes are accountable for the financial health of the
enterprise, managing cash flow, auditing for compliance to financial and
expense policies, etc.
EM 5-2- Asset Management (F&AM - EM)
Brief Description: Manage all financial and policy aspects of the physical
assets of the enterprise
Asset Management processes manage all financial and policy aspects of the
physical assets of the enterprise (corporate real-estate, fleets, infrastructure,
stocks, consumables, etc.); they set asset management policies, track assets
using physical asset recording systems and manage the overall corporate
balance sheet.

For each managed corporate asset, these processes plan for future needs
and coordinate with the Supply Chain Development & Management
processes for all aspects related to purchasing.
EM 5-3- Procurement Management (F&AM - EM)
Brief Description: Define corporate procurement and logistics policies and

rules, for all purchases, warehousing, transport, stock level management and
physical resource distribution, and supervise their application.
Procurement Management processes define corporate procurement and

logistics policies and rules, for all purchases, warehousing, transport and
physical resource distribution, and supervise their application. These
processes manage and control the acceptance of goods from suppliers and
any transport arrangements to deliver the goods to either warehouses or site.
They define the warehousing structure (centralized and/or distributed) and the
associated management policies to be applied to purchased goods. The
logistics/transport processes develop policies related to transport of
purchased material to warehousing, to site, etc. The stock/inventory
management processes, in conjunction with Asset Management processes
which provide the inventory information resource, develop corporate policies
relating to locations of, and levels of, stock/inventory holdings. These
processes also manage the processes associated with the return of faulty
goods for repair.
Chapter 6 EM- Stakeholder &

External Relations
Management (S&ER)
Processes
The Stakeholder & External Relations Management processes grouping

focus on managing the enterprise's relationship with stakeholders and outside
entities. Stakeholders include shareholders, employee organizations, etc.
Outside entities include regulators, local community and unions. Some of the
processes within this grouping are Shareholder Relations, External Affairs,
Labor Relations and Public Relations.

Stakeholder &
External
Relations
Managem ent
Corporate Shareholder Legal

Communications & Relations Management
Image Management
Management
Community Regulatory Board &

Relations Management Shares/Securities
Management Management
Figure 14: Stakeholder & External Relations Management decomposition into level 2
processes
EM 6-1- Corporate Communications & Image Management (S&ER - EM)

(S&ER - EM)
Brief description: Communicate the required messages to the market and

industry about the overall enterprise, and handle enquiries and other
interactions with the mass media.
Corporate Communications & Image Management processes are responsible

for communicating the required messages to the market and industry about
the overall enterprise. These include promotion of the desired corporate
image for the enterprise and its general business and products. Areas such
as sponsorship, corporate-level advertising and general contact with industry
bodies, and government and regulatory agencies, are addressed here. These
processes also assign spokespeople for marketing topics and any corporate
issues, develop specific messages for topics of concern to the enterprise,
manage message release approval, manage media interactions with
spokespeople, and monitor market reaction to messages and implement any
necessary changes or adaptations.
EM 6-2- Community Relations Management (S&ER - EM)
Brief description: Ensure the enterprise’s position within the community, or

communities, within which it operates.

Community Relations Management processes are responsible for ensuring

the enterprise’s position within the community, or communities, within which it
operates. This includes local activities with, and financial and other support
for, schools, libraries, hospitals, emergency services, etc; concern for the
immediate environment; visibility at local events; etc. This area also
communicates the desired messages about the enterprise to the community
that the enterprise operates within, as well as to employees from a global
enterprise standpoint. These processes also handle contact with customer
interest groups and customer representatives, as well as dealing with public
relations and community relations contacts made to the enterprise. These
processes also influence the privacy policy for the enterprise.
EM 6-3- Shareholder Relations Management (S&ER - EM)
Brief description: Manage the relationship between the enterprise and its
shareholders.
Shareholder Relations Management processes manage the relationship

between the enterprise and its shareholders, consistent with all business,
financial, legal, and regulatory requirements. This includes incoming and
outgoing communication with shareholders.
Also included in these processes are the management and administration of

employee share and/or option plans. Note that the structure and level of
employee share and/or option plans is determined within the HR Policies and
Practices processes.
EM 6-4- Regulatory Management (S&ER - EM)
Brief description: Ensure that the enterprise complies with all existing
government regulations
Regulatory Management processes ensure that the enterprise complies with

all existing government regulations. Additionally, this process is responsible
for legally influencing pending regulations and statutes for the benefit of the
enterprise and to inform the enterprise of potential consequences of pending
legislation or regulations. In addition, these processes are responsible for
tariff filings as required.
EM 6-5- Legal Management (S&ER - EM)

Brief description: Ensure that the enterprise complies with all relevant legal
requirements.
Legal Management processes are responsible for ensuring that the

enterprise complies with all relevant legal requirements, including due
diligence. They are also responsible for carrying out legal requests within the
enterprise, supporting the enterprise by providing legal advice related to
business decisions, and proactively notifying the enterprise of relevant
changes or trends that can effect the legal environment that the enterprise
operates within. These processes deal with any legal action taken on behalf
of or against the enterprise.
EM 6-6- Board & Shares/Securities Management (S&ER - EM)
Brief description: Manage all activities associated with Board administration

and securities regulation.
The Board & Shares/Securities Management processes manage all activities

associated with Board administration and securities regulation. The Board
Management processes manage Board related activities, and communication
of Board decisions throughout the enterprise as required. Shares/Securities
Management manages all activities associated with securities/shares of the
enterprise and any securities/company regulations impacting on the
company, including the administration and management of continuous
disclosure/announcements to the securities exchange and/or
securities/company regulator. These processes manage all activities
associated with modifying the capital/equity structure of the enterprise,
including all logistics functions associated with approaching the market for
capital/increased equity. These processes manage and administer the
enterprise’s share/stock registry.
Chapter 7 EM- Human

Resources Management
(HR) Processes
The Human Resources Management process grouping provides the human

resources infrastructure for the people resources that the enterprise uses to
fulfill its objectives.
For example, Human Resources Management processes provide salary

structures by level, coordinate performance appraisal and compensation

guidelines and set policies in relation to people management, employee

benefit programs, etc.
Moreover it supports the definition of the organization of the enterprise and

coordinates its reorganizations.
Note that Human Resources Management processes are concerned with

preparing people to carry out their assigned tasks (e.g., organizing training,
remuneration, recruiting, etc.). The actual assignment of specific tasks is the
responsibility of Work Force Management processes.
Human
Re sources
Management
HR Policies & Organization W orkforce Strategy W orkforce Employee & Labor

Practices Development Development Relations
Management
Figure 15: Human Resources Management decomposition into level 2 processes
EM 7-1- HR Policies & Practices (HR - EM)
Brief description: Support people management throughout the enterprise.
HR Policies & Practices include the processes that support people

management throughout the enterprise, e.g., performance appraisal,
remuneration policies, remuneration levels, allowances, benefits,
occupational health and safety, equal employment opportunity, compensation
guidelines, code of conduct, hiring and termination guidelines, employee
satisfaction measurement and management, etc.
EM 7-2- Organization Development (HR – EM)
Brief description: Support the definition of the organization of the enterprise

and coordinate its reorganizations.
Organization Development processes support the definition of the

organization of the enterprise and coordinate its reorganizations. These
processes can apply for the overall organization, can define the organization
of single business units, or at least can ensure coherency and/or guarantee

support to specific processes defining the organization of single business

units elsewhere within the enterprise.
EM 7-3- Workforce Strategy (HR - EM)
Brief description: Drives overall enterprise workforce strategies, including

their development and execution at the individual business unit level.
Workforce Strategy processes drives overall enterprise workforce strategies,

including their development and execution at the individual business unit
level. Workforce Strategy processes include understanding the requirements
of the business and defining the competencies and skills required of the
human resources. The processes define the requirements for competency
modeling, application of profiling, overall job design, approach to employee
satisfaction, etc. These processes create the strategies needed to ensure that
the correct type, quantity and quality of employees will be available in right
locations for future business. These processes, working with all areas of the
enterprise, determine the changes required in the enterprise’s workforce and
the strategies required to make the necessary changes.
EM 7-4- Workforce Development (HR - EM)
Brief description: Develop employees to meet the needs of the business.
Workforce Development processes focus on development of employees to

meet the needs of the business. These processes include competency
modeling, skills assessment, job and employee strength profiling, succession
planning, training development and delivery, career development, work
design, employee recruitment, etc. These processes support both the overall
enterprise and the needs of individual business units or functions.
EM 7-5- Employee & Labor Relations Management (HR - EM)
Brief description: Manage relationships with employees at an enterprise

and employee group level.
Employee & Labor Relations Management processes focus on relationships

with employees at an enterprise and employee group level. Labor Relations
processes include definition of terms of employment, labor contracts
development, union contract negotiations, arbitration management, etc.
Employee Relations processes cover a variety of processes, e.g., counseling

programs, interface to employee groups, employee involvement in the

community and charities in the name of the company, etc.

Part 4- Operations Level 3 Process

Decompositions
Customer Relationship
Management CRM
Processes
Process Identifier: 1.OFAB.1
This horizontal functional process grouping considers the fundamental

knowledge of customers needs and includes all functionalities necessary for
the acquisition, enhancement and retention of a relationship with a customer.
It is about customer service and support, whether storefront, telephone, web
or field service. It is also about retention management, cross-selling, up-
selling and direct marketing for the purpose of selling to customers. CRM also
includes the collection of customer information and its application to
personalize, customize and integrate delivery of service to a customer, as
well as to identify opportunities for increasing the value of the customer to the
CRM applies to both conventional retail customer interactions, as well as to

wholesale interactions, such as when an enterprise is selling to another
enterprise that is acting as the ‘retailer’.
Custom er
Relationship
Managem ent
Mar keting Billing &

CRM Support & Fulf illment Selling Or der Handling Collections
Readiness Response Management
Customer Interface Retention & Pr oblem Handling Customer

Management Loyalty QoS/SLA
Management
Figure 16: Customer Relationship Management decomposition into level 2 processes

OPS L3 1-1- CRM - Support & Readiness (CRM – OSR)
Process Identifier: 1.O.1.1
Brief description: CRM Support & Readiness processes manage classes of

products, ensuring that all CRM processes in Fulfillment, Assurance and
Billing are supported and able to manage interactions with customers
promptly and efficiently.
CRM Support &

Readiness
Support Customer Support Order Support Problem Support Billing & Support Retention
Interface Handling Handling Collections & Loyalty
Management
Support Marketing Support Selling Support Customer Manage Campaign

Fulfillment QoS/SLA
Figure 17: CRM Support & Readiness decomposition into level 3 processes
L3-OPS -1-1-1- Support Customer Interface Management
Process Name Support Customer Interface Management

Process 1.O.1.1.1
Identifier
Brief Ensure that all information, materials, systems and resources
Description are available so that the Customer Interface Management
processes can operate effectively, when a contact with a
customer occurs.
Extended The purpose of these processes is to ensure that there is
Description capability (for example, information, materials, systems and
resource) so that the Customer Interface Management
processes can operate effectively when a contact with a
customer occurs. Examples are information on how to handle
unusual requests based on temporary situations, systems
needed to accept and track customer contacts, requests for
the provisioning of additional resources where it has been
identified that current levels will impact on timely contact
handling).
These processes are responsible for implementing generic
and specific changes to customer interfaces. This support

could be in updating agent scripts, IVR announcements, Web

pages, etc. Customer Interface Support processes keep up to
date all information concerning customers.
These processes undertake trend analysis on customer
contacts, e.g. type, frequency, duration, outcome.
L3-OPS -1-1-2- Support Order Handling
Process Name Support Order Handling

Process 1.O.1.1.2
Identifier
Description are available so that the Order Handling processes can
operate effectively when a request is received from a
customer
Description capability (for example information, materials, systems and
resources) so that the Order Handling processes can operate
effectively when a request is received from a customer.
Examples are information on how to process orders for
specific products and services, information needed to carry
out designs, materials needed to confirm order requests,
systems needed to validate product and service availability,
requests for the provisioning of additional resources where it
has been identified that current levels will impact on timely
order completion.
These processes update product intervals, product pricing
and ordering codes, etc. They manage blocks of numbers
provided for assignment, updates for correct ordering, etc.
The processes undertake trend analysis on order handling,
such as time taken to complete an order, frequency and type
of problems involved, and cancelled orders.
L3-OPS -1-1-3- Support Problem Handling
Process Name Support Problem Handling

Process 1.O.1.1.3
Identifier
Brief Ensure capability to support the expected demand for the
Description Problem Handling processes so that they can respond to
customers effectively.
resources) so that the Problem Handling processes can
operate effectively. These processes monitor new product
launches, environmental conditions, media coverage and
current problem trends, then redistribute existing capability or

enable new capability (people, facilities, infrastructure).

These processes undertake trend analysis on problem
handling, including type and frequency of problems occurring
and time taken to resolve.
L3-OPS -1-1-4- Support Billing & Collections
Process Name Support Billing & Collections

Process 1.O.1.1.4
Identifier
Description are available so that the Billing & Collections Management
processes can be completed without delay
Extended The purpose of these processes is to make sure that there is
resources) so that the Billing & Collections Management
processes can operate effectively. Examples are information
on how to respond to current billing issues being raised by
customers, materials needed to deliver bills to customers,
systems needed to create bills or analyze customer billing
concerns, requests for provisioning of additional resources
where it has been identified that current levels will impact on
timely bill preparation and billing complaint handling.
These processes undertake trend analysis on billing issues,
including queries, delays and complaints.
.
L3-OPS -1-1-5- Support Retention & Loyalty
Process Name Support Retention & Loyalty

Process 1.O.1.1.5
Identifier
Description are available so that the Retention & Loyalty processes can
be completed without delay, when a request is received from
a customer
resources) so that the Retention & Loyalty processes can
operate effectively. Examples are information on current
requests for analysis and collection of customer profile
information, materials needed to analyze customer retention
and loyalty information, systems needed to analyze customer
retention and loyalty information, requests for the provisioning
of additional resources where it has been identified that
current levels will impact on timely retention and loyalty
information collection and delivery.
These processes undertake trend analysis on retention and

loyalty, including customer acquisitions and churn, and the

effectiveness of loyalty schemes.
L3-OPS -1-1-6- Support Marketing Fulfillment
Process Name Support Marketing Fulfillment

Process 1.O.1.1.6
Identifier
Brief Ensure that there is capability to support the expected
Description demand for the Marketing Fulfillment Response processes so
that they can operate effectively.
resources) so that the Marketing Fulfillment Response
processes can operate effectively. These processes monitor
planned Product Launches and current Marketing Fulfillment
activity, then redistribute existing capability or enable new
capability (people, facilities, infrastructure).
These processes undertake trend analysis on marketing,
including problems occurring and launch effectiveness.
L3-OPS -1-1-7- Support Selling
Process Name Support Selling

Process 1.O.1.1.7
Identifier
Brief Ensure capability to support the expected demand for the
Description Selling processes so that they can respond to customers
according to agreed targets
resources) to support the Selling processes so that they can
operate effectively. These processes monitor planned
Marketing Campaigns and current selling trends, then
redistribute existing capability or enable new capability
(people, facilities, infrastructure).
Support Selling processes deal with the administration of the
Selling processes and the effectiveness of the channels to
support new and existing products and services, as well as
existing and potential customers. The processes ensure the
effectiveness of the sales staff and channels both in terms of
skill sets available, but also in terms of demand forecasting
and management of utilization.
Support Selling works in concert with all other marketing
processes to determine the appropriate selling route or
channel, and the required selling method and mechanism for
specific market segments and channels, by product or

product family, e.g., face-to-face contact, telemarketing, etc.

The Support Selling processes manage the processes
associated with distribution of the enterprise’s products and
services (but they are, however, not responsible for day-to-
day product distribution and logistics of product shipping and
supply). Channels may be retail storefronts, e.g. a third-party
retailer or an enterprise’s own storefront, various web sites or
ISPs, B2B marketplaces or direct relationships with external
parties, distributors for that product family, etc.
These processes undertake trend analysis on selling,
including problems, successes, profit and loss.
L3-OPS -1-1-8- Support Customer QoS/SLA
Process Name Support Customer QoS/SLA

Process 1.O.1.1.8
Identifier
Brief Ensure capability to support the Customer QoS/SLA
Description Management processes to carry out monitoring and analysis
of customer service performance
resources) so that the Support Customer QoS/SLA processes
can operate effectively. They carry out monitoring and longer-
term (for example trend) analysis of customer service
performance according to agreed targets, such as those
contained in customer SLAs. In order to maintain SLAs
agreed for products they redistribute existing capability or
enable new capability (people, facilities, infrastructure), and
can initiate other actions to improve product class quality.
L3-OPS -1-1-9- Manage Campaign
Process Name Manage Campaign

Process 1.O.1.1.9
Identifier
Brief Manage individual marketing campaigns developed by
Description Product Marketing Communications & Promotion processes
Extended Manage Campaign processes manage individual Marketing
Description Campaigns developed by Product Marketing
Communications & Promotion processes. These processes
monitor and undertake trend analysis on the effectiveness of
the campaigns, make modifications and report results.
Manage Campaign processes ensure that Marketing
Fulfillment Response is staffed, trained and equipped
appropriately to support the specific campaign, whether direct
mail, TV ad, etc.

OPS L3 1-2- Customer Interface Management (CRM - FAB)
Process Identifier: 1.FAB.1.2
Brief description: Managing all interfaces between the enterprise and

potential and existing customers
Customer Interface
Management
Manage Contact Manage Request Analyse and

(Including Self Report on
Service) Customer
Figure 18: Customer Interface Management decomposition into level 3 processes
L3-OPS -1-2-1- Manage Contact
Process Name Manage Contact

Process 1.FAB.1.2.1
Identifier
Brief Manage all contacts/requests between potential or existing
Description customers and the enterprise
Extended The purpose of this process is to manage all contacts
Description between potential or existing customers and the enterprise. It
deals with the identification of the contact, its development,
enhancement and update
.

L3-OPS -1-2-2- Manage Request (Including Self Service)
Process Name Manage Request (Including Self Service)

Process 1. FAB.1.2.2
Identifier
Brief Manage all requests (inbound and outbound) made by
Description potential and existing customers
Extended The purpose of this process is to manage all requests
Description (inbound and outbound) made by potential and existing
customers. It receives the request and either enables its
originator to automatically fulfill it, or identifies and activates
the opportune process to accomplish the request; it manages
the status of the request and is able to provide status
information at any moment in which the request is active; it
formally closes the request when all related activities have
been terminated
.
L3-OPS -1-2-3- Analyze and Report on Customer
Process Name Analyze and Report on Customer

Identifier
Brief Perform all necessary analysis on closed requests and on
Description customer contacts and generate related reports
Extended The purpose of this process is to perform all necessary
Description analysis on closed (completed or unfulfilled) requests and on
customer contacts and it generates related reports, to be
utilized for process improvement activities, proactive
problems prevention, up-sell opportunities definition, etc.
OPS L3 1-3- Marketing Fulfillment Response (CRM – F)
Process Identifier: 1.F.1.3
Brief description: Responsible for the issue and distribution of marketing

collateral directly to a customer and the subsequent tracking of resultant
leads

Marketing
Fulfillment
Response
Issue and Track leads

distribute
marketing collaterals
...
Figure 19: Marketing Fulfillment Response decomposition into level 3 processes
L3-OPS -1-3-1- Issue and distribute marketing collaterals
Process Name Issue and distribute marketing collaterals

Process 1.F.1.3.1
Identifier
Brief Issue and distribute marketing collateral (i.e., coupon,
Description premium, sample, toys, fliers, etc.) directly to a customer
Extended The purpose of this process is to handle the issuing and
Description distribution of marketing collateral to customer, in line with
marketing campaign needs. This can involve mailshots,
leafleting and displays at events, inserts in newspapers,
television and other media advertising and magazines, voice
and text messaging to individuals, and so on. Where
required, this process deals with customization of general
campaign material for individual regions or customer groups.
Direct marketing and sales through shop premises, in-store
franchises, etc are also included, and this process also
manages distribution of marketing collaterals to such outlets

L3-OPS -1-3-2- Track Leads
Process Name Track Leads

Process 1. F.1.3.2
Identifier
Brief Track leads generated through marketing, or that arise in the
Description course of business
Extended The purpose of this process is to identify leads following on
Description from marketing campaign advertising, or those arise
otherwise in the course of business and are collected here.
Leads are tracked, evaluated and notified to other processes
(e.g. Selling) for further action.
OPS L3 1-4- Selling (CRM – F)
Brief description: Responsible for managing prospective customers, for

qualifying and educating customers, and matching customer expectations
Selling
Manage Prospect Qualify and Negotiate Sales Acquire Customer Cross / Up Selling
Educate Customer Data
Figure 20: Selling decomposition into level 3 processes

L3-OPS -1-4-1- Manage Prospect
Process Name Manage Prospect

Process 1. F.1.4.1
Identifier
Brief Match identified leads with the most appropriate products and
Description ensure that these prospects are handled appropriately
Extended The purpose of this process is to match identified leads with
Description the most appropriate products and ensure that these
prospects are handled appropriately. These prospects
represent a “pipeline” of potential sales, each of which is
expressed in terms of the probability of successful sales
closure and an estimate of the total attainable revenue. The
needs of each potential prospect are analyzed. Based on
these needs, potential solutions are identified from the
service provider’s product portfolio. Each prospect is tracked
through these processes and the outcome (win or loss) of
each prospect is reported. Prospects are assigned to the
appropriate sales channel.
L3-OPS -1-4-2- Qualify and Educate Customer
Process Name Qualify and Educate Customer

Process 1. F.1.4.2
Identifier
Brief Ensure that the business agreement between the customer
Description and service provider is based upon mutual understanding
Extended The purpose of this process is to ensure that the business
Description agreement between the customer and service provider is
based upon mutual understanding. The customer is qualified
in terms of any associated risk, and the amount of effort
required (e.g. response to a Request for Proposal [RFP]).
Alternative solutions may be developed and customized to
the specific customer’s requirements. The solution
alternatives must be available (e.g. capacity) or scheduled on
a product roadmap

L3-OPS -1-4-3- Negotiate Sales
Process Name Negotiate Sales

Process 1. F.1.4.3
Identifier
Brief Close the sale with terms that are mutually agreeable to both
Description the customer and the service provider
Extended The purpose of this process is to close the sale with terms
Description that are mutually agreeable to both the customer and the
service provider. One specific solution is selected and its
details are described in a sales proposal. The sale is
concluded through negotiations of features, service levels,
pricing and discounts, resulting in a sign-off formal agreement
between the customer and service provider. The formal
agreement could include a purchase Order.
L3-OPS -1-4-4- Acquire Customer Data
Process Name Acquire Customer Data

Process 1. F.1.4.4
Identifier
Brief Record all pertinent customer data
Description
Extended The purpose of this process is to record all pertinent
Description customer data
L3-OPS -1-4-5- Cross/Up Selling
Process Name Cross/Up Selling

Process 1. F.1.4.5
Identifier
Brief Ensure that the value of the relationship between the
Description customer and service provider is maximized by selling
additional, or more of the existing, products.
Extended The purpose of this process is to ensure that the value of the
Description relationship between the customer and service provider is
maximized by selling additional, or more of the existing,
products. The ongoing analysis of customer trends (e.g.
usage, problems, complaints) is used to identify when the
current offerings may no longer be appropriate for the
customer, or when the opportunity for a larger sale arises.

Based on the data collected, more appropriate offerings

should be recommended to the customer.
OPS L3 1-5- Order Handling (CRM – F)
Brief description: Responsible for accepting and issuing orders
Order Handling
Determine Authorize Credit Receive PO & Track Order & Complete Order
Preorder Issue Orders Manage Jeopardy
Feasibility
Figure 21 Order Handling decomposition into level 3 processes
L3-OPS -1-5-1- Determine PreOrder Feasibility
Process Name Determine PreOrder Feasibility

Process 1. F.1.5.1
Identifier
Brief Check the availability and /or the feasibility of providing non-
Description standard product(s) and / or special solutions on standard
product(s) to a customer
Extended The purpose of this process is to check the availability and /or
Description the feasibility of providing non-standard product(s) and/or
special solutions on standard product(s) to a customer.
L3-OPS -1-5-2- Authorize Credit
Process Name Authorize Credit

Process 1. F.1.5.2
Identifier
Brief Assess a customer’s credit worthiness in support of

Description managing customer risk and company exposure to bad debt

Extended The purpose of this process is to assess a customer’s credit
Description worthiness in support of managing customer risk and
company exposure to bad debt. This process is responsible
for initiating customer credit checks and for authorizing credit
and credit terms in accordance with established enterprise
risk and policy guidelines
L3-OPS -1-5-3- Receive PO and Issue Orders
Process Name Receive PO and Issue Orders

Process 1. F.1.5.3
Identifier
Brief Validate Purchase Order received and issue correct and
Description complete service orders to be completed
Extended This process is responsible for validating the Purchase Order
Description received and issuing correct and complete service orders to
be completed
L3-OPS -1-5-4- Track Order & Manage Jeopardy
Process Name Track Order & Manage Jeopardy

Process 1. F.1.5.4
Identifier
Brief Track the status of the customer’s purchase/service request
Description order and ensure the order is being undertaken to meet the
agreed committed date
Extended The purpose of this process is to track the status of the
Description customer’s purchase/service request order and ensure that
the procedures associated with the order are being
undertaken within the time required to meet the committed
date agreed with the customer. This process is responsible
for tracking a purchase/service request order after the order
commitment has been agreed with a customer. It initiates
mechanisms to check the progress of all components of the
order and to update the status as changes occur. It is also
responsible for initiating actions if the order completion plan is
in danger of not being kept and/or if the agreed order
completion date deviates from the date originally scheduled.
It terminates tracking the order when the order has been
completed or cancelled.

L3-OPS -1-5-5- Complete Order
Process Name Complete Order

Process 1. F.1.5.5
Identifier
Brief Manage customer information and interactions after customer
Description contracts or customer Service Orders have been finalized
and during the Order Completion phase
Extended The purpose of this process is to focus on customer
Description information and interactions after customer contracts or
customer Service Orders have been finalized and during the
Order Completion phase. The customer may want to initiate
changes, even after committing. The customer may
participate in commissioning or end-to-end testing and then
satisfactory delivery. The customer is trained in the
functionality and benefits of the solution. Validation of any
changes occurring after Contact/Order commitment may be
needed to ensure that post-sales Processes will start up
correctly.
OPS L3 1-6- Problem Handling (CRM – A)
Process Identifier: 1.A.1.6
Brief description: Responsible for receiving trouble reports from customers,

resolving them to the customer’s satisfaction and providing meaningful status
on repair and/or restoration activity to the customer
Problem Handling
Isolate Problem & Report Problem Track and Manage Close Problem
Initiate Resolution Problem
Figure 22: Problem Handling decomposition into level 3 processes

L3-OPS -1-6-1- Isolate Problem & Initiate Resolution
Process Name Isolate Problem & Initiate Resolution

Process 1.A.1.6.1
Identifier
Brief Receive & isolate problem, and initiate resolution actions
Description
Extended The purpose of this process is:
Description
• to register and analyze received trouble reports from
customer,
• to register received information about customers

impacted by service affecting problems, and reported
problem information
• to isolate the source / origin of the problem in order to

determine what actions have to be taken,
and to initiate the resolution of the problem
L3-OPS -1-6-2- Report Problem
Process Name Report Problem

Process 1.A.1.6.2
Identifier
Brief Generate and manage all reports related to problems that will
Description be issued to the customer and/or to other processes
Extended The purpose of this process is to generate and manage all
Description reports related to problems that will be issued to the customer
and/or to other processes
L3-OPS -1-6-3- Track and Manage Problem
Process Name Track and Manage Problem

Process 1.A.1.6.3
Identifier
Brief Track and manage the evolution of the problem during its
Description lifecycle
Extended The purpose of this process is to track and manage the
Description evolution of the problem during its lifecycle.
The process can pro-actively or passively obtain information
about a problem state, get its attributes or obtain its archived
form after its closure. Moreover, the process is responsible

for the management of the escalation of the problem, if

jeopardy status occurs.
L3-OPS -1-6-4- Close Problem
Process Name Close Problem

Process 1.A.1.6.4
Identifier
Brief Ensure that a problem affecting the customer is solved
Description
Extended The purpose of this process is to ensure that a problem
Description affecting the customer is solved, that possibly the customer is
contacted to inquire about the customer’s satisfaction with
resolution of the problem and to agree to correct reporting on
SLA / QoS violations
OPS L3 1-7- Customer QoS/SLA Management (CRM – A)
Brief description: Monitoring, managing and reporting of delivered vs.

contractual Quality of Service (QoS), as defined in the enterprise’s service
descriptions, customer contracts or product catalogue
Customer QoS/SLA
Management
Assess Customer Manage QoS & Manage Reporting

QoS Performance SLA Violation
Information
Figure 23: Customer QoS/SLA Management decomposition into level 3 processes

L3-OPS -1-7-1- Assess Customer QoS Performance
Process Name Assess Customer QoS/SLA Performance

Process 1.A.1.7.1
Identifier
Brief Manage the overall customer QoS/SLA performance to
Description ensure contractual obligations are being met
Extended The purpose of these processes is to manage the overall
Description customer QoS/SLA performance. These processes are
responsible for ensuring that the QoS received by the
customer meets the contractual obligations agreed with the
customer. They check that the QoS data that they receive
from other processes and entities meets the required QoS
thresholds and they alert other processes and entities if this is
not the case. They are responsible for maintaining an
overview of the customer’s product quality, and for carrying
out performance reviews with the customer, as well as for
undertaking any preparatory and/or follow-up steps with other
processes/entities in conjunction with such reviews
L3-OPS -1-7-2- Manage QoS/SLA Violation
Process Name Manage QoS/SLA Violation

Process 1.A.1.7.2
Identifier
Brief Ensure that the customer and the relevant internal processes
Description are informed of service quality degradations and violations
and that action is undertaken to resolve the degradation or
violation
Extended The purpose of these processes is to ensure that the
Description customer and the relevant internal processes are informed of
service quality degradations and violations and that action is
undertaken to resolve the degradation or violation. They
analyze all the information related to a QoS/SLA degradation
or violation and take the appropriate actions when a soft
threshold is crossed or the agreed QoS is violated. They
follow up the actions to ensure that the customer is satisfied
with the resolution of the problem. They ensure that the
customer is informed of any planned maintenance or other
scheduled events likely to impact delivery of the customer’s
service.

L3-OPS -1-7-3- Manage Reporting
Process Name Manage Reporting

Process 1.A.1.7.3
Identifier
Brief Report on the customer’s QoS/SLA performance
Description
Extended The purpose of these processes is to report on the
Description customer’s QoS/SLA performance, to manage the production
and presentation of reports to the customer on service levels
in the form and at the times agreed with the customer, to
prepare reports for internal processes and to respond to
specific inquiries on the performance of the customer service.
OPS L3 1-8- Billing & Collections Management (CRM – B)
Process Identifier: 1.B.1.8
Brief description: Ensure that enterprise revenue is billed and collected
Billing & Collections

Management
Manage Customer Apply Pricing, Create & Deliver Manage Customer Manage Collection
Bill Inquiries Discounting & Bill Billing
Rebate
Figure 24: Billing & Collections Management decomposition into level 3 processes
L3-OPS -1-8-1- Manage Customer Bill Inquiries
Process Name Manage Customer Bill Inquiries

Process 1.B.1.8.1
Identifier
Brief Ensure the timely and effective fulfillment of all customer bill
Description inquiries and the resolution of customer / Service Provider

billing issues
Extended The purpose of this process is to ensure the timely and
Description effective fulfillment of all customer bill inquiries and the
resolution of customer/Service Provider billing issues. This
process is responsible for managing customer interaction as
it relates to a customer’s billing relationship to a Service
Provider. This includes fulfilling inquiries against the
customer’s billing account(s), handling disputes from the
customer with regards to its billing records and resolving
billing disputes between the customer and Service Provider.
This process can be viewed via traditional means, with a
service representative managing the customer or via e-
business means. In the latter case, inquiries, issues and
communication of resolution would be handled via electronic
media without the intervention of a representative.
L3-OPS -1-8-2- Apply Pricing, Discounting & Rebate
Process Name Apply Pricing, Discounting & Rebate

Process 1.B.1.8.2
Identifier
Brief Ensure that the customer receives an invoice that is reflective
Description of all the billable events delivered by the Service Provider as
per the business relationship between the customer and the
Service Provider
Extended The purpose of this process is to ensure that the customer
Description receives an invoice that is reflective of all the billable events
delivered by the Service Provider as per the business
relationship between the customer and the Service Provider.
In addition, it ensures that the appropriate taxes, rebates (i.e.
missed customer commitments) and credits are applied to the
customer’s invoice(s). This process contains the account and
customer specific pricing, charges, discounting, credits and
taxation for services delivered to the customer by the Service
Provider. It accepts events that have been collected,
translated, correlated, assembled, guided and service rated.
It takes these events and determines the account or customer
specific pricing, charges, discounts, and taxation that should
be delivered to the invoice(s) for the customer. This process
can occur in real-time as events are service rated, or can be
on a scheduled on a periodic basis at the Service Provider’s
discretion.

L3-OPS -1-8-3- Create & Deliver Bill
Process Name Create & Deliver Bill

Process 1.B.1.8.3
Identifier
Brief Production of a timely and accurate invoice reflective of the
Description charges for services delivered to the customer by the Service
Provider and respective trading partners
Extended The primary purpose of this process is the production of a
Description timely and accurate invoice reflective of the charges for
services delivered to the customer by the Service Provider
and respective trading partners. This process contains the
invoicing components of the Service Provider’s business.
This includes the design and development of the Service
Provider’s invoicing process, the rendering of an invoice, the
delivery of an invoice to customers and the processes that
verify invoice quality prior to customer distribution. The flow of
this process can be viewed as an extension of the company’s
e-business strategy. In this case, the Service Provider would
render an invoice electronically, via the Internet for example,
and potentially trigger a payment from the customer’s credit
card electronically.
Furthermore, this process provides specifications for the
formatting of invoices in different ways and to achieve
different publishing possibilities and supports the creation of
different invoice formats for different publication media
L3-OPS -1-8-4- Manage Customer Billing
Process Name Manage Customer Billing

Process 1.B.1.8.4
Identifier
Brief Ensure effective management of the customer’s billing
Description account
Extended The primary purpose of this process pertains to effective
Description management of the customer’s billing account as it relates to
the products purchased and consumed throughout the
appropriate billing cycle. This process focuses on managing
changes to the customer’s billing account (such as change of
address, etc.) as well as managing the customer’s service
portfolio, such as ensuring that the correct products are
assigned to the customer’s account for accurate billing.

L3-OPS -1-8-5- Manage Collection
Process Name Manage Collection

Process 1.B.1.8.5
Identifier
Brief Collect payments made by the customer and match to
Description invoices
Extended The purpose of this process is to collect payments made by
Description the customer. Furthermore this process is meant to match
these payments with the services/invoices delivered to this
customer. This process is also meant to manage the amount
due from the customer, i.e. check whether the payments are
made in time. If not so, this might result in putting the
customer on hold.
OPS L3 1-9- Retention & Loyalty (CRM – FAB)
Brief description: Manage all functionalities related to the retention of

acquired customers, and the use of loyalty schemes in the potential
acquisition of customers
Retention & Loyalty
Establish & Build Customer Analyse and Personalize Validate Customer

Terminate Customer Insight Manage Customer Customer Profile for Satisfaction
Relationship Risk Retention & Loyalty
Figure 25: Retention and Loyalty decomposition into level 3 processes
L3-OPS -1-9-1- Establish & Terminate Customer Relationship
Process Name Establish & Terminate Customer Relationship

Identifier
Brief Verify the customer identity, manage the customer identity
Description across the Enterprise, and manage termination as

appropriate
Extended The purpose of this process is to verify that the customer is
Description who they claim they are. To ensure only one customer
identity exists across the Enterprise, which can be referenced
across the whole Enterprise and allows the customer to
quickly and easily identify himself. The customer relationship
is terminated only if actually appropriate, the wishes of the
customer are complied with where possible, records are kept
in case the relationship with the customer is re-established,
legal and ethical requirements for customer information are
complied with. Before establishing an identity for a new
customer it is essential to check that the customer does not
already have an Identity with the Enterprise. Establish and
verify the Identity, issue a unique Identifier and Authentication
information
Significant customer life-stage events or business decisions
by the Service Provider cause one or both parties to
terminate the relationship. The need for complete termination
of relationships needs to be differentiated from just
terminating all services. The principles behind this include the
Service Provider ending a relationship only if the customer
ceases to exist, or the customer is fraudulent, the Enterprise
decides that it no longer wishes to do business with the
customer
This process is also used to ‘clean-up’ duplicates of customer
identifying information that may exist within the organization
Profile and preference information for terminated customer
relationships is archived if acceptable to the customer. All
relevant parties are informed of the ended relationship. Other
processes are triggered to dismantle the customer solution
and servicing arrangements as necessary
L3-OPS -1-9-2- Build Customer Insight
Process Name Build Customer Insight

Identifier
Brief Ensure that Service Provider and the customer feel confident
Description that the relationship is founded on up-to-date, accurate and
legally compliant information
Extended The purpose of this process is to ensure that Service Provider
Description and the customer feel confident that the relationship is
founded on up-to-date, accurate and legally compliant
information. The Service Provider will incorporate into the
customer profile, all relevant information gathered through all
contacts with the customer (usage pattern, demographics, life
stage, household, community of interest, business direction).
Customer and market information from other sources may be

gathered, which will build a better understanding of the

customer. Customer Information must be made available to
any process that needs to access it. This customer
information will be used to continually refine the means and
style of interaction, and the solution sets and customer
experience offered.
L3-OPS -1-9-3- Analyze and Manage Customer Risk
Process Name Analyze and Manage Customer Risk

Identifier
Brief Ensure that a consistent customer risk assessment is used
Description across the Enterprise Risk based on information collected
from all processes.
Extended The purpose of this process is to ensure that Risk analysis is
Description based on information collected from all processes and that
consistent risk assessment is used across the Enterprise. Its
purpose is also to track and improve Operations, target and
win the right customers, improves Sales Conversion rate. It
determines the credit risk, fraud risk, influence risk, and churn
risk. It identifies treatments to manage these risks and
focuses on using customer information.
L3-OPS -1-9-4- Personalize Customer Profile for Retention & Loyalty
Process Name Personalize Customer Profile for Retention & Loyalty

Identifier
Brief Provide the personalization opportunities for customers that
Description will encourage them not to switch to another Service Provider
Extended The purpose of this process is to provide the personalization
Description opportunities for customers that will encourage them not to
switch to another Service Provider. Personalization allows
delivery of services that more closely match the customer’s
need. Collection of Personalization Information also
discourages switching since the customer would have to build
up the same Personalized experience with the next Service
Provider.
• Business Planning is essential to allow the Service
Provider to match the customer’s future retention
needs and potential acquisition needs, rather than
just continuing with today’s known needs.
• Loyalty schemes allow tangible benefits to be offered

to good customers in a mass-market.

• The process aims to ensure that all information is
gathered and used to make the best decisions to
retain those customers the Service Provider wants
to retain, heighten satisfaction and maintain
profitability.
• This process provides a source of data for performing
loyalty and retention marketing campaigns, for
retaining existing customers, promoting customer
loyalty, winning back customers who have left. It
utilizes predictive modeling software to analyze an
account, and to return relevant scores, such as:
churn score, up-sell score, cross-sell score, bad
debt score and customer lifetime value score.
Moreover it utilizes scores for customer analysis and
marketing campaign purposes.
L3-OPS -1-9-5- Validate Customer Satisfaction
Process Name Validate Customer Satisfaction

Identifier
Brief Validate that predicted/expected value is delivered by the
Description solution and initialize the after-sales processes (billing and
assurance)
Extended The purpose of this process is to validate that
Description predicted/expected value is delivered by the solution and that
the after-sales processes (billing and assurance) are
initialized. It validates that the customer is capable of realizing
maximum value from the operation or use of the solution and
that intense Provider involvement is no longer needed to
manage the solution.
This process ensures that the customer is satisfied that the
solution that was actually delivered meets original or updated
expectations and agreements and that the solution is
operable by the customer.

Chapter 2 OPS L3- Service

Processes (SM&O)
This horizontal functional process grouping focuses on the knowledge of

services (Access, Connectivity, Content, etc.) and includes all functionalities
necessary for the management and operations of communications and
information services required by or proposed to customers. The focus is on
service delivery and management as opposed to the management of the
underlying network and information technology. Some of the functions
involve short-term service capacity planning for a service instance, the
application of a service design to specific customers or managing service
improvement initiatives. These functions are closely connected with the day-
to-day customer experience.
The processes in this horizontal functional process grouping are accountable

to meet, at a minimum, targets set for Service Quality, including process
performance and customer satisfaction at a service level, as well as Service
Cost.

planning and development and other strategy and lifecycle processes. This
Service
Management &
Operations
SM&O Support & Service Service Problem Service Quality Service & Specific
Readiness Configuration & Management Management Instance Rating
Activation
Figure 26: Service Management & Operations decomposition into level 2 processes

OPS L3 2-1- SM&O Support & Readiness (SM&O – OSR)
Brief description: Manage classes of services ensuring that the appropriate

capability is available and ready to instantiate and manage service instances.
SM&O Support &

Readiness
Manage Service Enable Service Support Service Enable Service Support Service &
Inventory Configuration & Problem Quality Specific Instance
Activation Management Management Rating
Figure 27: SM&O Support & Readiness decomposition into level 3 processes
L3-OPS -2-1-1- Manage Service Inventory
Process Name Manage Service Inventory

Process 1.OPS.2.1.1
Identifier
Brief Manage the administration of the enterprise’s service
Description inventory
Extended Manage service Inventory processes, which support all
Description SM&O and SD&M processes, manage the administration of
the enterprise’s service inventory, as embodied in the Service
Inventory Database.
These processes ensure the Service Inventory Database is
updated with currently deployed services, and they also
manage their association with resources, through interaction
with Manage Resource Inventory processes.
L3-OPS -2-1-2- Enable Service Configuration & Activation
Process Name Enable Service Configuration & Activation

Process 1.OPS.2.1.2
Identifier
Brief Ensure that service capacity is available to the Service

Description Configuration & Activation processes for allocation to a

customer when an order arrives
Extended Enable Service Configuration & Activation processes ensure
Description that service capacity is available to the Service Configuration
& Activation processes for allocation to a customer when an
order or reconfiguration request arrives. They are responsible
for applying service capacity rules from Infrastructure
Lifecycle Management processes and ensuring the
availability of the resources required for configuring a service.
In order to maintain the satisfactory operation of the service
or to add service-specific capacity, these processes might
undertake reconfiguration activities or trigger the
Infrastructure Lifecycle Management processes in order to
create service capacity rules
L3-OPS -2-1-3- Support Service Problem Management
Process Name Support Service Problem Management

Process 1.OPS.2.1.3
Identifier
Brief Ensure that the availability of service class is maintained in
Description order to prevent customers from being affected by service
problems
Extended Support Service Problem Management processes ensure that
Description the availability of service classes is maintained in order to
prevent customers from being affected by service problems.
They deal with statistical trouble analysis, maintenance
scheduling, chronic failure analysis, etc; and initiate corrective
actions.
L3-OPS -2-1-4- Enable Service Quality Management
Process Name Enable Service Quality Management

Process 1.OPS.2.1.4
Identifier
Brief Ensure that a specific service class is performing according to
Description specific quality requirements
Extended Enable Service Quality Management processes ensure that a
Description specific service class is performing according to specific
quality requirements. They support Service Quality
Management by monitoring and maintaining service classes
proactively according to key service quality indicators,
whether technical, time, economic or process related. The
objective of these processes is to maintain over time the
quality of the different service classes. Therefore, they

provide a longer-term analysis of service quality than the

analysis performed by, for example, Service Quality
Management.
Responsibilities of the Enable Service Quality Management
processes include, but are not limited to:
• Analyzing performance over time of service classes to
identify problems not recognizable directly in FAB
processes.
• Demand balancing in order to maintain service quality.
• Initializing appropriate actions to improve service
class quality where required.
The Enable Service Quality Management processes work
with basic information received from the Enable Resource
Performance Management and the Service Performance
Management processes, which have already undertaken
initial analysis.
L3-OPS -2-1-5- Support Service & Specific Instance Rating
Process Name Support Service & Specific Instance Rating

Process 1.OPS.2.1.5
Identifier
Brief Ensure that rating and tariff information is maintained for each
Description service class, for use by Service & Specific Instance Rating
Extended Support Service & Specific Instance Rating processes ensure
Description that rating and tariff information is maintained for each service
class, for use by Service & Specific Instance Rating. They are
also responsible for the processing of this information related
to administration of the services
OPS L3 2-2- Service Configuration & Activation (SM&O – F)
Brief description: Responsible for the installation and configuration of the

service for customers, including the installation of customer premises
equipment

Service
Configuration &
Activation
Design Solution Allocate Specific Track & Manage Implement & Test Service Activate Service
Resources to Work Orders Configure Service End-to-End
Services
Figure 28: Service Configuration & Activation decomposition into level 3 processes
L3-OPS -2-2-1- Design Solution
Process Name Design Solution

Process 1.OPS.2.2.1
Identifier
Brief Provide a system architecture which complies to a particular
Description customer requirement
Extended The purpose of the Design Solution processes is to provide a
Description system architecture which complies with a particular
customer requirement.
• Accept requests for solution design for a particular
customer product or service, including customer premises
equipment. Investigates suitability for operational
methods, resource assignments and pre-order feasibility.
• This is the first step in building technical resources,
functional and operational details of the service.
• Imply an implementation plan considering training and
maintenance needs, such as supporting with proper
parameter information the Service Quality Management
process.
• Consider current and future resources infrastructure, and
also expected solution results, budget, duration and risks.
• Assessed by a time schedule according with customer
requirements.
• Ensure service and provisioning efficiency.
• Check a rapid time-to-revenue on resource investment.
• Support with a detailed design to the Implement &
Configure Service process and the Allocate Specific
Resources to Services processes and provides
appropriate service quality parameters to be measured by
the Service Quality Management processes.

L3-OPS -2-2-2- Allocate Specific Resources to Services
Process Name Allocate Specific Resources to Services

Process 1.OPS.2.2.2
Identifier
Brief Issue identifiers for new services and to manage identifier
Description pools for services
Extended The purpose of the Allocate Specific Resources to Services
Description processes is to issue identifiers for new services and to
manage identifier pools (blocks, ranges and sub netting) for
services (e.g. phone numbers, IP address, voice mailbox
number, etc.)
• The allocation of resources depends on SLA agreements
and resource infrastructure; information that is supported
through the Order Handling process into the Design
Solution processes.
• Establish communication with the Resource Provisioning
processes in order to request resource availability and
activation.
• Once resources have been allocated, communication will
also be established with the Track & Manage Work
Orders processes
L3-OPS -2-2-3- Track & Manage Work Orders
Process Name Track & Manage Work Orders

Process 1.OPS.2.2.3
Identifier
Brief Launch all the operational tasks needed to fix each solution
Description requirement.
Extended The purpose of the Track & Manage Work Orders processes
Description is to launch all the operational tasks needed to fix each
solution requirement.
The information flow associated with these processes
includes the communication with the Supplier/Partner in order
to accept requests for service configuration, service
configuration changes, and/or for additional resource
capacity.
• Co-ordinate the different internal and external activities.
• Maintain the efficiency between tasks to preserve the
scheduled plans.
• Control the internal and external work orders information
feedback.
• Act as a trigger for network orders with the supplied
information.
• Interact with the S/P Relationship Management
processes.

• Notify the Implement & Configure Service processes once

the orders are completed.
L3-OPS -2-2-4- Implement & Configure Service
Process Name Implement & Configure Service

Process 1.OPS.2.2.4
Identifier
Brief Deliver a final configuration, which is optimal for customer
Description service requirements
Extended The purpose of the Implement & Configure Service processes
Description is to deliver a final configuration, which is optimal for
customer service requirements.
These processes install, configure and reconfigure services
for specific customers, including customer premises
equipment.
• Assess further adjustments and modifications if needed.
• Receive operational information from the Design Solution
processes.
• Support the Test Service End-to-End processes with
service details for testing.
• If the service does not perform as expected when the
Test Service End-to-End or the Activate Service
Processes have completed, a change request may be
issued to the Design Solution processes.
L3-OPS -2-2-5- Test Service End-to-End
Process Name Test Service End-to-End

Process 1.OPS.2.2.5
Identifier
Brief Ensure all components are operational, and that the service
Description is working to agreed levels before its activation for the
customer
Extended The purpose of the Test Service End-to-End processes is to
Description ensure all components are operational, and that the service is
working to agreed levels before its activation for the
customer.
This purpose is performed through testing the service end-to-
end as far as possible.
• Guarantee that the customer receives the expected
service before launch.
• Guarantee appropriate resources stability.
• Check functionality and correct service parameters and
performance.

• Notify the Implement & Configure Service processes if

tests failed.
• Notify the Activate Service processes once the tests are
considered completed.
L3-OPS -2-2-6- Activate Service
Process Name Activate Service

Process 1.OPS.2.2.6
Identifier
Brief Trigger the end-to-end activation/deactivation of all installed
Description elements.
Extended The purpose of the Activate Service processes is to trigger
Description the end-to-end activation/deactivation of all installed
elements. These processes also include additional functions
such as reporting configuration completion to client processes
as well as updating and maintaining the customer’s network
records, and service infrastructure records.
• - Minimize operational load to assure the best compliance
with service agreements or KPIs.
• - Ensure activation processes are executed as rapid, easy
and accurate as possible.
• - Support the Test Service End-to-End process with
service details for testing and receives its result feedback.
Analyzes the collected records to adjust the appropriate
service parameters for optimal service efficiency.
• - Supply information to face future customer
requirements.
• - Feed information back to the Implement & Configure
Service processes about corrective actions to take if the
service does not perform as expected.
• - Indicate service details for assurance purposes to the
Service Problem Management process.
OPS L3 2-3- Service Problem Management (SM&O – A)
Brief description: Respond immediately to customer-affecting service

problems or failures in order to minimize their effects on customers, and to
invoke the restoration of the service, or provide an alternate service as soon
as possible

Service Problem
Management
Evaluate & Qualify Diagnose Problem Plan & Assign Track & Manage Close & Report
Problem Resolution Resolution
Figure 29: Service Problem Management decomposition into level 3 processes
L3-OPS -2-3-1- Evaluate & Qualify Problem
Process Name Evaluate & Qualify Problem

Process Determine the nature of a problem that has been reported by
Identifier a customer and whether the customer is using the service
properly
Brief 1.OPS.2.3.1
Description
Extended The purpose of the Evaluate & Qualify Problem processes is
Description to determine the nature of a problem that has been reported
by a customer and whether the customer is using the service
properly.
There will be testing to fit or translate customer information
into service information for diagnosis. If there is a S/P
problem notification, a resource problem notification or a
service-affecting event report (alarms, etc.) the Evaluate &
Quality Problem processes will analyze this information and
translate these problems into their impact on customers.
These processes will make the necessary reports to inform
the Problem Handling processes about the estimated time to
restore service. Also the Customer QoS/SLA Management
processes will be informed about the problem’s impact on the
service performance.
• Imply internal and external resources such as partner
consultancy.
• Supply the necessary information for diagnosis and
critical level to trigger possible actions to take.
• Guarantee the fastest response once the service problem
is notified.
• Receive a trouble ticket problem report from the Problem
Handling processes.

• Responsible for indicating an estimated time to repair to

the Problem Handling processes.
• Receive requests for reconfiguration related to service
problem restoration needs detected by the Service
Quality Management processes.
• Receive Quality of Service violation information and
reports on impacted service performance to the Customer
QoS/SLA Management processes.
L3-OPS -2-3-2- Diagnose Problem
Process Name Diagnose Problem

Process 1.OPS.2.3.2
Identifier
Brief Isolate the root cause of the problem
Description
Extended The purpose of the Diagnose Problem processes is to isolate
Description the root cause of the problem. To achieve this, it performs the
appropriate tests and/or queries for information. These
processes perform a problem escalation to report the severity
and if necessary to solve the incident.
• Imply internal and external resources.
• Choose the most rapid and efficient action between a
possible plan.
• Collect the information to optimize future diagnosis tasks.
• These processes may also correlate the problems in
order to find common causes.
• Report with diagnosis information to the Plan & Assign
Resolution process.
L3-OPS -2-3-3- Plan & Assign Resolution
Process Name Plan & Assign Resolution

Process 1.OPS.2.3.3
Identifier
Brief Identify in a functional plane the necessary steps in order to
Description activate the different units which will be involved to fix the
problem
Extended The purpose of the Plan & Assign Resolution processes is to
Description identify in a functional plane the necessary steps in order to
activate the different units which will be involved to fix the
problem.
According to the information provided by the Diagnosis

Problem process, these processes will prepare the plan for

resolution of the problem, splitting the resolution work into
tasks, and establishing the appropriate task execution
sequence, identifying other parties responsible if necessary.
This may also include assigning resources as well as
dispatching the necessary work orders.
• Receive information related to the root cause of the
problem and final solution.
• Set a time scheduled plan associating escalation
procedures.
• Report the restoration information update to the Problem
Handling processes.
L3-OPS -2-3-4- Track & Manage Resolution
Process Name Track & Manage Resolution

Process 1.OPS.2.3.4
Identifier
Brief Ensure that the whole resolution is completed according to
Description the established plan
Extended The purpose of the Track & Manage Resolution processes is
Description to ensure that the whole resolution is completed according to
the established plan.
These processes perform the necessary tracking of the
execution progress. Trouble reports will be made for the
responsible parties. This process will co-ordinate all the
actions necessary in order to guarantee that all tasks are
finished at the appropriate time and in the appropriate
sequence.
• Establish corrective actions with Plan & Assign Resolution
process in case of need.
• Support with reconfigurations requests to Service
Configuration & Activation processes.
• When needed, report to S/P Problem Reporting &
Management process using trouble ticketing and receive
the solution once the problem is fixed.
• When needed, launch a request to restore to Resource
Trouble Management process, which notifies a restoration
completion when it is finished.

L3-OPS -2-3-5- Close & Report
Process Name Close & Report

Process 1.OPS.2.3.5
Identifier
Brief Certify the recovery of the normal service performance
Description
Extended The purpose of the Close & Report processes is to certify the
Description recovery of the normal service performance. These
processes will perform the necessary testing to achieve this
purpose and make the necessary reports about the problem
that occurred, the root cause and the activities carried out for
restoration. It also will issue the trouble clearance report to
inform the CRM layer.
• - Automated tools may support the process to allow rapid
communication between areas.
• - Follow internal standard operational procedures, which
may be optimized.
• - Indicate problem status to the Customer QoS/SLA
Management process.
• - Close the trouble ticket opened by the Problem Handling
process.
• - Notify a service problem report to the Service Quality
Management processes.
OPS L3 2-4- Service Quality Management (SM&O – A)
Brief description: Encompasses monitoring, analyzing and controlling the

performance of the service perceived by customers

Service Quality
Management
Monitor Service Analyse Service Improve Service Identify & Report

Quality Quality Service
Constraints
Figure 30: Service Quality Management decomposition into level 3 processes
L3-OPS -2-4-1- Monitor Service Quality
Process Name Monitor Service Quality

Process 1.OPS.2.4.1
Identifier
Brief Extract the necessary information to feed the different quality
Description analysis processes
Extended The purpose of the Monitor Service Quality processes is to
Description extract the necessary information to feed the different quality
analysis processes.
These processes collect and store all quality indicators
related to the service, such as congestion events and
resource alarm events. The processes also perform
automated service testing using simulated call simulating
standard user behavior, and collect data related to service
usage which may supply information to other processes (i.e.
marketing, service cost, etc) and identify abnormal usage by
the service users (i.e. bad passwords, terminal
configurations, etc).
• These processes may also check that any activated
service has the proper quality measurement tools.
• Notify identified problems and scheduled maintenance
to the Service Problem Management processes.
• Supply the information related to quality and usage
data to the Analyze Service Quality processes.
• Receive resource alarms and statistics from the
Resource Trouble Management processes.

L3-OPS -2-4-2- Analyze Service Quality
Process Name Analyze Service Quality

Process 1.OPS.2.4.2
Identifier
Brief Assess the effectiveness of the service by identifying the
Description current quality level against forecast quality levels or specified
KQIs
Extended The purpose of the Analyze Service Quality processes is to
Description assess the effectiveness of the service by identifying the
current quality level against forecast quality levels or specified
KQIs.
Using the raw data from Service Quality Monitoring, these
processes will correlate events in order to filter repetitive
alarms and failure events that do not affect the quality
delivered, and they will calculate key service quality
indicators, (such as Mean Time Between Failures and other
chronic problems).
• Process the collected information and compare it to
the KQIs established in quality and service
specifications.
• Receive inputs related to quality and usage data and
notify service problem resolution requirements to the
Service Problem Management processes.
• Report key service quality indicators to the Improve
Service processes.
L3-OPS -2-4-3- Improve Service
Process Name Improve Service

Process 1.OPS.2.4.3
Identifier
Brief Assess and recommend improvements using the information
Description from Service Quality Analysis in order to improve and/or
correct deviations from the forecast KQIs
Extended The purpose of the Improve Service processes is to assess
Description and recommend improvements using the information from
Service Quality Analysis in order to improve and/or correct
deviations from the forecast KQIs. This recommendation will
be passed to the customer layer, the resource layer or the
Service Configuration & Activation Processes.
• Initiate improvement recommendations according to
key service quality indicators for the Service
Configuration & Activation associated.
• If necessary, the processes may request

improvements from Resource Performance

Management.
L3-OPS -2-4-4- Identify & Report Service Constraints
Process Name Identify & Report Service Constraints

Process 1.OPS.2.4.4
Identifier
Brief Identify constraints that can affect service quality standards
Description
Extended The purpose of the Identify & Report Service Constraints
Description processes is to identify constraints that can affect service
quality standards. These constraints may include resource
failures, capacity shortages due to unexpected demand
peaks, etc. These processes send this information to the
CRM layer in order to keep customers informed.
• Perform information tasks to keep customers informed
through the Customer QoS/SLA Management processes.
• Report to the resource layer the collected and processed
information
OPS L3 2-5- Service & Specific Instance Rating (SM&O – B)
Brief description: Manage service events by correlating and formatting them

into a useful format
Service & Specific

Instance Rating
Mediate Usage Rate Usage Analyse Usage

Records Records Record

Figure 31: Service & Specific Instance Rating decomposition into level 3 processes
L3-OPS -2-5-1- Mediate Usage Records
Process Name Mediate Usage Records

Process 1.OPS.2.5.1
Identifier
Brief Validate, normalize, convert and correlate usage records
Description collected from the resource layer
Extended The purpose of the Mediate Usage Records processes is to
Description validate, normalize, convert and correlate usage records
collected from the resource layer. These processes also
group usage records that relate to a specific service usage.
L3-OPS -2-5-2- Rate Usage Records
Process Name Rate Usage Records

Process 1.OPS.2.5.2
Identifier
Brief Identify and apply tariffs and charging algorithms to specific
Description parameters encapsulated in usage records
Extended The purpose of the Rate Usage Records processes is to
Description identify and apply tariffs and charging algorithms to specific
parameters encapsulated in usage records in order to
produce a charge that is then inserted in the usage record.
L3-OPS -2-5-3- Analyze Usage Records
Process Name Analyze Usage Records

Process 1.OPS.2.5.3
Identifier
Brief Generate reports on usage records based on requests from
Description other processes
Extended The purpose of the Analyze Usage Record processes is to
Description generate reports on usage records based on requests from
other processes. These processes produce reports that may
identify abnormalities, which may be caused by fraudulent
activity or related to customer complaints.

Chapter 3 OPS L3- Resource

(RM&O) Processes
This horizontal functional process grouping maintains knowledge of

resources (application, computing and network infrastructures) and is
responsible for managing all these resources. (e.g. networks, IT systems,
servers, routers, etc.) utilized to deliver and support services required by or
proposed to customers. It also includes all functionalities responsible for the
direct management of all such resources (network elements, computers,
servers, etc.) utilized within the enterprise. These processes are responsible
for ensuring that the network and information technologies infrastructure
supports the end-to-end delivery of the required services. The purpose of
these processes is to ensure that infrastructure runs smoothly, is accessible
to services and employees, is maintained and is responsive to the needs,
whether directly or indirectly, of services, customers and employees. RM&O
also has the basic function to assemble information about the resources
(e.g... from network elements and/or element management systems), and
then integrate, correlate, and in many cases, summarize that data to pass on
the relevant information to Service Management systems, or to take action in
the appropriate resource.
In an ebusiness world, application and computing management are as

important as management of the network resources. Moreover, network,
computing and applications resources must increasingly be managed in a
joint and integrated fashion. To cope with these needs, the eTOM framework
includes the Resource Management & Operations process grouping
(together with the corresponding Resource Development & Management
grouping within SIP), to provide integrated management across these three
sets of resources: applications, computing and network. These areas also
encompass processes involved with traditional Network Element
Management, since these processes are actually critical components of any
resource management process, as opposed to a separate process layer.
The RM&O processes thus manage the complete service provider network
and sub-network and information technology infrastructures.

planning and development, and other strategy and lifecycle processes. This

Resource
Management &
Operations
RM&O Support & Resource Resource Trouble Resource Resource Data

Readiness Provisioning Management Performance Collection &
Figure 32: Resource Management & Operations decomposition into level 2 processes
OPS L3 3-1- RM&O Support & Readiness (RM&O – OSR)
Brief description: Manage classes of resources, ensuring that appropriate

application, computing and network resources are available and ready to
instantiate and manage resource instances
RM&O Support &

Readiness
Enable Resource Support Manage Resource Manage Logistics

Provisioning Ressource Trouble Inventory
Management
Enable Ressource Enable Resource Manage Workforce

Performance DataCollection &
Figure 33: RM&O Support & Readiness decomposition into level 3 processes
L3-OPS -3-1-1- Enable Resource Provisioning (RM&O – OSR)
Process Name Enable Resource Provisioning

Process 1.OPS.3.1.1
Identifier
Brief Testing and acceptance of new resources as part of the

Description handover procedure from the Resource & Operations

Capability Delivery process to Operations
Extended Enable Resource Provisioning processes are responsible for
Description testing and acceptance of new resources as part of the
handover procedure from the Resource & Operations
Capability Delivery process to Operations. They will prepare a
group of resources to make them ready for service fulfillment.
These same processes will also be triggered in order to
restore repaired resources. If there is not enough resource
capacity available to support services at any given time,
these Enable Resource Provisioning processes attempt to
make additional resources available by re-configuring unused
resources.
Upon successful testing and acceptance, the application,
computing or network resources will be registered as being
available to support an end-user service instance. Resource
status will be updated in the Resource Knowledgebase, to
reflect that the resource is available to support service
instances.
L3-OPS -3-1-2- Enable Resource Performance Management (RM&O – OSR)
Process Name Enable Resource Performance Management

Process 1.OPS.3.1.2
Identifier
Brief Enable Resource Performance Management processes
Description monitor and maintain resource classes proactively, according
to performance parameters
Extended Enable Resource Performance Management processes
Description support Resource Performance Management by monitoring
and maintaining resource classes proactively according to
performance parameters, whether technical, time, economic
or process related. The objective of these processes is to
maintain over time the performance of the different resource
classes. Therefore, they provide a longer-term analysis of
resource performance than the analysis performed by, for
example, Resource Performance Management.
Responsibilities of the Enable Resource Performance
Management processes include, but are not limited to:
• Analyzing performance over time of resources or
groups of resources, to identify problems not
recognizable directly in FAB processes;
• Demand balancing in order to maintain resource
performance
The Enable Resource Performance Management processes
work with basic information received from the Resource Data

Collection & Processing processes. They also interact with

Resource Performance Management processes that have
already undertaken initial analysis.
Enable Resource Performance Management supports
Support Service Quality Management.
L3-OPS -3-1-3- Support Resource Trouble Management (RM&O – OSR)
Process Name Support Resource Trouble Management

Process 1.OPS.3.1.3
Identifier
Brief Manage statistically driven preventative and scheduled
Description maintenance activities, and repair activities
Extended The Support Resource Trouble Management processes
Description cover statistically driven preventative and scheduled
maintenance activities, and repair activities.
These processes are responsible for ensuring that the
resources are working effectively and efficiently.
The objective of these processes is twofold:
• Proactively perform maintenance activities on
resources to identify potential troubles with
resources, preventing them from affecting
services;
• Carry out repair activities
The means by which Support Resource Trouble Management
processes identify potential resource failures include, but are
not limited to:
• Performing trend analysis on reports from
Resource Trouble Management and Resource
Performance Management;
• Triggering test processes in FAB and
analyzing the results
The Support Resource Trouble Management processes do
not interact directly with the resources, but rather stimulate
other processes to identify potential resource failures.
Reports are sent to Resource Trouble Management and
Resource Performance Management Reporting for further
analysis.
Resource Trouble Management and Resource Performance
Management are then responsible for deciding on and
carrying out the appropriate action/response to resource
failure events. These actions/responses include sending
requests to the Support Resource Trouble Management
processes to carry out specific resource repair activities.

L3-OPS -3-1-4- Enable Resource Data Collection & Processing (RM&O – OSR)
Process Name Enable Resource Data Collection & Processing

Process 1.OPS.3.1.4
Identifier
Brief Aggregate of network and information technology events on
Description groups of resources, as well as resource class information,
for traffic engineering and capacity planning
Extended Enable Resource Data Collection & Processing processes
Description encompass the aggregation of network and information
technology events on groups of resources, as well as
resource class information, for traffic engineering and
capacity planning.
The objective of these processes is to establish a view on the
resource availability and available resource capacity and in
particular to identify resources whose unavailability rate is
higher than acceptable and resource classes that are
continuously under stress. As such, they provide a longer-
term analysis on resource data than the analysis performed
by for example Resource Trouble Management and
Resource Performance Management.
Responsibilities of the Enable Resource Data Collection &
Processing processes include, but are not limited to:
• Resource availability analysis over time on
resources or groups of resources, to identify
Resource Trouble trends
• Advising the Support Resource Trouble
Management processes to focus on specific
resources with availability problems
• Resource performance analysis over time on
resources or groups of resources, to identify
capacity strains not recognizable directly in
FAB processes.
• Demand balancing in order to maintain
resource capacity
The Enable Resource Data Collection & Processing
processes work with basic information received from the
Resource Data Collection & Processing processes and might
also aggregate information received from Resource
Performance Management, as well as Resource Trouble
Management.
Enable Resource Data Collection & Processing supports
Technology & Resource Plan & Commit.
L3-OPS -3-1-5- Manage Resource Inventory (RM&O – OSR)

Process Name Manage Resource Inventory

Process 1.OPS.3.1.5
Identifier
Brief Manage the administration of the enterprise’s resource
Description inventory
Extended Manage Resource Inventory processes, which support all
Description RM&O and RD&M processes, manage the administration of
the enterprise’s resource inventory, as embodied in the
Resource Inventory Database.
These processes ensure the Resource Inventory Database is
synchronized with the actual installed resource base. This
can be achieved by means of audits and, if supported, auto-
discovery mechanisms.
These processes also encompass the constant monitoring of
the level of resource availability. If pre-set thresholds are
exceeded, the resource will need to be registered in the
Resource Inventory Database as no longer having spare
capacity to meet service demands. This will either trigger the
reconfiguration of unused resources or the build of additional
resources through Resource & Operations Capability
Delivery.
L3-OPS -3-1-6- Manage Workforce (RM&O –OSR)
Process Name Manage Workforce

Process 1.OPS.3.1.6
Identifier
Brief Manage Workforce processes plan, assign, dispatch and
Description manage the activities of staff employed by, or operating as
part of, the enterprise (i.e. technicians, clerks, managers,
etc.). The Manage Workforce processes also enable
reporting and monitoring of assigned activities
Extended Manage Workforce processes plan, assign, dispatch and
Description manage the activities of staff employed by, or operating as
part of, the enterprise (i.e. technicians, clerks, managers,
etc.). The Manage Workforce processes also enable
reporting and monitoring of assigned activities.
These processes relate to staff activities wherever they apply
across the enterprise (including activities within SIP and EM),
not just those that directly relate to the results of the FAB
processes. A particular focus for Manage Workforce concerns
pools of support staff – for example, technicians and other
staff involved with installation, repair or similar activities. The
specific position of Manage Workforce within the eTOM
Operations area reflects this particular focus, but it is not
intended for use only in this area of eTOM

L3-OPS -3-1-7- Manage Logistics
Process Name Manage Logistics

Process 1.OPS.3.1.7
Identifier
Brief Manage and control warehousing, logistics, stock level
Description management, physical distribution and transport of purchased
materials/goods
Extended The Manage Logistics processes manage and control
Description warehousing, logistics, stock management, physical
distribution and transport of purchased materials/goods.
Warehousing & Materials Distribution Management
processes manage all operational processes associated with
the warehousing, storage and transport of purchased goods
from the supplier to either warehouses or to site. The
logistics/transport processes manage the co-ordination and
control of transport infrastructure, including land, air and sea
transport capabilities. The stock/inventory management
processes manage the locations of, and levels of,
stock/inventory holdings, including re-stocking as required.
The stock/inventory management processes also manage the
return of defective material from site or warehouse to the
supplier for repair.
OPS L3 3-2- Resource Provisioning (RM&O – F)
Brief description: Allocate and configure resources to individual customer

service instances in order to meet service requirements
Resource
Provisioning
Allocate & Deliver Configure & Test Resource Collect, Update &
Resource Activate Resource Report Resource
Configuration Data
Figure 34: Resource Provisioning decomposition into level 3 processes

L3-OPS -3-2-1- Allocate & Deliver Resource (RM&O – F)
Process Name Allocate & Deliver Resource

Process 1.OPS.3.2.1
Identifier
Brief Identify resources required to support a specific Service
Description Instance
Extended The objective of the Allocate & Deliver Resource processes is
Description to identify resources required to support a specific Service
Instance. Such allocation request can be placed as part of a
pre-order feasibility check, to see whether there are adequate
resources available to fulfill the request.
In addition, the Allocate & Deliver Resource processes will
possibly ensure the appropriate resources are delivered to
the appropriate location for installation and configuration. This
may include, for example, a central office, a transmission
room, or the customer premise.
These activities include but are not limited to:
• Placing an order for equipment or software
with a Supplier/Partner
• Receipt of the resources if not handled by the
Supplier/Partner directly
• Shipment in cases where no dispatch is
required for the installation or when the
resources cannot be transported by the
installation technician
• Ensuring the resources are part of the truck
load with the associated dispatch for
installation
Depending on the type of service request and the associated
business rules, these processes might be responsible for
placing a reservation on those resources, holding them for a
particular period of time, and possibly releasing them when
the holding time expires.
The Allocate & Deliver Resource processes will closely
interact with the Manage Resource Inventory processes to
understand the available physical and logical resources to
select from, thereby applying specific selection criteria. The
processes will mark the resources as “reserved” by the
service order request.

L3-OPS -3-2-2- Configure & Activate Resource (RM&O – F)
Process Name Configure & Activate Resource

Process 1.OPS.3.2.2
Identifier
Brief Configure and activate the resources reserved for supporting
Description a specific service instance
Extended The objective of the Configure & Activate Resource
Description Processes is to configure and activate the resources reserved
for supporting a specific service instance. If these activities
succeed, the state of the resources will be changed from
reserved to out-of-service, which means they are not
available for use.
The Configure & Activate Resource processes can receive
configuration requests for adding, changing and
complementing services, as well as for fixing resource
troubles and adding resource capacity to cope with
performance problems.
L3-OPS -3-2-3- Test Resource (RM&O – F)
Process Name Test Resource

Process 1.OPS.3.2.3
Identifier
Brief Test resources supporting a specific service instance
Description
Extended The responsibility of the Test Resource Processes is to test
Description resources supporting a specific service instance. The
objective is to verify whether the resources work correctly and
meet the appropriate performance levels. If these tests
succeed, the resources will be marked as in-service which
means the resources are available for use.
L3-OPS -3-2-4- Collect, Update & Report Resource Configuration Data (RM&O –
F)
Process Name Collect, Update & Report Resource Configuration Data

Process 1.OPS.3.2.4
Identifier
Brief Ensure the Resource Inventory Database reflects resources

Description are being used for a specific customer

Extended The objective of the Collect, Update & Report Resource
Description Configuration Data Processes is to ensure the Resource
Inventory Database reflects resources are being used for a
specific customer. They will also report the configuration data
changes to other processes.
OPS L3 3-3- Resource Trouble Management (RM&O – A)
Brief description: Responsible for the management of troubles with

allocated resources
Resource Trouble
Management
Survey & Analyse Localise Resource Correct & Recover Track & Manage Report Resource Close Resource
Resource Trouble Trouble Resource Trouble Resource Trouble Trouble Trouble
Figure 35: Resource Trouble Management decomposition into level 3 processes
L3-OPS -3-3-1- Survey & Analyze Resource Trouble (RM&O – A)
Process Name Survey & Analyze Resource Trouble

Process 1.OPS.3.3.1
Identifier
Brief Monitor Resource Failures in real-time
Description
Extended The objective of the Survey & Analyze Resource Trouble
Description processes is to monitor Resource Failures in real-time.
Responsibilities of these processes include, but are not
limited to:
• Resource Failure Event analysis
• Alarm Correlation and filtering
• Failure Event detection and reporting
Resource Failure Event analysis encompasses the
identification of the event in terms of reporting entity and
nature of the event. It will then analyze the events based on a
number of criteria and then suppress redundant, transient or

implied events by means of filtering and correlation. It

includes the notification of new alarms, or status changes of
previously reported alarms, as well as abatement messages
when alarms have been cleared.
Alarm Correlation and Filtering encompasses the correlation
of redundant, transient or implied events with a specific “root
cause” event.
The Survey & Analyze Resource Trouble processes might
trigger a well-defined action based on specific event
information as well as the non-arrival of information after a
specific time interval has elapsed.
These processes are also responsible for monitoring and
triggering the appropriate action when a trouble is not
resolved within a pre-defined period of time.
L3-OPS -3-3-2- Localize Resource Trouble (RM&O – A)
Process Name Localize Resource Trouble

Process 1.OPS.3.3.2
Identifier
Brief Identify the root cause of the resource trouble
Description
Extended The objective of the Localize Resource Trouble processes is
Description to identify the root cause of the resource trouble.
The responsibilities of these processes include, but are not
limited to:
• Verifying whether the resource configuration
matches the appropriate service features
• Performing diagnostics against the resources
• Running tests against the resources
• Starting and stopping audits against resources
• Scheduling a routine test
The Localize Resource Trouble processes will report the
outcome of any of the above actions. The Track & Manage
Resource Trouble processes will be informed when the root
cause has been identified.
L3-OPS -3-3-3- Correct & Recover Resource Trouble (RM&O – A)
Process Name Correct & Recover Resource Trouble

Process 1.OPS.3.3.3
Identifier
Brief Restore or replace resources that have failed and to ensure
Description that the services depending on those resources are restored

as efficiently as possible
Extended The objective of the Correct & Recover Resource Trouble
Description processes is to restore or replace resources that have failed
and to ensure that the services depending on those
resources are restored as efficiently as possible.
Based on the nature of the failure, it might trigger automatic
restoration procedures.
These processes are also responsible for isolating a unit with
a fault and managing the redundant resource units (e.g. hot
standby). They will also report successful restoration or an
unsuccessful attempt at restoration to Track & Manage
Resource Trouble.
The Correct & Recover Resource Trouble processes will also
communicate with the Support Resource Trouble
Management processes to possibly repair or replace the
failed unit or resource.
L3-OPS -3-3-4- Track & Manage Resource Trouble (RM&O – A)
Process Name Track & Manage Resource Trouble

Process 1.OPS.3.3.4
Identifier
Brief Ensure repair activities are assigned and tracked efficiently
Description
Extended The objective of the Track & Manage Resource Trouble is to
Description ensure repair activities are assigned and tracked efficiently.
Responsibilities of these processes include but are not limited
to:
• Creation of a trouble report with the
appropriate information
• Adding additional information to an existing
trouble report
• Modifying trouble information in an existing
trouble report
• Modifying the trouble report status
• Canceling a trouble report when the trouble
was related to a false alarm
• Report Resource Trouble performs reporting of
Resource Trouble status changes.
The Track & Manage Resource Trouble processes will also
inform the Close Resource Trouble processes when the
resource trouble has been resolved.

L3-OPS -3-3-5- Report Resource Trouble (RM&O – A)
Process Name Report Resource Trouble

Process 1.OPS.3.3.5
Identifier
Brief Report on new or changed Resource troubles
Description
Extended The objective of the Report Resource Trouble processes is to
Description report Resource troubles to for example Service Problem
Management processes in case a new trouble report is
created or the status of an existing trouble report changes.
L3-OPS -3-3-6- Close Resource Trouble (RM&O – A)
Process Name Close Resource Trouble

Process 1.OPS.3.3.6
Identifier
Brief Close a trouble report when the resource trouble has been
Description resolved
Extended The objective of the Close Resource Trouble processes is to
Description close a trouble report when the resource trouble has been
resolved. This includes ensuring appropriate measures will be
taken, in order to prevent similar resource troubles from
occurring in the future. It also includes interaction with the
Resource Trouble processes for reporting purposes
OPS L3 3-4- Resource Performance Management (RM&O – A)
Brief description: Monitoring, analyzing, controlling and reporting on the

performance of resources

Resource
Performance
Management
Monitor Resource Analyse Resource Control Resource Report Resource

Performance Performance Performance Performance
Figure 36: Resource Performance Management decomposition into level 3 processes
L3-OPS -3-4-1- Monitor Resource Performance (RM&O –A)
Process Name Monitor Resource Performance

Process 1.OPS.3.4.1
Identifier
Brief Monitor received resource performance information
Description
Extended The objective of the Monitor Resource Performance
Description processes is to monitor the resource performance information
received from Resource Data Collection & Processing. These
processes monitor the normal performance, and will also
apply appropriate thresholds against resource performance. If
a performance threshold is crossed, a resource trouble report
will be instantiated and handled through the Resource
Trouble Management processes.
L3-OPS -3-4-2- Analyze Resource Performance (RM&O – A)
Process Name Analyze Resource Performance

Process 1.OPS.3.4.2
Identifier
Brief Analyze and evaluate received resource performance
Description information and report the findings of this analysis
Extended The objective of the Analyze Resource Performance
Description processes is to analyze the information received from
Resource Data Collection & Processing in order to evaluate
the performance of the resource and report the findings of

this analysis. This also includes further analysis of the

performance anomalies identified by the Monitor Resource
Performance processes.
Resource fault conditions will be detected by the Resource
Trouble Management processes. However these processes,
while still impacting the service quality, may not detect
intermittent fault conditions in multiple resources. The
Analyze Resource Performance processes determine the
overall quality, using specific measurements in order to detect
service quality degradations. They may also detect
degradation trends before the resource performance has
dropped below an acceptable level.
Responsibilities of the Analyze Resource Performance
processes include, but are not limited to:
• Performance data accumulation and aggregation
• Resource threshold crossing alert processing
• Resource performance monitoring event correlation and
filtering
• Traffic status and performance analysis
If the performance analysis identifies a resource quality
problem, this will be reported by the Report Resource
Once reported to Resource Trouble Management or Service
Quality Management, the Analyze Resource Performance
processes will continuously monitor the resource
performance and possibly escalate the problem, ensuring the
resource performance is restored to an acceptable level in a
timely manner.
L3-OPS -3-4-3- Control Resource Performance (RM&O – A)
Process Name Control Resource Performance

Process 1.OPS.3.4.3
Identifier
Brief Apply controls to resources in order to optimize the resource
Description performance
Extended The objective of the Control Resource Performance
Description processes is to apply controls to resources in order to
optimize the resource performance. The need for installing
performance controls can be identified by the Analyze
Resource Performance processes or requested by the
Service Quality Management processes. This also includes
the instantiation of pre-plans, which have been defined in
order to cope with abnormal situations caused by, for
example, natural disasters or mass calling events.
In the case of, for example, circuit switching and SS7
networks, this encompasses the application of traffic controls

that affect call processing and traffic routing in order to

optimize the call completion rate. In the case of packet
networks, this encompasses various types of traffic
conditioning, such as policing and shaping.
L3-OPS -3-4-4- Report Resource Performance (RM&O – A)
Process Name Report Resource Performance

Process 1.OPS.3.4.4
Identifier
Brief Report the findings of the Analyze Resource Performance
Description processes
Extended The objective of the Report Resource Performance
Description processes is to report the findings of the Analyze Resource
If the performance analysis identifies a resource quality
problem, this will be reported to the Resource Trouble
Management and/or the Service Quality Management
processes. The latter processes are responsible for deciding
on and carrying out the appropriate action/response.
OPS L3 3-5- Resource Data Collection & Processing (RM&O – AB)
Process Identifier: 1.AB.3.5
Brief Description: Resource Data Collection & Processing
Collect usage, network and information technology events and performance

information for distribution to other processes within the enterprise

Resource Data
Collection &
Processing
Collect Resource Process Resource Report Resource Audit Resource

Data Data Data Usage Data
Figure 37: Resource Data Collection & Processing Decomposition into level 3 processes
L3-OPS -3-5-1- Collect Resource Data (RM&O – AB)
Process Name Collect Resource Data

Process 1.OPS.3.5.1
Identifier
Brief Collect usage, network and information technology events
Description and performance information
Extended The Collect Resource Data processes are responsible for
Description collecting usage, network and information technology events
and performance information. Before this information is
distributed to other processes within the enterprise, it will be
passed to Process Resource Data for processing.
L3-OPS -3-5-2- Process Resource Data (RM&O – AB)
Process Name Process Resource Data

Process 1.OPS.3.5.2
Identifier
Brief Process the raw data collected from the resources
Description
Extended The Process Resource Data processes are responsible for
Description processing the raw data collected from the resources. This
includes the filtering of Resource Data based on well-defined
criteria, as well as providing summaries of the Resource Data
through aggregation.
These processes are also responsible for formatting the
Resource Data before distributing it to other processes within

the enterprise
L3-OPS -3-5-3- Report Resource Data (RM&O – AB)
Process Name Report Resource Data

Process 1.OPS.3.5.3
Identifier
Brief Distribute processed Resource Data to other processes
Description within the enterprise
Extended The Report Resource Data processes are responsible for
Description distributing processed Resource Data to other processes
within the enterprise for further analysis and/or reporting.
L3-OPS -3-5-4- Audit Resource Usage Data (RM&O – AB)
Process Name Audit Resource Usage Data

Process 1.OPS.3.5.4
Identifier
Brief Audit the resource data collection stream in order to identify
Description possible anomalies
Extended The Audit Resource Usage Data processes are responsible
Description for auditing the resource data collection stream in order to
identify possible anomalies such as loss of usage data in the
different collection and processing steps.
Chapter 4 OPS L3- Supplier/

Partner Relationship
Management (S/PRM)
Processes
This horizontal functional process grouping supports the core operational

processes, both the customer instance processes of Fulfillment, Assurance
and Billing and the functional operations processes. Supplier/Partner
Relationship Management (S/PRM) processes align closely with a supplier’s
or partner’s Customer Relationship Management processes. The inclusion of
distinct Supplier/Partner Relationship Management processes in the eTOM
framework enables the direct interface with the appropriate lifecycle, end-to-

end customer operations or functional processes with suppliers and/or

partners. The processes include issuing RFPs as part of the buy process,
issuing purchase orders and tracking them through to delivery, mediation of
purchase orders as required to conform to external processes, handling
problems, validating billing and authorizing payment, as well as quality
management of suppliers and partners.
It is important to note that when the enterprise sells its products to a partner
or supplier, this is done through the enterprise CRM processes, which act on
behalf of the supplier or the enterprise in such cases. Supplier/Partner
processes only cover the buying of services by the enterprise.
Supplier/Partner
Relationship
Management
S/PRM Operations S/P Requisition S/P Problem S/P Performance S/P Settlements & S/P Interface
Support & Management Reporting & Management Billing Management
Readiness Management Management
OPS L3 4-1- S/PRM Support & Readiness (S/PRM – OSR)
Brief description: S/PRM Support & Readiness processes are responsible

for ensuring that all necessary facilities related to the interaction with suppliers
and partners are ready and functioning. Moreover, these processes are
responsible for the resolution of problems related to these facilities.
S/PRM Operations
Support &
Readiness
Support S/P Support S/P Support S/P Support S/P Support S/P
Requisition Problem Reporting Performance Settlements and Interface
Management & Management Management Billing Management

L3-OPS -4-1-1- Support S/P Requisition Management
Process Name Support S/P Requisition Management

Process 1.O.4.1.1
Identifier
Brief Verify that all necessary facilities related to S/P Requisition
Description Management are ready and functioning so that no delay is
incurred when requisitioning from suppliers and partners
Description capacity (for example, information, materials, systems and
resources) so that the S/P Requisition Management
processes can operate effectively. Examples are: information
on how to process requisitions for specific products and
services, materials needed to confirm requisition requests,
systems needed to validate supplier/partner product and
service availability,
These processes update supplier/partner contract details as
well as supplier/partner product and service information, etc.
They undertake trend analysis on supplier/partner
requisitioning, including types of associated, response
duration, delays and other problems.
L3-OPS -4-1-2- Support S/P Problem Reporting & Management
Process Name Support S/P Problem Reporting & Management

Process 1.O.4.1.2
Identifier
Brief Verify that all necessary facilities related to S/P Problem
Description Reporting & Management are ready and functioning
resources) so that the S/P Problem Reporting & Management
processes can operate effectively.
These processes also undertake trend analysis on
supplier/partner problem handling, including type and
frequency of problems occurring and time taken to resolve.
L3-OPS -4-1-3- Support S/P Performance Management
Process Name Support S/P Performance Management

Process 1.O.4.1.3
Identifier
Brief Verify that all necessary facilities related to S/P Performance

Description Management are ready and functioning

resources) so that the S/P Performance Management
processes can operate effectively. These processes support
S/P Performance Management processes, including ongoing
relations with suppliers/partners from an operational
viewpoint. This can include reviews and recommendations for
improvements, and short-term remedial action/agreements
with suppliers/partners concerning contract breaches.
These processes undertake trend analysis on service
performance from suppliers and partners, including problems
in meeting performance goals, and types and frequency of
violation.
L3-OPS -4-1-4- Support S/P Settlements & Billing Management
Process Name Support S/P Settlements & Billing Management

Process 1.O.4.1.4
Identifier
Brief Verify that all necessary facilities related to S/P Settlements &
Description Billing Management are ready and functioning
The purpose of these processes is to ensure that there is
capability (for example, information, materials, systems and
resources) so that the S/P Settlements & Billing Management
processes can operate effectively. Examples are information
on how to respond to current settlements and billing issues
with suppliers and partners, materials needed to process bills
and invoices with suppliers and partners: systems needed to
create bills, handle invoices or analyze supplier/partner billing
and settlement concerns, requests for provisioning of
additional resources where it has been identified that current
levels will impact on timely bill preparation, and complaint
handling.
These processes undertake trend analysis on billing and
invoicing, including problems, delays and complaints.
L3-OPS -4-1-5- Support S/P Interface Management
Process Name Support S/P Interface Management

Process 1.O.4.1.5
Identifier
Brief Ensure that all necessary interfaces between the enterprise
Description and all its S/P are set up and available


resources) so that the S/P Interface Management processes
can operate effectively. Examples are information on how to
handle unusual requests based on temporary situations,
systems needed to accept and track supplier/partner
contacts, requests for the provisioning of additional resources
where it has been identified that current levels will impact on
timely contact handling).
These processes are responsible for implementing generic
and specific changes to supplier/partner interfaces. This
support could be in updating agent scripts, Web pages, etc.
Support S/P Interface Management processes keep up to
date all information concerning suppliers and partners.
These processes undertake trend analysis on
supplier/partner contacts, e.g. type, frequency, duration,
outcome.
OPS L3 4-2- S/P Requisition Management (S/PRM – F)
Brief description: S/P Requisition Management processes manage

requisitions with partners/suppliers to ensure on-time and correct delivery of
the product or service requested by the enterprise. According to the
appropriate policy and practices of the enterprise, supply chain processes in
SIP may be involved as well as, or instead of, S/P Requisition Management
to achieve this. This process interfaces with the supplier’s CRM process for
order handling.
S/P Requisition
Management
Select Supplier / Determine S/P Place S/P Receive & Accept

Partner Pre-Requisition Requisition S/P Product
Feasibility

L3-OPS -4-2-1- Select Supplier/Partner
Process Name Select Supplier/Partner

Process 1.F.4.2.1
Identifier
Brief Select the most appropriate supplier or partner from the
Description range of S/Ps with whom a supply arrangement exists
Extended Based on the particular service component requirements,
Description select the most appropriate supplier or partner from the range
of S/Ps with whom a supply arrangement exists.
Once a supplier/partner is chosen, it must be established that
the product is available (in stock / or that sufficient capacity is
available), and that the delivery volumes and conditions can
be met. There may be some negotiation with the supplier
regarding delivery scheduling and product availability.
Finally, the product requirement is formatted into a form
whereby it can be transferred to the supplier via the Place
Requisition process.
L3-OPS -4-2-2- Determine S/P Pre-Requisition Feasibility
Process Name Determine S/P Pre-Requisition Feasibility

Process 1.F.4.2.2
Identifier
Brief This process queries a set of candidate suppliers to check for
Description product availability and ability to meet delivery volumes,
delivery time-scales and schedules, locations, specific
technical and other requirements
Extended This process queries a set of candidate suppliers to check for
Description product availability and ability to meet delivery volumes,
delivery time-scales and schedules, locations, specific
technical and other requirements (including relevant
standards), etc. The candidate suppliers will have been
defined during the Select Supplier/Partner process, and may
be new suppliers or pre-existing suppliers. There may be a
number of suppliers who in principle can meet the business
need, and so there may be a process of evaluating each
supplier’s offering or product (and product options) against
the business need.
L3-OPS -4-2-3- Place S/P Requisition
Process Name Place S/P Requisition

Process 1.F.4.2.3

Identifier
Brief Manages requisitions to suppliers/partners through to delivery
Description
Extended This process manages requisitions to suppliers/partners
Description through to delivery.
S/P Place Requisition generates a correctly formatted and
specified requisition, and issues this to the selected
supplier/partner. It tracks progress with the supplier/partner,
either periodically, or at defined points according to a project
or program plan. This tracking may be driven from the
enterprise, or triggered by reports from the supplier/partner
(e.g. periodically or at key events).
This process also kicks-off jeopardy and risk management in
relation to the supplied products, their availability and delivery
schedule. It also receives notifications or requests from
suppliers regarding forced or requested changes to the
product specification or delivery schedule. These may be
caused by the supplier/partner or may be outside their
control.
L3-OPS -4-2-4- Receive & Accept S/P Product
Process Name Receive & Accept S/P Product

Process 1.F.4.2.4
Identifier
Brief Tracks completion of requisitions after delivery, and arranges
Description for any acceptance testing or commissioning required
Extended Receive & Accept S/P Product tracks completion of
Description requisitions after delivery, and arranges for any acceptance
testing or commissioning required.
This process facilitates and supports coordination of internal
activities with activities performed by the supplier/partner, that
are required to:
- Configure a bought-in product.
- Bring a bought-in product into service.
- Restore a bought-in product to service.
This process also manages negotiations with a supplier
where there have been problems with a product’s supply, and
determines through dialogue with the supplier, how best to
resolve such issues.
This product acceptance may involve co-ordination with
internal service or resource layer processes, where the
supplied product forms part of a larger system, or a product
for onward shipping
This process reports status of delivery of the product (as
required) to internal stakeholders, and reports and documents
on product acceptance, and fitness for purpose

OPS L3 4-3- S/P Problem Reporting & Management (S/PRM – A)
Brief description: S/P Problem Reporting & Management processes

manage problems, associated with supplier/partner interactions, whether
identified within the enterprise or notified by the supplier/partner.
S/P Problem
Reporting &
Management
Report Problem to Receive & Notify Manage S/P

S/P Problem from S/P Problem
Resolution
L3-OPS -4-3-1- Report Problem to S/P
Process Name Report Problem to S/P

Process 1.A.4.3.1
Identifier
Brief Report specific problems to the supplier / partner. These
Description problems may be detected internally or may be a
consequence of problems reported by customers
Extended
Description
L3-OPS -4-3-2- Receive & Notify Problem from S/P
Process Name Receive & Notify Problem from S/P

Process 1.A.4.3.2
Identifier
Brief Receive notification of problems detected by the supplier/
Description partner, and notifies other processes of this. These
notifications will be used by other processes to manage the
impact on internal operations and customers.
Extended
Description

L3-OPS -4-3-3- Manage S/P Problem Resolution
Process Name Manage S/P Problem Resolution

Process 1.A.4.3.3
Identifier
Brief Track progress of the problem resolution as advised by the
Description supplier / partner.
This process monitors the problem until it is resolved and the
performance requirements are being met. It ensures follow-up
with internal processes (e.g. SLA management) and
customers, and maintains records of the problem.
Extended
Description
OPS L3 4-4- S/P Performance Management (S/PRM – A)
Brief description: S/P Performance Management processes track, measure

and report the performance of services or products from suppliers and
partners, as well as how this relates to the performance of the
supplier/partner against any contracts or business agreements. These S/P
Performance Management processes interface with the supplier’s CRM
processes of Customer QoS/SLA Management.
S/P Performance
Management
Monitor & Control Restore S/P Monitor S/P

Service Service Performance
Performance Performance

L3-OPS -4-4-1- Monitor & Control Service Performance
Process Name Monitor & Control Service Performance

Process 1.A.4.4.1
Identifier
Brief Collect and analyze performance of services delivered by
Description suppliers and partners
Extended Monitor & Control Service Performance processes control the
Description performance measurement activities, collect performance
data on a specified S/P service, analyze this against the
relevant SLA for the supplier/partner and report performance
data and any S/P SLA violations to other processes. These
processes also carry out impact analysis on any S/P SLA
violations and initiate corrective actions.
L3-OPS -4-4-2- Restore S/P Service Performance
Process Name Restore S/P Service Performance

Process 1.A.4.4.2
Identifier
Brief Ensure that performance problems involving suppliers and
Description partners are resolved promptly and efficiently
Extended Restore S/P Service Performance processes manage
Description restoration of service performance with the supplier/partner in
cases of SLA or threshold violations, including invocation of
restorative activity (e.g. service re-configuration) as
appropriate. These processes coordinate resolution of the
performance issue, arrange any performance testing and
report on the performance issue to other processes.
L3-OPS -4-4-3- Monitor S/P Performance
Process Name Monitor S/P Performance

Process 1.A.4.4.3
Identifier
Brief Monitor and assess supplier/partner performance against the
Description agreed contract or business agreement
Extended Monitor S/P Performance processes monitor and assess
Description supplier/partner performance against the agreed contract or
business agreement (e.g. delivery, support). As appropriate,
this can involve taking into account the enterprise business

needs and their relationship with the contract commitments.

The performance measured may be influenced by
performance against SLAs for individual services, etc, but
may also take into account wider issues in the relationship
between the enterprise and the supplier/partner concerned.
Performance reports are provided to other processes.
OPS L3 4-5- S/P Settlements & Billing Management (S/PRM – B)
Brief description: Manage all settlements and billing for the enterprise,
including bill validation and verification and payment authorization.
S/P Settlements &

Billing
Management
Manage Account Receive & Assess Negotiate & Issue Settlement

Invoice Approve Invoice Notice & Payment
L3-OPS -4-5-1- Manage Account
Process Name Manage Account

Process 1.B.4.5.1
Identifier
Brief Manage Account processes administer the internal record of
Description usage of supplier/partner’s services in support of invoice
reconciliation and reciprocal usage settlement.
Extended
Description

L3-OPS -4-5-2- Receive & Assess Invoice
Process Name Receive & Assess Invoice

Process 1.B.4.5.2
Identifier
Brief Receive & Assess Invoice processes compare invoices
Description against usage records and offsets, and manage the
interactions between the supplier/partner and the enterprise
to confirm usage records and resolve account differences.
Extended
Description
L3-OPS -4-5-3- Negotiate & Approve Invoice
Process Name Negotiate & Approve Invoice

Process 1.B.4.5.3
Identifier
Brief Negotiate & Approve Invoice processes manage the
Description interactions between the supplier/partner and the enterprise,
in relation to enquiries about the billing account, handling
disputes and any subsequent negotiations.
Extended
Description
L3-OPS -4-5-4- Issue Settlement Notice & Payment
Process Name Issue Settlement Notice & Payment

Process 1.B.4.5.4
Identifier
Brief Issue Settlement Notice & Payment processes apply where
Description suppliers / partners are entitled to revenue sharing, where the
enterprise initiates the settlement cycle.
Extended
Description
OPS L3 4-6- S/P Interface Management (S/PRM – FAB)
Brief description: Manage the contacts between the enterprise and its
current or future suppliers/partners for products or services.

S/P Interface
Management
Manage S/P Analyze & Report

Requests S/P Interactions
(including Self
Service)
L3-OPS -4-6-1- Manage S/P Requests (Including Self Service)
Process Name Manage S/P Requests (Including Self Service)

Process 1.FAB.4.6.1
Identifier
Brief Accept requests and enable the supplier / partner to obtain
Description the desired information from the enterprise, or identify and
activate the appropriate process area to accomplish the
request
Extended Manage S/P Requests (including Self Service) processes
Description accept requests and enable the supplier / partner to obtain
the desired information from the enterprise, or identify and
activate the appropriate process area to accomplish the
request.
They also initiate interactions and manage the process of the
supplier/partner obtaining information. Alternatively they
interact with the appropriate process area to accomplish the
request.
L3-OPS -4-6-2- Analyze & Report S/P Interactions
Process Name Analyze & Report S/P Interactions

Process 1.FAB.4.6.2
Identifier
Brief Analyze & Report S/P Interactions processes analyze

Description interactions and generate reports for tracking and managing

interactions or improving procedures for supplier/partner
processes.
Extended
Description

Brief Descriptions
Process Process Name Brief Description

Identifier
1. F.1.4.4 Acquire Customer Record all pertinent customer data
Data
1.OPS.2.2.6 Activate Service Trigger the end-to-end activation/deactivation
of all installed elements
1.OPS.3.2.1 Allocate & Deliver Identify resources required to support a
Resource specific Service Instance
1.OPS.2.2.2 Allocate Specific Issue identifiers for new services and to
Resources to manage identifier pools for services
Services
1.FAB.4.6.2 Analyze & Report S/P Analyze & Report S/P Interactions processes
Interactions analyze interactions and generate reports for
tracking and managing interactions or
improving procedures for supplier/partner
processes
1. Analyze and Manage Record all pertinent customer data
FAB.1.9.3 Customer Risk
1. Analyze and Report Perform all necessary analysis on closed
FAB.1.2.3 on Customer requests and on customer contacts and generate
related reports
1.OPS.3.4.2 Analyze Resource Analyze and evaluate received resource
Performance performance information and report the
findings of this analysis
1.OPS.2.4.2 Analyze Service Assess the effectiveness of the service by
Quality identifying the current quality level against
forecast quality levels or specified KQIs
1.OPS.2.5.3 Analyze Usage Generate reports on usage records based on
Records requests from other processes
1.B.1.8.2 Apply Pricing, Ensure that the customer receives an invoice that
Discounting & Rebate is reflective of all the billable events delivered by
the Service Provider as per the business
relationship between the customer and the
Service Provider
1.A.1.7.1 Assess Customer Manage the overall customer QoS/SLA
QoS/SLA performance to ensure contractual obligations are
Performance being met
1.E.5.2 Asset Management Manage all financial and policy aspects of the
physical assets of the enterprise
1.E.2.4 Audit Management Provide assurance to senior management and
the enterprise Board that the enterprise
processes and controls are effective and


Identifier
conform to relevant adopted standards.
1.OPS.3.5.4 Audit Resource Audit the resource data collection stream in
Usage Data order to identify possible anomalies
1. F.1.5.2 Authorize Credit Assess a customer’s credit worthiness in support
of managing customer risk and company
exposure to bad deb
1.B.1.8 Billing & Collections Ensure that enterprise revenue is billed and
Management collected
1.E.6.6 Board & Manage all activities associated with Board
Shares/Securities administration and securities regulation.
Management
1. Build Customer Ensure that Service Provider and the customer
FAB.1.9.2 Insight feel confident that the relationship is founded
on up-to-date, accurate and legally compliant
information
1.E.2.1 Business Continuity Manage the development of strategies,
Management policies, plans, organizational roles &
responsibilities, and escalation procedures for
ensuring continuation of business processes
and activities in the event of serious and/or
sustained interruption
1.E.1.2 Business Broaden the scope of the enterprise activities
Development through expansion, or sharpening of the
enterprise’s focus through divestment or
outsourcing of non-critical activities.
1.OPS.2.3.5 Close & Report Certify the recovery of the normal service
performance
1.A.1.6.4 Close Problem Ensure that a problem affecting the customer is
solved
1.OPS.3.3.6 Close Resource Close a trouble report when the resource
Trouble trouble has been resolved
1.OPS.3.5.1 Collect Resource Collect usage, network and information
Data technology events and performance
information
1.OPS.3.2.4 Collect, Update & Ensure the Resource Inventory Database reflects
Report Resource resources are being used for a specific customer
Configuration Data
1.E.6.2 Community Relations Ensure the enterprise’s position within the
Management community, or communities, within which it
operates.
1. F.1.5.5 Complete Order Manage customer information and interactions
after customer contracts or customer Service
Orders have been finalized and during the Order
Completion phase
1.OPS.3.2.2 Configure & Activate Configure and activate the resources reserved
Resource for supporting a specific service instance
1.OPS.3.4.3 Control Resource Apply controls to resources in order to optimize


Identifier
Performance the resource performance
1.E.6.1 Corporate Communicate the required messages to the
Communications & market and industry about the overall
Image Management enterprise, and handle enquiries and other
interactions with the mass media.
1.OPS.3.3.3 Correct & Recover Restore or replace resources that have failed
Resource Trouble and to ensure that the services depending on
those resources are restored as efficiently as
possible
1.B.1.8.3 Create & Deliver Bill Production of a timely and accurate invoice
reflective of the charges for services delivered to
the customer by the Service Provider and
respective trading partners
1.O.1.1 CRM - Support & CRM Support & Readiness processes manage
Readiness classes of products, ensuring that all CRM
processes in Fulfillment, Assurance and Billing
are supported and able to manage interactions
with customers promptly and efficiently.
1. F.1.4.5 Cross/Up Selling Ensure that the value of the relationship between
the customer and service provider is maximized
by selling additional, or more of the existing,
products.
1.FAB.1.2 Customer Interface Managing all interfaces between the enterprise
Management and potential and existing customers
1.A.1.7 Customer QoS/SLA Monitoring, managing and reporting of
Management delivered vs. contractual Quality of Service
(QoS), as defined in the enterprise’s service
descriptions, customer contracts or product
catalogue
1.OFAB.1 Customer This horizontal functional process grouping
Relationship considers the fundamental knowledge of
Management CRM customers needs and includes all
functionalities necessary for the acquisition,
enhancement and retention of a relationship
with a customer. It is about customer service
and support, whether storefront, telephone,
web or field service. It is also about retention
management, cross-selling, up-selling and
direct marketing for the purpose of selling to
customers. CRM also includes the collection of
customer information and its application to
personalize, customize and integrate delivery
of service to a customer, as well as to identify
opportunities for increasing the value of the
customer to the
CRM applies to both conventional retail
customer interactions, as well as to wholesale
interactions, such as when an enterprise is


Identifier
selling to another enterprise that is acting as
the ‘retailer
1.OPS.2.2.1 Design Solution Provide a system architecture which complies
to a particular customer requirement
1.F.4.2.2 Determine S/P Pre- This process queries a set of candidate
Requisition suppliers to check for product availability and
Feasibility ability to meet delivery volumes, delivery time-
scales and schedules, locations, specific
technical and other requirements
1. F.1.5.1 Determine PreOrder Check the availability and /or the feasibility of
Feasibility providing non-standard product(s) and / or special
solutions on standard product(s) to a customer
1.OPS.2.3.2 Diagnose Problem Isolate the root cause of the problem
1.E.7.5 Employee & Labor Manage relationships with employees at an
Relations enterprise and employee group level.
Management
1.OPS.3.1.4 Enable Resource Aggregate of network and information
Data Collection & technology events on groups of resources, as
Processing well as resource class information, for traffic
engineering and capacity planning
1.OPS.3.1.2 Enable Resource Enable Resource Performance Management
Performance processes monitor and maintain resource
Management classes proactively, according to performance
parameters
1.OPS.3.1.1 Enable Resource Testing and acceptance of new resources as
Provisioning part of the handover procedure from the
Resource & Operations Capability Delivery
process to Operations
1.OPS.2.1.2 Enable Service Ensure that service capacity is available to the
Configuration & Service Configuration & Activation processes
Activation for allocation to a customer when an order
arrives
1.OPS.2.1.4 Enable Service Ensure that a specific service class is performing
Quality Management according to specific quality requirements
1.E.1.3 Enterprise Define, develop, manage and maintain the
Architecture enterprise architecture.
Management
1.E.3 Enterprise The Enterprise Effectiveness Management
Effectiveness process grouping focuses on defining and
Management providing the tools, methodologies and training
to ensure that the enterprise processes and
activities are managed and run efficiently and
effectively.
Any enterprise has a host of processes which
are used to support the business of the
enterprise and its customers and suppliers. By
necessity these processes need to evolve and
change over time. Process Management &


Identifier
Support processes ensure that the enterprise
has the capability to undertake this process
evolution.
Across an enterprise many activities occur to
expand the capability of the enterprise to
deliver products and services, provide other
facilities, deliver new processes, etc. By the
nature of the enterprise these activities are
complex and require a high degree of
coordination, often across the enterprise.
Program and project management is a key
competence of an enterprise, and the Program
& Project Management processes establish
and maintain this core competence.
Ensuring that the enterprise is both effective
and efficient requires that activities undertaken
are done correctly the first time. The Enterprise
Quality Planning & Support processes
establish the quality framework to be employed
within the enterprise.
Effective management requires effective
measurement, and the Enterprise Performance
Assessment processes provide the control
framework for the establishment and
management of appropriate enterprise
performance measures.
Facilities Management & Support processes
take care of environmental aspects within the
enterprise's workplace, making sure the
workplace facilities are adequate to guarantee
an optimal performance of the employees.
1.E.3.4 Enterprise Check that the goals defined for the enterprise
Performance are on track and being met.
Assessment
1.E.3.2 Enterprise Quality Define the enterprise quality management
Management policies and the enterprise model for quality
management
1.E.2 Enterprise Risk The Enterprise Risk Management process
Management grouping focuses on assuring that risks and
threats to the enterprise value and/or
reputation are identified, and appropriate
controls are in place to minimize or eliminate
the identified risks. The identified risks may be
physical or logical/virtual. Successful risk
management ensures that the enterprise can
support its mission critical operations,
processes, applications, communications in the
face of a serious incident, from security


Identifier
threats/violations and fraud attempts.
The Enterprise Risk Management processes
deal with issues surrounding business
continuity, security and fraud. Where those
risks can be managed within the context of the
enterprise they are managed. However there
are some risks, which are outside of the ability
of the enterprise to reduce. In those
circumstances external insurance can give
some comfort to the enterprise, and so the
area of insurance management is a key
element.
A key aspect of risk management is an
independent assessment that the identified
controls are in place and working effectively.
This independent assessment is provided by
the Audit Management processes.
In many enterprises the area of credit
management can be incorporated within the
Enterprise Risk Management processes. In the
information and communications technology
industry, the issuing of credit and credit
assessment is intimately tied with the
operational processes surrounding the
identification and management of customers.
In the eTOM Business Process Framework,
credit management processes are therefore
placed within the CRM horizontal process
grouping
1. Establish & Terminate Verify the customer identity, manage the
FAB.1.9.1 Customer customer identity across the Enterprise, and
Relationship manage termination as appropriate
1.OPS.2.3.1 Evaluate & Qualify Determine the nature of a problem that has
Problem been reported by a customer and whether the
customer is using the service properly
1.E.3.5 Facilities Take care of environmental aspects within the
Management & enterprise's workplace.
Support
1.E.5 Financial & Asset The Financial & Asset Management (F&AM)
Management process grouping focuses on managing the
finances and assets of the enterprise. Financial
Management processes include Accounts
Payable, Accounts Receivable, Expense
Reporting, Revenue Assurance, Payroll, Book
Closings, Tax Planning and Payment etc.
Financial Management processes collect data,
report and analyze the results of the enterprise.
They are accountable for overall management


Identifier
of the enterprise income statement. Asset
Management processes set asset policies,
track assets and manage the overall corporate
balance sheet.
1.E.5.1 Financial Manage the financial management aspects of
Management the enterprise.
1.E.2.3 Fraud Management Define Fraud Management corporate policies,
guidelines, best practices and control
procedures to be deployed to ensure fraud
minimization within the enterprise.
1.E.1.4 Group Enterprise Plan and manage coordination across business
Management units within the enterprise, and between the
enterprise and its subsidiaries.
1.E.7 Human Resources The Human Resources Management process
Management grouping provides the human resources
infrastructure for the people resources that the
enterprise uses to fulfill its objectives.
For example, Human Resources Management
processes provide salary structures by level,
coordinate performance appraisal and
compensation guidelines and set policies in
relation to people management, employee
benefit programs, etc.
Moreover it supports the definition of the
organization of the enterprise and coordinates
its reorganizations.
Note that Human Resources Management
processes are concerned with preparing
people to carry out their assigned tasks (e.g.,
organizing training, remuneration, recruiting,
etc.). The actual assignment of specific tasks is
the responsibility of Work Force Management
processes.
1.E.7.1 HR Policies & Support people management throughout the
Practices enterprise.
1.OPS.2.4.4 Identify & Report Identify constraints that can affect service
Service Constraints quality standardsIdentify constraints that can
affect service quality standardsIdentify
constraints that can affect service quality
standards
1.OPS.2.2.4 Implement & Deliver a final configuration, which is optimal for
Configure Service customer service requirements
1.OPS.2.4.3 Improve Service Assess and recommend improvements using
the information from Service Quality Analysis in
order to improve and/or correct deviations from
the forecast KQIs
1.E.2.5 Insurance Assess and manage the insurable risks within
Management an enterprise.


Identifier
1.A.1.6.1 Isolate Problem & Receive & isolate problem, and initiate resolution
Initiate Resolution actions
1.F.1.3.1 Issue and distribute Issue and distribute marketing collateral (i.e.,
marketing collaterals coupon, premium, sample, toys, fliers, etc.)
directly to a customer
1.B.4.5.4 Issue Settlement Issue Settlement Notice & Payment processes
Notice & Payment apply where suppliers / partners are entitled to
revenue sharing, where the enterprise initiates
the settlement cycle
1.E.4.1 Knowledge Manage the tacit and explicit knowledge
Management contained with the enterprise.
1.E.4 Knowledge & The Knowledge and Research Management
Research process grouping performs knowledge
Management management and research management within
the enterprise including evaluation of potential
technology acquisitions
1.E.6.5 Legal Management Ensure that the enterprise complies with all
relevant legal requirements.
1.OPS.3.3.2 Localize Resource Identify the root cause of the resource trouble
Trouble
1.B.4.5.1 Manage Account Manage Account processes administer the
internal record of usage of supplier/partner’s
services in support of invoice reconciliation and
reciprocal usage settlement
1.O.1.1.9 Manage Campaign Manage individual marketing campaigns
developed by Product Marketing
Communications & Promotion processes
1.B.1.8.5 Manage Collection Collect payments made by the customer and
match to invoices
1.FAB.1.2.1 Manage Contact Manage all contacts/requests between potential
or existing customers and the enterprise
1.B.1.8.1 Manage Customer Bill Ensure the timely and effective fulfillment of all
Inquiries customer bill inquiries and the resolution of
customer / Service Provider billing issues
1.B.1.8.4 Manage Customer Ensure effective management of the customer’s
Billing billing account
1.OPS.3.1.7 Manage Logistics Manage and control warehousing, logistics,
stock level management, physical distribution
and transport of purchased materials/goods
1.FAB.4.6.1 Manage S/P Requests Accept requests and enable the supplier /
(Including Self partner to obtain the desired information from
Service) the enterprise, or identify and activate the
appropriate process area to accomplish the
request
1. F.1.4.1 Manage Prospect Match identified leads with the most appropriate
products and ensure that these prospects are
handled appropriately
1.A.1.7.2 Manage QoS/SLA Ensure that the customer and the relevant


Identifier
Violation internal processes are informed of service quality
degradations and violations and that action is
undertaken to resolve the degradation or violation
1.A.1.7.3 Manage Reporting Report on the customer’s QoS/SLA performance
1. Manage Request Manage all requests (inbound and outbound)
FAB.1.2.2 (Including Self made by potential and existing customers
Service)
1.OPS.3.1.5 Manage Resource Manage the administration of the enterprise’s
Inventory resource inventory
1.OPS.2.1.1 Manage Service Manage the administration of the enterprise’s
Inventory service inventory
1.A.4.3.3 Manage S/P Problem Track progress of the problem resolution as
Resolution advised by the supplier / partner.
This process monitors the problem until it is
resolved and the performance requirements
are being met. It ensures follow-up with internal
processes (e.g. SLA management) and
customers, and maintains records of the
problem
1.OPS.3.1.6 Manage Workforce Manage Workforce processes plan, assign,
dispatch and manage the activities of staff
employed by, or operating as part of, the
enterprise (i.e. technicians, clerks, managers,
etc.). The Manage Workforce processes also
enable reporting and monitoring of assigned
activities
1.I.1.4 Marketing Capability Manage the delivery and build of new or
Delivery changed market capabilities or customer-
related capabilities.
1.F.1.3 Marketing Fulfillment Responsible for the issue and distribution of
Response marketing collateral directly to a customer and
the subsequent tracking of resultant leads
1.SIP.1 Marketing & Offer This horizontal functional process grouping
Management focuses on the knowledge of running and
developing the core business for an
Information & Communication Service Provider
enterprise. It includes functionalities necessary
for defining strategies, developing new
products, managing existing products and
implementing marketing and offering strategies
especially suitable for information and
communications products and services.
Marketing and offer management are well
known business processes, especially in the
more competitive ebusiness environment,
where the rate of innovation and brand
recognition determine success. Although most
companies carry out all these activities,


Identifier
depending upon the size of the company, they
are combined in a variety of ways. These
processes are enabling processes, but also the
key processes that are accountable for
commitment to the enterprise for revenue,
overall product results and profit and loss.
These processes deal with the creation of
product, markets and channels; they manage
market and product strategies, pricing, sales,
channels, new product development (and
retirement), marketing communications and
promotion
1.S.1.1 Market Strategy & Enable the development of a strategic view of
Policy an enterprise’s existing and desired market-
place
1.OPS.2.5.1 Mediate Usage Validate, normalize, convert and correlate usage
Records records collected from the resource layer
1.OPS.3.4.1 Monitor Resource Monitor received resource performance
Performance information
1.A.4.4.3 Monitor S/P Monitor and assess supplier/partner
Performance performance against the agreed contract or
business agreement
1.OPS.2.4.1 Monitor Service Extract the necessary information to feed the
Quality different quality analysis processes
1.A.4.4.1 Monitor & Control Collect and analyze performance of services
Service Performance delivered by suppliers and partners
1.B.4.5.3 Negotiate & Approve Negotiate & Approve Invoice processes
Invoice manage the interactions between the
supplier/partner and the enterprise, in relation
to enquiries about the billing account, handling
disputes and any subsequent negotiations
1. F.1.4.3 Negotiate Sales Close the sale with terms that are mutually
agreeable to both the customer and the service
provider
1.F.1.5 Order Handling Responsible for accepting and issuing orders
1.E.7.2 Organization Support the definition of the organization of the
Development enterprise and coordinate its reorganizations.
1.F.4.2.3 Place S/P Requisition Manages requisitions to suppliers/partners
through to delivery
1.OPS.2.3.3 Plan & Assign Identify in a functional plane the necessary steps
Resolution in order to activate the different units which will be
involved to fix the problem
1. Personalize Customer Provide the personalization opportunities for
FAB.1.9.4 Profile for Retention customers that will encourage them not to
& Loyalty switch to another Service Provider
1.A.1.6 Problem Handling Responsible for receiving trouble reports from
customers, resolving them to the customer’s
satisfaction and providing meaningful status on


Identifier
repair and/or restoration activity to the
customer
1.E.3.1 Process Management Define and manage enterprise process
& Support management.
1.OPS.3.5.2 Process Resource Process the raw data collected from the
Data resources
1.E.5.3 Procurement Define corporate procurement and logistics
Management policies and rules, for all purchases,
warehousing, transport, stock level
management and physical resource
distribution, and supervise their application.
1.I.1.3 Product & Offer Manage the delivery and build of new or
Capability Delivery changed Product & Offer and delivery
capabilities within an enterprise.
1.I.1.2 Product & Offer Develop strategies for products at the portfolio
Portfolio Planning level.
1.P.1.5 Product & Offer Develop and deliver new products or services
Development & and product or service enhancements and new
Retirement features, ready for implementation by the
Operations processes.
1.P.1.7 Product Marketing Develop and manage communications to the
Communications & market, prospective and existing customers.
Promotion
1.E.3.3 Program & Project Define and manage the program and project
Management management methodologies, skills and tools
within the enterprise.
1. F.1.4.2 Qualify and Educate Ensure that the business agreement between the
Customer customer and service provider is based upon
mutual understanding
1.OPS.2.5.2 Rate Usage Records Identify and apply tariffs and charging
algorithms to specific parameters encapsulated
in usage records
1.F.4.2.4 Receive & Accept S/P Tracks completion of requisitions after delivery,
Product and arranges for any acceptance testing or
commissioning required
1.B.4.5.2 Receive & Assess Receive & Assess Invoice processes compare
Invoice invoices against usage records and offsets,
and manage the interactions between the
supplier/partner and the enterprise to confirm
usage records and resolve account differences
1.A.4.3.2 Receive & Notify Receive notification of problems detected by
Problem from S/P the supplier/ partner, and notifies other
processes of this. These notifications will be
used by other processes to manage the impact
on internal operations and customers
1. F.1.5.3 Receive PO and Issue Validate Purchase Order received and issue
Orders correct and complete service orders to be
completed


Identifier
1.E.6.4 Regulatory Ensure that the enterprise complies with all
Management existing government regulations
1.A.1.6.2 Report Problem Generate and manage all reports related to
problems that will be issued to the customer
and/or to other processes
1.A.4.3.1 Report Problem to S/P Report specific problems to the supplier /
partner. These problems may be detected
internally or may be a consequence of
problems reported by customers
1.OPS.3.5.3 Report Resource Data Distribute processed Resource Data to other
processes within the enterprise
1.OPS.3.4.4 Report Resource Report the findings of the Analyze Resource
Performance Performance processes
1.OPS.3.3.5 Report Resource Report on new or changed Resource troubles
Trouble
1.E.4.2 Research The Research Management processes plan
Management and prioritize research and development
activities within the enterprise.
1.A.4.4.2 Restore S/P Service Ensure that performance problems involving
Performance suppliers and partners are resolved promptly
and efficiently
1.I.3.2 Resource Capability Use the capability definition or requirements to
Delivery deploy new and/or enhanced technologies and
associated resources.
1.AB.3.5 Resource Data Collect usage, network and information
Collection & technology events and performance
Processing information for distribution to other processes
within the enterprise
1.SIP.3 Resource This horizontal functional process focuses on
Development & planning, developing and delivering the
Management resources needed to support services and
products to the Operations domain. It includes
processes necessary for defining the strategies
for development of the network and other
physical and non-physical resources,
introduction of new technologies and
interworking with existing ones, managing and
of existing resources and ensuring that
capabilities are in place to meet future service
needs
1.P.3.3 Resource Develop new, or enhance existing technologies
Development & and associated resource types, so that new
Retirement Products are available to be sold to customers.
1.OFAB.3 Resource This horizontal functional process grouping
Management & maintains knowledge of resources (application,
Operations computing and network infrastructures) and is
responsible for managing all these resources.
(e.g. networks, IT systems, servers, routers,


Identifier
etc.) utilized to deliver and support services
required by or proposed to customers. It also
includes all functionalities responsible for the
direct management of all such resources
(network elements, computers, servers, etc.)
utilized within the enterprise. These processes
are responsible for ensuring that the network
and information technologies infrastructure
supports the end-to-end delivery of the
required services. The purpose of these
processes is to ensure that infrastructure runs
smoothly, is accessible to services and
employees, is maintained and is responsive to
the needs, whether directly or indirectly, of
services, customers and employees. RM&O
also has the basic function to assemble
information about the resources (e.g... from
network elements and/or element management
systems), and then integrate, correlate, and in
many cases, summarize that data to pass on
the relevant information to Service
Management systems, or to take action in the
appropriate resource.
In an ebusiness world, application and
computing management are as important as
management of the network resources.
Moreover, network, computing and applications
resources must increasingly be managed in a
joint and integrated fashion. To cope with these
needs, the eTOM framework includes the
Resource Management & Operations process
grouping (together with the corresponding
Resource Development & Management
grouping within SIP), to provide integrated
management across these three sets of
resources: applications, computing and
network. These areas also encompass
processes involved with traditional Network
Element Management, since these processes
are actually critical components of any
resource management process, as opposed to
a separate process layer.
The RM&O processes thus manage the
complete service provider network and sub-
network and information technology
infrastructures.
The eTOM framework differentiates day-to-day
operations and support from planning and
development, and other strategy and lifecycle


Identifier
processes. This better depicts the structure of
an enterprise, especially in an ebusiness era.
1.A.3.4 Resource Monitoring, analyzing, controlling and reporting

Performance on the performance of resources
Management
1.F.3.2 Resource Allocate and configure resources to individual
Provisioning customer service instances in order to meet
service requirements
1.S.3.1 Resource Strategy & Develop resource strategies, policies and plans
Planning for the enterprise, based on the long-term
business, market, product and service
directions of the enterprise.
1.A.3.3 Resource Trouble Responsible for the management of troubles
Management with allocated resources
1.FAB.1.9 Retention & Loyalty Manage all functionalities related to the
retention of acquired customers, and the use of
loyalty schemes in the potential acquisition of
customers
1.O.3.1 RM&O Support & Manage classes of resources, ensuring that
Readiness appropriate application, computing and
network resources are available and ready to
instantiate and manage resource instances
.
1.B.4.5 S/P Settlements & Manage all settlements and billing for the
Billing Management enterprise, including bill validation and
verification and payment authorization
1.FAB.4.6 S/P Interface Manage the contacts between the enterprise
Management and its current or future suppliers/partners for
products or services.
1.A.4.4 S/P Performance S/P Performance Management processes
Management track, measure and report the performance of
services or products from suppliers and
partners, as well as how this relates to the
performance of the supplier/partner against
any contracts or business agreements. These
S/P Performance Management processes
interface with the supplier’s CRM processes of
Customer QoS/SLA Management
1.A.4.3 S/P Problem S/P Problem Reporting & Management
Reporting & processes manage problems, associated with
Management supplier/partner interactions, whether identified
within the enterprise or notified by the
supplier/partner.
1.F.4.2 S/P Requisition S/P Requisition Management processes
Management manage requisitions with partners/suppliers to
ensure on-time and correct delivery of the
product or service requested by the enterprise.


Identifier
According to the appropriate policy and
practices of the enterprise, supply chain
processes in SIP may be involved as well as,
or instead of, S/P Requisition Management to
achieve this. This process interfaces with the
supplier’s CRM process for order handling.
1.O.4.1 S/PRM Support & S/PRM Support & Readiness processes are
Readiness responsible for ensuring that all necessary
facilities related to the interaction with suppliers
and partners are ready and functioning.
Moreover, these processes are responsible for
the resolution of problems related to these
facilities.
1.P.1.6 Sales Development Develop the Sales support and response for
new and existing products and services, as
well as existing and potential customers.
1.E.2.2 Security Management Assess threats to the enterprise and provide
capabilities and controls to minimize the
threats identified.
1.SIP.2 Service Development This horizontal functional process grouping
& Management focuses on planning, developing and delivering
services to the Operations domain. It includes
processes necessary for defining the strategies
for service creation and design, managing
existing services, and ensuring that capabilities
are in place to meet future service demand
1.F.4.2.1 Select Select the most appropriate supplier or partner
Supplier/Partner from the range of S/Ps with whom a supply
arrangement exists
1.F.1.4 Selling Responsible for managing prospective
customers, for qualifying and educating
customers, and matching customer
expectations
1.B.2.5 Service & Specific Manage service events by correlating and
Instance Rating formatting them into a useful format
1.I.2.2 Service Capability Plan and deliver the total capabilities required
Delivery to deliver changes to service.
1.F.2.2 Service Configuration Responsible for the installation and
& Activation configuration of the service for customers,
including the installation of customer premises
equipment
1.P.2.3 Service Development Develop and deliver new or enhanced service
& Retirement types.
1.OFAB.2 Service Management This horizontal functional process grouping
& Operations focuses on the knowledge of services (Access,
Processes Connectivity, Content, etc.) and includes all
functionalities necessary for the management
and operations of communications and


Identifier
information services required by or proposed to
customers. The focus is on service delivery
and management as opposed to the
management of the underlying network and
information technology. Some of the functions
involve short-term service capacity planning for
a service instance, the application of a service
design to specific customers or managing
service improvement initiatives. These
functions are closely connected with the day-
to-day customer experience.
The processes in this horizontal functional
process grouping are accountable to meet, at a
minimum, targets set for Service Quality,
including process performance and customer
satisfaction at a service level, as well as
Service Cost.
The eTOM framework differentiates day-to-day
operations and support from planning and
development and other strategy and lifecycle
processes. This better depicts the structure of
an enterprise, especially in an ebusiness era.
1.A.2.3 Service Problem Respond immediately to customer-affecting

Management service problems or failures in order to
minimize their effects on customers, and to
invoke the restoration of the service, or provide
an alternate service as soon as possible
1.A.2.4 Service Quality Encompasses monitoring, analyzing and
Management controlling the performance of the service
perceived by customers
1.S.2.1 Service Strategy & Enable the development of a strategic view
Planning and a multi-year business plan for the
enterprise’s services and service directions,
and the parties who will supply the required
services.
1.E.6.3 Shareholder Manage the relationship between the
Relations enterprise and its shareholders.
Management
1.E.6 Stakeholder & The Stakeholder & External Relations
External Relations Management processes grouping focus on
Management managing the enterprise's relationship with
stakeholders and outside entities. Stakeholders
include shareholders, employee organizations,
etc. Outside entities include regulators, local
community and unions. Some of the processes
within this grouping are Shareholder Relations,
External Affairs, Labor Relations and Public


Identifier
Relations
1.O.2.1 SM&O Support & Manage classes of services ensuring that the
Readiness appropriate capability is available and ready to
instantiate and manage service instances.
1.E.1 Strategic & Enterprise The Strategic & Enterprise Planning process
Planning grouping focuses on the processes required to
develop the strategies and plans for the service
provider enterprise. This process grouping
includes the discipline of Strategic Planning
that determines the business and focus of the
enterprise, including which markets the
enterprise will address, what financial
requirements must be met, what acquisitions
may enhance the enterprise's financial or
market position, etc. Enterprise Planning
develops and coordinates the overall plan for
the business working with all key units of the
enterprise. These processes drive the mission
and vision of the enterprise. IT Planning for the
enterprise is also a key process within this
process grouping. The IT Planning process
directs IT across the enterprise, provides IT
guidelines and policies, funding approval, etc.
(note that IT development and management
processes are managed within the Resource
Development & Management horizontal
functional process grouping).
1.E.1.1 Strategic Business Provide strategic business direction to the

Planning enterprise.
1.OFAB.4 Supplier/Partner This horizontal functional process grouping
Relationship supports the core operational processes, both the
Management customer instance processes of Fulfillment,
Assurance and Billing and the functional
operations processes. Supplier/Partner
Relationship Management (S/PRM) processes
align closely with a supplier’s or partner’s
Customer Relationship Management processes.
The inclusion of distinct Supplier/Partner
Relationship Management processes in the
eTOM framework enables the direct interface with
the appropriate lifecycle, end-to-end customer
operations or functional processes with suppliers
and/or partners. The processes include issuing
RFPs as part of the buy process, issuing
purchase orders and tracking them through to
delivery, mediation of purchase orders as
required to conform to external processes,


Identifier
handling problems, validating billing and
authorizing payment, as well as quality
management of suppliers and partners.
It is important to note that when the enterprise
sells its products to a partner or supplier, this is
done through the enterprise CRM processes,
which act on behalf of the supplier or the
enterprise in such cases. Supplier/Partner
processes only cover the buying of services by
the enterprise
1.I.4.2 Supply Chain Manage the evaluation of new
Capability Delivery supplier/partners, to determine those with the
goods and services that best meet the
enterprise’s needs.
1.SIP.4 Supply Chain This horizontal functional process focuses on
Development & the interactions required by the enterprise with
Management suppliers and partners, who are involved in
maintaining the supply chain. The supply chain
is a complex network of relationships that a
service provider manages to source and
deliver products. In the ebusiness world,
companies are increasingly working together
with suppliers and partners (synergistic
clusters, coalitions and business ecosystems)
in order to broaden the products they offer and
improve their productivity. These processes
ensure that the best suppliers and partners are
chosen as part of the enterprise supply chain.
They help to support sourcing decisions made
by the enterprise, and ensure that the
capabilities are in place for interaction between
the enterprise and its suppliers and partners.
They ensure that the contribution of suppliers
and partners to the supply chain is timely and
delivers the required support, and that their
overall performance and contribution is as
good as or better than for vertically integrated
enterprises. These processes include
establishing and maintaining all the information
flows managing any mediation required, and
financial flows between the provider and
supplier.
1.P.4.3 Supply Chain Support the development of a supply chain, to

Development & support service catalogue extension or
Change Management modification.
1.S.4.1 Supply Chain Develop the Supply Chain strategies and
Strategy & Planning policies of the enterprise.


Identifier
1.O.1.1.4 Support Billing & Ensure that all information, materials, systems
Collections and resources are available so that the Billing &
Collections Management processes can be
completed without delay
1.O.1.1.1 Support Customer Ensure that all information, materials, systems
Interface Management and resources are available so that the
Customer Interface Management processes
can operate effectively, when a contact with a
customer occurs.
1.O.1.1.8 Support Customer Ensure capability to support the Customer
QoS/SLA QoS/SLA Management processes to carry out
monitoring and analysis of customer service
performance
1.O.1.1.6 Support Marketing Ensure that there is capability to support the
Fulfillment expected demand for the Marketing Fulfillment
Response processes so that they can operate
effectively.
1.O.1.1.2 Support Order Ensure that all information, materials, systems
Handling and resources are available so that the Order
Handling processes can operate effectively when
a request is received from a customer
1.O.1.1.3 Support Problem Ensure capability to support the expected
Handling demand for the Problem Handling processes so
that they can respond to customers effectively.
1.OPS.3.1.3 Support Resource Manage statistically driven preventative and
Trouble Management scheduled maintenance activities, and repair
activities
1.O.1.1.5 Support Retention & Ensure that all information, materials, systems
Loyalty and resources are available so that the Retention
& Loyalty processes can be completed without
delay, when a request is received from a
customer
1.O.4.1.5 Support S/P Interface Ensure that all necessary interfaces between
Management the enterprise and all its S/P are set up and
available
1.O.4.1.3 Support S/P Verify that all necessary facilities related to S/P
Performance Performance Management are ready and
Management functioning
1.O.4.1.2 Support S/P Problem Verify that all necessary facilities related to S/P
Reporting & Requisition Management are ready and
Management functioning so that no delay is incurred when
requisitioning from suppliers and partners
Requisition Requisition Management are ready and
Management functioning so that no delay is incurred when
requisitioning from suppliers and partners
Settlements & Billing Settlements & Billing Management are ready


Identifier
Management and functioning
1.O.1.1.7 Support Selling Ensure capability to support the expected
demand for the Selling processes so that they
can respond to customers according to agreed
targets
1.OPS.2.1.5 Support Service & Ensure that rating and tariff information is
Specific Instance maintained for each service class, for use by
Rating Service & Specific Instance Rating
1.OPS.2.1.3 Support Service Ensure that the availability of service class is
Problem Management maintained in order to prevent customers from
being affected by service problems
1.OPS.3.3.1 Survey & Analyze Monitor Resource Failures in real-time
Resource Trouble
1.E.4.3 Technology Scanning Perform scanning and initial assessment of
emerging technology from external sources for
the enterprise.
1.OPS.3.2.3 Test Resource Test resources supporting a specific service
instance
1.OPS.2.2.5 Test Service End-to- Ensure all components are operational, and
End that the service is working to agreed levels
before its activation for the customer
1.OPS.2.3.4 Track & Manage Ensure that the whole resolution is completed
Resolution according to the established plan
1.OPS.3.3.4 Track & Manage Ensure repair activities are assigned and
Resource Trouble tracked efficiently
1.OPS.2.2.3 Track & Manage Work Track the status of the customer’s
Orders purchase/service request order and ensure the
order is being undertaken to meet the agreed
committed date
1.A.1.6.3 Track and Manage Track and manage the evolution of the problem
Problem during its lifecycle
1. F.1.3.2 Track Leads Track leads generated through marketing, or
that arise in the course of business
1. F.1.5.4 Track Order & Track the status of the customer’s
Manage Jeopardy purchase/service request order and ensure the
order is being undertaken to meet the agreed
committed date
1. Validate Customer Validate that predicted/expected value is
FAB.1.9.5 Satisfaction delivered by the solution and initialize the after-
sales processes (billing and assurance)
1.E.7.4 Workforce Develop employees to meet the needs of the
Development business.
1.E.7.3 Workforce Strategy Drives overall enterprise workforce strategies,
including their development and execution at the
individual business unit level.

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Enhanced Telecom Operations Map®

TMF Approved Version 4.0 March 2004

 TeleManagement Forum 2004

The TeleManagement Forum (“TM Forum”) has made

89 Headquarters Plaza North - Suite 350

TeleManagement Forum 2004 GB921D v4.0 TMF Approved

See main document (GB921 v4.0) for acknowledgements.

Particular thanks go to Viviane Cohen of Amdocs who handled editing of this

TeleManagement Forum 2004 GB921D v4.0 TMF Approved

About TeleManagement Forum

TeleManagement Forum is an international consortium of communications

TeleManagement Forum 2004 GB921D v4.0 TMF Approved

About this document

This is a TM Forum Guidebook. The guidebook format is used, for example,

Document Life Cycle

The “Enhanced Telecom Operations Map® (eTOM) The Business Process

See main document (GB921 v4.0) for further information.

This version of the eTOM Business Process Framework can be considered

How to obtain a copy

An electronic copy of the eTOM Business Process Framework can be

TeleManagement Forum 2004 GB921D v4.0 TMF Approved

How to comment on the

Mike Kelly, TM Forum

Please be specific, since your comments will be dealt with by a team

Version Date Purpose

GB921D v4.0 TMF Approved TeleManagement Forum 2004

Version Date Purpose

Some editorial changes from GB921D v3.6, reorganization of the

TeleManagement Forum 2004 GB921D v4.0 TMF Approved

See main document (GB921 v4.0) for references.

TeleManagement Forum 2004 GB921D v4.0 TMF Approved

TeleManagement Forum 2004 GB921D v4.0 TMF Approved

NOTICE .................................................................................................................................................................... III

ABOUT TELEMANAGEMENT FORUM ...........................................................................................................VII

ABOUT THIS DOCUMENT................................................................................................................................... IX

TABLE OF FIGURES AND TABLES ............................................................................................................... XXII

PART 1- OPERATIONS LEVEL 2 PROCESS DECOMPOSITION ....................................................................6

TeleManagement Forum 2004 GB921D v4.0 TMF Approved

OPS 3-3 Resource Trouble Management (RM&O - A ........................................................................................ 14

GB921D v4.0 TMF Approved TeleManagement Forum 2004

EM 5-1- Financial Management (F&AM - EM)..................................................................................................46

TeleManagement Forum 2004 GB921D v4.0 TMF Approved

L3-OPS -1-8-2- Apply Pricing, Discounting & Rebate......................................................................................................73

GB921D v4.0 TMF Approved TeleManagement Forum 2004

L3-OPS -3-4-1- Monitor Resource Performance (RM&O –A)........................................................................................ 108

TeleManagement Forum 2004 GB921D v4.0 TMF Approved

Table of Figures and Tables

Figure 1: Customer Relationship Management decomposition into level 2 processes .................. 6

Figure 3: Resource Management & Operations decomposition into level 2 processes................ 13

Figure 4: Supplier/Partner Relationship Management decomposition into level 2 processes ..... 16

Figure 5: Marketing & Offer Management decomposition into level 2 processes.......................... 20

Figure 6: Service Development & Management decomposition into level 2 processes................ 23

Figure 9: Strategic & Enterprise Planning decomposition into level 2 processes......................... 33

Figure 20: Selling decomposition into level 3 processes................................................................. 63

Figure 21 Order Handling decomposition into level 3 processes.................................................... 66

Figure 22: Problem Handling decomposition into level 3 processes.............................................. 68

Figure 29: Service Problem Management decomposition into level 3 processes.......................... 87

Figure 30: Service Quality Management decomposition into level 3 processes............................ 91

GB921D v4.0 TMF Approved TeleManagement Forum 2004