Telecom Frameworks Overview

By Prakash Kajave ESG-T, Pune

Objectives

At the end of this sessions participants

will be able to:
Understand Telecom Eco system and
challenges in front
Appreciate the role of TM Forum in
Telecom eco system
Understand historical perspective of
frameworks
Understand NGOSS aka Frameworx
umbrella
Explain the basic building blocks of
eTOM, SID and TAM framework
Appreciate role of TNA in telecom
Explain the purpose and basic
functionalities of ITIL framework

2
Agenda
Tele Frameworks -An Ice Breaker

Role of Standards and Frameworks

Frameworks Historical overview

TM Forum Whos Who

eTOM Birds Eye View

SID Quick Journey

TAM Whats in it for me

TNA Is this a last mile ?

Introduction to ITIL

Summary & a way forward ....

3
Telecom Frameworks An Ice Breaker
Tele Frameworks -An Ice Breaker

Role of Standards and Frameworks

Frameworks Historical overview

TM Forum Whos Who

eTOM Birds Eye View

SID Quick Journey

TAM Whats in it for me

TNA Is this a last mile ?

Introduction to ITIL

Summary & a way forward ....

4
The Problem

Limited by
complexity of
changing
systems to
Integration of keep up with
multiple process
Applications enhancements
Hundreds or to achieve
thousands of automation Changes not
discrete of a single affordable
Thousands
OSS/BSS process
of
applications
discrete
processes

5
Business and IT: A Cold War

Competition, Market Survey,

Regulations, Strategic Initiatives,
Time for response to market DEMAND

BUSINESS IT

SUPPLY
Capability, Capacity, Infra,
Knowledge, Time for response to
business

6
Todays Back-office Reality
High manpower costs because of a lack of automated process flow-through
Poor time-to-revenue because of have rigid and inflexible business processes
Process
Weak customer service because of poorly integrated & systems with
Automation is

inaccurate data
Slow growth because processes and systems can not scale not optimized
Slow new service introduction because of high risks & costs to make
system changes
Poor economies of scale because of using hundreds of suppliers
Marketing

Engineering

Customer

Finance
Planning

service

Sales
Most processes cross fiefdoms barriers to success

7
Success Parameters

Continual
Competitive Business Operational
Success Strategy Effectiveness

So, what should be starting point ?

8
CONFIDENTIAL Copyright 2008 Tech Mahindra Limited8 of 62
From Problem to Solution

Standardization!

9
Role of Standards and Frameworks
Tele Frameworks -An Ice Breaker

Role of Standards and Frameworks

Frameworks Historical overview

TM Forum Whos Who

eTOM Birds Eye View

SID Quick Journey

TAM Whats in it for me

TNA Is this a last mile ?

Introduction to ITIL

Summary & a way forward ....

10
How Standards and Frameworks are Useful?

It provides standard structure, terminology and

classification scheme for capturing
Enterprises business processes, information and
system functionalities
It provides a basis for
Sharing and agreeing these aspects internally &
externally (all other eco system players of Telco)
Support neutral reference point
Not biased towards any company, religion, country,
language, technology, scale etc.
Reusability
Promotion of reuse of business process, applications,
data, interfaces thus reducing C2M, L2C as well as
T2R

11
The Puzzle

What are processes and governing policies

meeting business needs?
What are different applications / systems to
cater to these processes?
What applications do I need to procure and
maintain?
Can each process and system understand
information (Data)?
How do I Integrate them? Can each set of
activities interoperate?

12
Business Process Automation

Automating processes requires a multi-step approach:

Defining and engineering processes
Defining systems to implement processes
Defining data in information model
Defining integration interfaces
Defining architecture for integration

The tools to achieve these steps

are provided by NGOSS from end-
to-end

13
NGOSS New Generation Operations Systems and Software
NGOSS is not just small extension to
OSS
Addresses.
Operations costs
Development costs
Integration costs
Future direction for
Telecom/Communications IT

Enables.
Better customer service
Rapid service evolution
Technology choices without OSS
worries
Affordable and supportable OSS
solutions

14
Where Does Best Practices Come From?

Adopting good practice can help a service provider to

create an effective service management system
Good practice is simply doing things that have been
shown to work and to be effective based on past
experience

Good practice can come from many different

sources, including
Forums (such as TM Forum)
Public frameworks (such as ITIL, COBIT and CMMI)
Standards (such as ISO/IEC 20000 and ISO 9000)
Proprietary knowledge of people and organizations

15
Frameworks Historical Overview
Tele Frameworks -An Ice Breaker

Role of Standards and Frameworks

Frameworks Historical Overview

TM Forum Whos Who

eTOM Birds Eye View

SID Quick Journey

TAM Whats in it for me

TNA Is this a last mile ?

Introduction to ITIL

Summary & a way forward ....

16
From TMN NGOSS

TOM
TMN

NGOSS eTOM

17
TMN: Flash Back

Who Telecommunications Management Network

(TMN)
TMN project started fall 1985

What
Initial recommendation CCITT M.30 (published
in 1988) included work of several Study
Groups
Renamed to recommendation M.3010 in 1992
which defines basic principles for TMN

18
TMN Objective

Homorganic within heterogenic

Provide a framework for telecommunications network and
service management for interoperability
Why the problem?
Heterogeneous systems, technologies, vendors, networks,
elements
To provide a organized architecture to achieve the
Interconnection: between various types of OSs and/or
telecommunications equipment
Exchange: for the exchange of management information
Standard: using an agreed architecture with standardized
interfaces including protocols and messages

19
TMN Logical Architecture, Strength and Weakness

Functional, Information, Physical, Logical

TMN Logical Architecture

Business
Management

Service
Management

Network
Management

Element
Management

TMN Strength
Very Strong foundation ( bottom layer of Pyramid)
TMN Weakness
Does not map very well to service management. It originates from
the bottom layers of the pyramid

20
TMN Management Functions
Fault management , Configuration management , Accounting
management, Performance management, Security management .

F C A P S
Utilization and Selective Resource
Fault Detection Resource Track Service
Error rates Access
Fault Correction Initialization Resource Usage
Consistent Perfor- Enable NE
Fault Isolation Network Cost of Services
mance level Functions
Network Recovery Provisioning Accounting Limit
Performance Data Access Logs
Alarm handling Auto Discovery Combined cost for
Security Alarm/
Alarm Filtering Backup and multiple Resources collection
Performance Event Reporting
Alarm Generation Restore Set quotas for
Data Privacy
Clear Correlation Resource usage Report generation
Performance Data User Access Rights
Diagnostic test shut down Audits
Checking
Error Logging Change Fraud Reporting analysis
Problem reporting Take care of security
Error Handling Management Support for
Capacity planning Breaches and
Error Statistics Pre-provisioning different modes of
Performance data attempts
Inventory / accounting
and statistics Security audit trail
Asset Management
log
Copy Configuration collection
Maintaining and Security related
Remote Configuration
information distribution
Job Initiation, Tracking examining historical
and Execution logs
Automated Software
Distributor 21
TOM Telecom Operations Map

Customer

Customer Interface Management Process

Customer
Order Problem Invoicing/
Sales QoS
Handling Handling Collections
Management

Service Customer Care Process

Information
Management Service Service Service
Systems
Management
Service Rating and
Planning/ Problem Quality Processes
Configuration Discounting
Development Resolution Management

Service Development and Operations Processes

Network Network Network

Network Network Data
Network Planning/
Development
Provisioning
Inventory
Management
Maintenance
& Restoration
Management

Management
Network and Systems Management Processes

Element Management Technology Related

Physical Network and Information Technology

22
eTOM vs. TMN
Business
Management
Service
Management TMN Layers correspond
Network with TOM horizontals
Management

Element
Management Customer

Customer Interface Management Processes

Information Systems Management Processes

Customer Invoicing
Order Problem
Sales QoS and
Handling Handling
Management Collections
Customer Care Processes

Service Service Service

Service Rating and
Planning and Problem Quality
Configuration Discounting
Development Management Management
Service Development and Operations Processes

Network Network Network

Network Network Data
Planning and Inventory Maintenance &
Provisioning Management
Development Management Restoration
Network and Systems Management Processes

Network Element Management Processes

Physical Resource and Information Technology

23 23
TM Forum Whos Who?
Tele Frameworks -An Ice Breaker

Role of Standards and Frameworks

Frameworks Historical overview

TM Forum Whos Who

eTOM Birds Eye View

SID Quick Journey

TAM Whats in it for me

TNA Is this a last mile ?

Introduction to ITIL

Summary & a way forward ....

24
TMF: Whos Who

Telecom Management Forum

Non profile global Consortium

Who all are involved?

All telecom Eco System players

800 + members world wide

Provides strategic leadership and direction for IT

Objective and Vision of TMF

Set IT directions
Focus on controlling EX where OP or CAP
Focus on reduction of customer churn
Standards and best practices platform for all stakeholder
Concept: By the people for the people
25
eTOM Birds Eye View
Telecom Eco System and Challenges

Role of Standards and Frameworks

Frameworks Historical overview

TM Forum Whos Who

eTOM Birds Eye View

SID Quick Journey

TAM Whats in it for me

TNA Is this a last mile ?

Introduction to ITIL

Summary & a way forward ....

26
What should be starting point ?

27 of 62
CONFIDENTIAL Copyright 2008 Tech Mahindra Limited
Why Start With eTOM?
Business Needs MUST be the Driving Force NOT Technology

The eTOM Framework provides a Vision for the Telecom Industry

to Compete Successfully through the Implementation of Business
Process Driven Approaches to Manage the Enterprise

28
What is Business Process?
Business process ???
What is it: Collection of set of logically related tasks
For what purpose: performed to achieve a defined business outcome/goal
For whom: for a particular Customer or market
Processes are identified in terms of
Beginning and End Points
Interfaces and Organizational Units involved

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eTOM: What is it?

A Telecommunications Service Provider Business Process

framework

eTOM is a de facto standard for the Information and Communications

Services industry processes [ ICSP ]

Provides business-oriented view

Useful for planners/ managers/ strategists
Emphasizes structure/ process components/ process interactivity/ roles/
responsibilities
Neutral
system solution/ architecture/ technology/ service provider / services

30
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eTOM: What is not

NOT a Service Provider Business Model

Does not address strategic questions like:

Who a Service Providers target customer should be?
What market segment should the Service Provider serve?
What a Service Providers Vision, Mission, SOD are?
Which products or services to launch, when to launch, where to invest?

31
31
A Brief History of eTOM

1995-1999 20002001 20012002 May 2002 End 2002

Original TOM Original TOM Original TOM Original TOM Original TOM
(Telecom (Telecom (Telecom (Telecom (Telecom
Operations Map) Operations Map) Operations Map) Operations Map) Operations Map)
developed developed developed developed developed

Sept 2003 Q3/Q4 2003 Apr 2004 Mar 2004

Original TOM Original TOM Original TOM
Original TOM
(Telecom (Telecom (Telecom
(Telecom
Operations Map) Operations Map) Operations Map)
Operations Map)
developed developed developed
developed

e for enhanced,
eWay, enriched

Nov 2004 Nov 2005 Aug 2007 2009 Aug 2010

eTOM v4.6 is eTOM v6.0 is eTOM v7.0 is eTOM v8.0 is eTOM 9.x is
released released released released released

32
32
eTOM Level 0: Satellite View
The eTOM Model: Level 0: Conceptual
Plan Customer Manage
The The
Business Business
Strategy, Infrastructure and Operations
Product

Market, Product and Customer

Service

Resource (Application, Computing and Network)

Supplier / Partner

Run
The Suppliers / Partners
Business

Enterprise Management

Shareholders Employees Other Stakeholders

34
Moving towards eTOM Level 1: Parachute View
eTOM Model: Level 1

Customer

Strategy, Infrastructure & Product Operations

Strategy & Infrastructure Product Operations Fulfillment Assurance Billing

Commit Lifecycle Lifecycle Support &
Management Management Readiness

Marketing & Offer Management Customer Relationship Management

Service Development & Management Service Management & Operations

Look at Matrix

Resource Development & Management Resource Management & Operations

4 x 4 : OPS
(Application, Computing and Network) (Application, Computing and Network)
3 x 4 : Strategy
Supply Chain Development & Management Supplier/Partner Relationship Management

Enterprise Management

Strategic & Enterprise Enterprise Risk Enterprise Effectiveness Knowledge & Research
Planning Management Management Management

Financial & Asset Stakeholder & External Human Resources

Management Relations Management Management

36
eTOM from Level 1 to Level 2
eTOM OPS: From Level 1 to Level 2

Customer

Strategy, Infrastructure & Product Operations

Strategy & Infrastructure Product Operations Fulfillment Assurance Billing

Commit Lifecycle Lifecycle Support &
Management Management Readiness

Marketing & Offer Management Customer Relationship Management

Service Development & Management Service Management & Operations

Resource Development & Management Resource Management & Operations

(Application, Computing and Network) (Application, Computing and Network)

Supply Chain Development & Management Supplier/Partner Relationship Management

Enterprise Management

Strategic & Enterprise Enterprise Risk Enterprise Effectiveness Knowledge & Research
Planning Management Management Management

Financial & Asset Stakeholder & External Human Resources

Management Relations Management Management

38
eTOM SIP: From Level 1 to Level 2

Customer

Strategy, Infrastructure & Product Operations

Strategy & Infrastructure Product Operations Fulfillment Assurance Billing

Commit Lifecycle Lifecycle Support &
Management Management Readiness

Marketing & Offer Management Customer Relationship Management

Service Development & Management Service Management & Operations

Resource Development & Management Resource Management & Operations

(Application, Computing and Network) (Application, Computing and Network)

Supply Chain Development & Management Supplier/Partner Relationship Management

Enterprise Management

Strategic & Enterprise Enterprise Risk Enterprise Effectiveness Knowledge & Research
Planning Management Management Management

Financial & Asset Stakeholder & External Human Resources

Management Relations Management Management

39
eTOM from Level 2 to Level 3
eTOM OPS Level 2
Strategy, Infrastructure & Product Operations
Strategy & Commit Infrastructure Product Lifecycle Operations Support Fulfillment Assurance Billing
Lifecycle Mgmt. Management & Readiness
Marketing & Offer Customer Relationship Management
Management
Market Product & Product & Marketing Product Marketing CRM Operations
Customer Interface Management

Strategy Offer Offer Capability Developme Commu- Support & Process

& Policy Business Portfolio Delivery nt & nications Management Selling Problem Handling
Planning & Capability Retirement & Billing &
Commitme Delivery Promotion Collections
CRM Operations Marketing Order Customer QoS / SLA
nt Management
Readiness Fulfillmen Handling Management
Product & Offer CRM Sales & Product,
t
Portfolio Capability Channel Marketing
Respons
Strategy, Delivery Developme & Sales & Channel
e
Policy & nt Customer Management Retention & Loyalty
Planning Performanc
e
Assessmen
Service Development & t Service Management & Operations
Management SM&O Support & Process Service Service Problem Service &
Service Service Service & Service Service Management Management Specific
Strategy & Planning & Operations Developme Performanc Configuratio
Instance
Policy Commitme Capability nt & e n
Service Management & Service Quality Analysis, Rating
nt Delivery Retirement Assessment & Activation
Operations Readiness Action & Reporting

Resource Development & Resource Management & Operations Resource Problem

Management
Management RM&O Support & Process Resource
Resource Resource & Resource Resource Resource Management Provisioning Resource Quality Analysis,
& Technology & Developme Performanc & Allocation Action & Reporting
Technolog Plan & Operations nt e to Service Instance
Resource Management
y Commitment Capability Assessmen Resource Data Collection, Analysis & Control
& Operations Readiness
Strategy & Delivery t
Policy

Supply Chain Development & Supplier/Partner Relationship Management

S/PRM
Management S/PRM Operations Support
S/P S/P S/P Problem S/P
Settlements
Supply Supply Supply Supply Supply Buying Purchase Reporting & Performanc
& Process Management & Billing
Chain Chain Chain Chain Chain Order Managemen e
Management
Strategy & Planning & Capability Developme Performan Managemen t Manageme
Policy Commitme Availability nt ce S/P Relationship t nt
Management Supplier/Partner Interface Management
nt & Change Assessme
Manageme nt Operations Readiness
nt

Enterprise Management
Strategic & Enterprise Brand Management, Market Research Enterprise Quality Management, Process Research & Development
Planning & Advertising & Process Technology
Strategic Enterprise Group Information Architecture
Business & Architecture Enterprise Brand Market Advertisi IT Knowledge
Planning & Architecture
Enterprise Systems Management &
Acquisition
Research & Technology
Developme Business Planning Manageme Manageme Research & ng Manageme Quality Strategy & Support Development Acquisition
nt Planning nt nt Analysis nt Management Planning

Financial & Asset Stakeholder & External Relations Human Resources Disaster Recovery, Security &
Management Management Management Fraud Management
PR & Shareholde Employee & Disaster
Financial Real Estate Procurema Regulatory Legal Community r Relations HR Policies Workforce Workforce Labor Relations Security Fraud Recovery &
Manageme Manageme nt Manageme Manageme Relations Manageme & Practices Strategy Developme Management Manageme Manageme Contingency
nt nt Manageme nt nt Management nt nt nt nt Planning
nt

41
eTOM: CRM Level 2 Process
Strategy, Infrastructure & Product Operations
Strategy & Commit Infrastructure Product Lifecycle Operations Support Fulfillment Assurance Billing
Lifecycle Mgmt. Management & Readiness
Marketing & Offer Customer Relationship Management
Management
Market Product & Product & Marketing Product Marketing CRM Operations
Customer Interface Management

Strategy Offer Offer Capability Developme Commu- Support & Process

& Policy Business Portfolio Delivery nt & nications Management Selling Problem Handling
Planning & Capability Retirement & Billing &
Commitme Delivery Promotion Collections
nt CRM Operations Marketin Order Customer QoS / SLA Management
Readiness g Handling Management
Product & Offer CRM Sales & Product,
Fulfillmen
Portfolio Capability Channel Marketing
t
Strategy, Delivery Developme & Sales & Channel
Respons
Policy & nt Customer Management Retention & Loyalty
e
Planning Performan
ce
Assessme
nt
Service Development & Service Management & Operations
Management SM&O Support & Process Service Service Problem Service &
Service Service Service & Service Service Management Management Specific
Strategy & Planning & Operations Developme Performanc Configuratio
Instance
Policy Commitme Capability nt & e n
Service Management & Service Quality Analysis, Rating
nt Delivery Assessmen & Activation
Operations Readiness Action & Reporting
Retirement t

Resource Development & Resource Management & Operations Resource Problem

Management
Management RM&O Support & Process Resource
Resource Resource & Resource Resource Resource Management Provisioning Resource Quality Analysis,
& Technology & Developme Performanc & Allocation Action & Reporting
Technolog Plan & Operations nt e to Service Instance
Resource Management
y Commitmen Capability Assessme Resource Data Collection, Analysis & Control
& Operations Readiness
Strategy & t Delivery nt
Policy

Supply Chain Development & Supplier/Partner Relationship

S/PRM
Management Management
S/PRM Operations Support
S/P S/P S/P Problem S/P
Settlements
Supply Supply Supply Supply Supply Buying Purchase Reporting & Performanc
& Process Management & Billing
Chain Chain Chain Chain Chain Order Managemen e
Management
Strategy Planning & Capability Developme Performan Managemen t Manageme
& Commitme Availability nt ce S/P Relationship t nt
Policy nt & Change Assessme Management Supplier/Partner Interface Management
Manageme nt Operations Readiness
nt

Enterprise Management
Strategic & Enterprise Brand Management, Market Enterprise Quality Management, Process Research & Development
Planning Research & Process Technology
Strategic Enterprise Group Information Architecture
Business & Architectur Enterprise
& Advertising
Brand Market Advertisi IT Knowledge
Planning & Architecture
Enterprise Systems Management &
Acquisition
Research & Technology
Developme Business e Planning Manageme Manageme Research & ng Manageme Quality Strategy & Support Development Acquisition
nt Planning nt nt Analysis nt Management Planning

Financial & Asset Stakeholder & External Relations Human Resources Disaster Recovery, Security &
Management Management Management Fraud Management
PR & Shareholde Employee & Disaster
Financial Real Estate Procurema Regulatory Legal Community r Relations HR Policies Workforce Workforce Labor Relations Security Fraud Recovery &
Manageme Manageme nt Manageme Manageme Relations Manageme & Practices Strategy Developme Management Manageme Manageme Contingency
nt nt Manageme nt nt Management nt nt nt nt Planning
nt

42
eTOM CRM Level 3: Billing and Collections

43
eTOM Users
eTOM provides a Common Terminology for Service Providers, System
Integrators, Vendors/ Partners
Facilitate Service
Providers
relationships with
Greenfield Operator/ Start- suppliers and partners
up Helps design processes by identifying and
faster, Helps achieve categorizing the
consistency process flows processes used in
Existing Operator business-to-business
Facilitates process interactions
improvement by Gap Suppliers and
Identification and Process Partners
Flow Analysis
Service Providers Provide
eTOM Users understanding of
Provide a basis for setting business
requirements for system requirements & so
solutions, technical helps develop
architectures, technology functionalities in sync
choices and implementation with requirements
paths
OSS Vendors
System Integrators

44
44
Applying eTOM
eTOM can be used as a tool for
Analyze organizations existing
processes
Develop new processes
Process Reengineering
Process auditing
Process Gap and Overlap analysis

Process Modeling - Advantages

Accelerated process definition for new
services/ products
Helps Implement changes faster
Simulation based Analysis
Process Modeling Standards
BPMN
UML

45
45
 TMN TOM eTOM Relationship
Customer
TMN Layers
Customer Interface Management Processes
Business
correspond with TOM

Information Systems Management Processes

Management
Customer Invoicing

Service horizontals Sales

Order
Handling
Problem
Handling
QoS
Management
and
Collections
Management Customer Care Processes

Network Management Service Service Service

Service Rating and
Planning and Problem Quality
Configuration Discounting
Development Management Management
Service Development and Operations Processes
Element Management

Network Network Network

Network Network Data
Planning and Inventory Maintenance &
Provisioning Management
Development Management Restoration

TOM processes are Network and Systems Management Processes

captured in FAB area Network Element Management Processes

of eTOM Operations Physical Resource and Information Technology

Customer

Strategy, Infrastructure & Product Operations

Strategy & Infrastructure Product Operations Fulfillment Assurance Billing

Commit Lifecycle Lifecycle Support &
Management Management Readiness

Marketing & Offer Management Customer Relationship Management

Service Development & Management Service Management & Operations

Resource Development & Management Resource Management & Operations

(Application, Computing and Network) (Application, Computing and Network)

Supply Chain Development & Management Supplier/Partner Relationship Management

Enterprise Management

Strategic & Enterprise Enterprise Risk Enterprise Effectiveness Knowledge & Research
Planning Management Management Management

Financial & Asset Stakeholder & External Human Resources

Management Relations Management Management

46 46
Rechristening!

now
called

47
SID Quick Journey
Tele Frameworks -An Ice Breaker

Role of Standards and Frameworks

Frameworks Historical overview

TM Forum Whos Who

eTOM Birds Eye View

SID Quick Journey

TAM Whats in it for me

TNA Is this a last mile ?

Introduction to ITIL

Summary & a way forward ....

48
SID: Shared Information & Data Model
Enterprise-wide Information Decomposition Model
Based on eTOM Process Definitions
Independent of platform, language & protocol
Standard way of structuring, defining and implementing information and
behavior
Information Vocabulary (Consistent & common terminology) streamlines
processes associated with information exchange
within an Service Provider
and
between the Service Provider and its external stakeholders
Simplifies & Reduces cost of System Integration/ Changes
Origins
Came into existence in 2001
Based on existing industry models such as ITU-T and DMTF CIM
Enriched over a period of time by member contributions

49
49
SID Composition
SID includes:
Things of interest to the enterprise (Entities)
Relationships between these things (Associations)
Details / Characteristics of these things (Attributes)

Example : Entity, Association and Attributes

Entity Customer
Association Customer is associated with one or more Account
Attributes Customer reference number, Customer type, Customer
address

How Entity works which is not shown in eTOM !!!

Behavior Functionality
Constraints Whats possible and whats not

50
50
Todays Reality
Billing CRM

Customer:
Customer: 1. First name, middle init, last
1. Last Name, First Name name
2. Customer ID number 2. Customer ID number
3. Billing Account No 3. Billing Account No
4. Customer Contact ID 4. Customer Contact ID

Translator Translator

n(n-1) Interface Definitions

Trouble Ticketing Provisioning

Translator Translator

Customer:
Customer:
1. Customer ID number
1. Customer ID
2. Last name, first name,
2. Service Account ID
middle init
3. First name, last name
3. Order ID
4. Ticket ID
4. Service Instance ID

51
Whats Required
Billing CRM

Customer:
Customer: 1. First name, middle init, last
1. Last Name, First Name name
2. Customer ID number 2. Customer ID number
3. Billing Account No 3. Billing Account No
4. Customer Contact ID 4. Customer Contact ID

Customer:
1. Last Name, First Name
Trouble Ticketing 2. Customer ID number Provisioning
3. Street Address, Zip code
4. Social Security number

Customer: Customer:
1. Customer ID 1. Customer ID number
n Interface Definitions 2. Last name, first name,
2. Service Account ID
3. First name, last name middle init
4. Ticket ID 3. Order ID
4. Service Instance ID

52
SID: Key Framework Concepts

Business Entity
Something of interest to the business /
DOMAIN
enterprise
Tangible thing Customer
Active thing Customer Order
Conceptual thing Customer Account
Characterized by Attributes
Participate in relationships with other
Business Entities ABE
Aggregate Business Entity (ABE)
Well defined set of information that
characterize a highly cohesive, loosely
coupled set of business entities
Domain
Collection of ABEs associated with a
specific management area Business Entity

53
53
SID Domains
Customer

Strategy, Infrastructure & Product Operations

Strategy & Infrastructure Product Operations Fulfillment Assurance Billing

Commit Lifecycle Lifecycle Support &
Management Management Readiness

Marketing & Offer Management Customer Relationship Management

Market/Sales Product Customer

Service Development & Management Service Management & Operations

Service

Resource Development & Management Resource Management & Operations

(Application, Computing and Network) Resource
(Application, Computing and Network)

Supply Chain Development & Management Supplier/Partner Relationship Management

Supplier Partner

Enterprise Management

Strategic & Enterprise Enterprise Risk Enterprise Effectiveness Knowledge & Research
Planning Management Enterprise
Management Management

Financial & Asset Stakeholder & External Human Resources

Management Relations Management Management

54
SID Domains (Contd.)
Market/Sales

Product

Customer

Service

Resource

Supplier/Partner

Enterprise Common Business Entities

55
55
SID Level 1 of Abstract Business Entity Framework

56
56
Goals of the Information Framework (SID)

Goal Achieved Using

Reduction in time to market / Extensible interfaces based on SID
introduction of new technologies

Reducing Integration Tax SID-based data models +

Integration Framework
implementation
Facilitate introduction of new Reuse of interfaces and end-points
technologies

Support multiple technology Single interface in a SID-based

implementations format catering to multiple
technology-based back ends
Applicability to both Greenfield & Extensibility for a Greenfield
Brownfield scenarios scenario
Extensibility & Abstraction for
Consolidation in a Brownfield
scenario

57
SID Users
SID provides a Common Business Entity vocabulary for Service
Providers, System Integrators, Vendors/ Partners

SID provides
common
Application Convergence Business Entity
(Acquisition, Mergers) Vocabulary which
Application Integration simplifies B2B
(Internal & External. e.g - Integration
Integration with Partners/
Vendors)
Data Integrity Suppliers and
System Separation/ Partners
Application Re-organization
Service Providers
SID provides
SID Users common Business
Entity Vocabulary
which simplifies
Integration
SID based industry standard
APIs reduce Integration
efforts OSS Vendors
System Integrators

58
58
Applying SID

For Information & Data Modeling

Data Definition
Data overlap
Data Gap
Data sharing

Using Data Modeling Standard

UML (especially Class Diagram)

59
59
Rechristening!

now
called

60
TAM Whats in it for me
Tele Frameworks -An Ice Breaker

Role of Standards and Frameworks

Frameworks Historical overview

TM Forum Whos Who

eTOM Birds Eye View

SID Quick Journey

TAM Whats in it for me

TNA Is this a last mile ?

Introduction to ITIL

Summary & a way forward ....

61
TAM: Context Setting

Within TM Forum there is strong definition of process (eTOM) and

data (SID)
What does TAM do?
This application Framework provides a formalized way of grouping
together function and data into recognized components so Telecom
Applications Map
So, whats the good news?
Components can be regarded as potentially procurable as either
applications or services ( e.g. web service)
Whats common in Objected oriented world and TAM ?
TAM is grouping of set of applications together with the data they act
upon and use function/process they perform

62
Telecom Applications Map [TAM] Overview

It is framework of application map reference

to understand the relationship of the multitude of operational and business
systems

TAM uses a common language

already common in the industry and builds on the process and common
information models key to the TM Forums NGOSS program especially the
eTOM and the SID

Related to eTOM & SID domains

eTOM level 1 vertical process areas: Fulfilment, Assurance, & Billing (FAB),
and Operational Support Readiness (OSR) functions along with the layering
SID domains of Market/Sales, Product, Customer, Service, Resource,
Supplier / Partner, and Enterprise

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TAM Application Domains x OFAB
Market/Sales

Product

Customer

Service

Resource
OSR F A B

Supplier
/Partner

Enterprise

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TAM: Telecom Applications Map

65
TAM Users
TAM provides a Common Application Framework for Service Providers,
System Integrators, Vendors/ Partners
Related application
integration with the
interface minimizes
Application Conformance integration time with
(Acquisition, Mergers) tools/utilities and links
Application Integration with supplier partner
(Internal & External. e.g. - systems
Integration with Partners/
Vendors) Suppliers and
System Separation/ Partners
Application Re-organization

Service Providers
TAM Users Ease of
application
Application integration with
analysis and COTS products
gaps
OSS Vendors
System Integrators

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Applying TAM
To have a common framework and
language for defining and procuring
solutions

Faster integration with lower costs

Fosters re-use, which lowers custom

development and licensing costs

Identification of functional gaps

considering and mapping to
appropriate applications

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Rechristening!

now
called

68
TNA Is this a last mile?
Telecom Eco System and Challenges

Role of Standards and Frameworks

Frameworks Historical overview

TM Forum Whos Who

eTOM Birds Eye View

SID Quick Journey

TAM Whats in it for me

TNA Is this a last mile?

Introduction to ITIL

Summary & a way forward ....

69
The Transformation in Integration!!!
User Single System
Network Order User Multiple Systems
CRM Provisioning
Services Management System Multiple Systems
Multiple Systems Multiple Systems

Service Service ( Software as a service SAS )

Multiple Services Multiple Services
Service Oriented Architecture
ESB

Trouble Compliance
Inventory Billing
ticket

Message Broker

70
NGOSS Architecture
Billing CRM

Customer:
Customer: 1. First name, middle
1. Last Name, First Name init, last name
2. Customer ID number 2. Customer ID number
3. Billing Account No 3. Billing Account No
4. Customer Contact ID 4. Customer Contact ID

Common Bus
Trouble Ticketing
Provisioning

Customer:
Customer:
1. Customer ID number
1. Customer ID
2. Last name, first name,
2. Service Account ID
middle init
3. First name, last name
3. Order ID
4. Ticket ID
Application Services 4. Service Instance ID
Framework services
Policy
Security

71
NGOSS Contracts
What is contract ?
Technology neutral specification so can be used for all
interface definitions
Specifies the requirements for a business interaction
between two systems
Provide the relationship between the applications
(TAM)

A contract not only describes functions over an

interface, but also non functional aspects such as
service level agreements (SLAs) and its lifecycle

NGOSS Contract
Functional + Non functional aspects
Used while deploying applications

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TIP : TM Forums Interface Program
Has unified the interface specification teams to develop powerful
interface standards for connecting all of these pieces MTOSI, IPDR
and OSS/J

MTOSI - multi-technology operations systems interface

Interaction between many vendors, technologies and systems
Heterogeneous systems interface is required
MTOSI makes these systems talk through interface specification

IPDR - Internet Protocol Detail Record

OSS/J OSS through Java Initiative

73
OSS/J Overview
The Goal
flexible inter working of heterogeneous telecommunications business
systems

OSS/J APIs
are multi-technology based
include Java, XML, and Web Services integration profiles
each integration profile consists of specifications, a reference
implementation, and a conformance test suite (TCK)

Publicly available

74
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Rechristening!

now
called

75
Introduction to ITIL
Telecom Eco System and Challenges

Role of Standards and Frameworks

Frameworks Historical overview

TM Forum Whos Who

eTOM Birds Eye View

SID Quick Journey

TAM Whats in it for me

TNA Is this a last mile ?

Introduction to ITIL

Summary & a way forward ....

76
ITIL Definition of Service and its Management

What is Service in ITIL Lingo?

A service is a means of delivering value to customers by facilitating
outcomes customers want to achieve without the ownership of specific
costs and risks
What is Service Management?
Service Management is a set of specialized organizational capabilities for
providing value to customers in the form of services
and
A set of Functions and Processes for mapping services over their Lifecycle
The inputs to service management are the resources and capabilities
that represent the assets of the service provider
The outputs are the services that provide value to the customers

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Service Lifecycle: Lets Understand the Wheels

Inside Out Journey

78
Service: Strategy, Design, Transition and Operations

Strategy
Shows organization how
to transform Service
Management into a
strategic asset and then
think and act in a strategic
manner

Operations Design
Coordinate and carry-
Provides guidance for
out day-to-day activities
and processes to Service the design and
development of services
deliver and manage
and Service
services at agreed
Management processes
levels

Transition
Plan and implement the
deployment of all
releases to create a new
service or improve an
existing service

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ITIL Process Decomposition
Service Strategy Service Transition
Financial Management Change Management
Service Portfolio Management Service Asset & Configuration
Demand Management Management
Release & Deployment
Service Design Management
Service Catalog Management Knowledge Management
Capacity Management
Availability Management Service Operation
Service Continuity Management Event Management
Information Security Management Incident Management
Supplier Management Request Fulfillment
Service Level Management Problem Management
Access Management
Continual Service Improvement Service Desk
7 Step improvement Process Technical Management
Service reporting IT Operations Management
Service Measurement Application Management

80
ITIL Benefits

Increased user and customer satisfaction with

IT services
Improved service availability, directly leading
to increased business profits and revenue
financial savings from
Reduced rework, lost time, improved resource
management and usage
Improved time to market for new products and
services
Improved decision making and optimized risk

81
Summary and Way forward .
Telecom Eco System and Challenges

Role of Standards and Frameworks

Frameworks Historical overview

TM Forum Whos Who

eTOM Birds Eye View

SID Quick Journey

TAM Whats in it for me

TNA Is this a last mile ?

Introduction to ITIL

Summary & a Way Forward ....

82
 eTOM TMN NGOSS: How are They Related!!!
Customer
TMN Layers
Customer Interface Management Processes
Business
correspond with TOM

Information Systems Management Processes

Management
Customer Invoicing

Service horizontals Sales

Order
Handling
Problem
Handling
QoS
Management
and
Collections
Management Customer Care Processes

Network Management Service Service Service

Service Rating and
Planning and Problem Quality
Configuration Discounting
Development Management Management
Service Development and Operations Processes
Element Management

Network Network Network

Network Network Data
Planning and Inventory Maintenance &
Provisioning Management
Development Management Restoration

TOM processes are Network and Systems Management Processes

captured in FAB area Network Element Management Processes

of eTOM Operations Physical Resource and Information Technology

Customer

Strategy, Infrastructure & Product Operations

Strategy & Infrastructure Product Operations Fulfillment Assurance Billing

Commit Lifecycle Lifecycle Support &
Management Management Readiness

Marketing & Offer Management Customer Relationship Management

Service Development & Management Service Management & Operations

Resource Development & Management Resource Management & Operations

(Application, Computing and Network) (Application, Computing and Network)

Supply Chain Development & Management Supplier/Partner Relationship Management

eTOM maps the
NGOSS Business
Enterprise Management
View
Strategic & Enterprise Enterprise Risk Enterprise Effectiveness Knowledge & Research
Planning Management Management Management

Financial & Asset Stakeholder & External Human Resources

Management Relations Management Management

83 83
A Tool for Business Transformation

84
Rechristening!

now
called

85
ITIL and eTOM - Working Together

SP Business objective SP Business needs SP Business

requirements
Solution eTOM

SP IT good practices needs

Solution ITIL

Filter and Reconcile best of both the worlds

Conclusion:
eTOM business flows that deliver ITIL best practices
eTOM and ITIL can offer complementary value

86
eTOM vs. ITIL

eTOM ITIL
Telco enterprise model IT / ICT Service Management

ITU international standard ISO/IEC international standard

Enterprise-wide Process Set of best practices in IT/ICT

Framework industry
Blueprint for process direction Best Practice Framework, that can
for Service providers then be applied within enterprises
Common language to describe Mechanisms to deliver controlled
processes and optimizable services

Standardized vocabulary Standardized vocabulary

TM Forum Baby OGC UK, Baby

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What RFPs are Expecting !!!!

Business Process Evidence Mapping , Application Framework

Evidence Mapping and Scoring levels, Information Framework
Evidence Mapping and Scoring levels

88
How can I apply What I learnt ?

89
Are you there?
Understand Telecom Eco system and challenges in front

Appreciate the role of TM Forum in Telecom eco system

Understand historical perspective of frameworks

Understand NGOSS aka Frameworx umbrella

Explain the basic building blocks of eTOM, SID and TAM

framework

Appreciate role of TNA in telecom

Explain the purpose and basic functionalities of ITIL framework

90
As I sign of

91