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Telecom Frameworks Overview
By Prakash Kajave –
ESG-T, Pune
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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
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Agenda
Frameworks Historical overview
TM Forum – Who’s Who
Role of Standards and Frameworks
SID – Quick Journey
Tele Frameworks -An Ice Breaker
TAM – What’s in it for me
TNA – Is this a last mile ?
Introduction to ITIL
Summary & a way forward ....
eTOM – Bird’s Eye View
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Telecom Frameworks – An Ice Breaker
Frameworks Historical overview
TM Forum – Who’s Who
Role of Standards and Frameworks
SID – Quick Journey
Tele Frameworks -An Ice Breaker
TAM – What’s in it for me
TNA – Is this a last mile ?
Introduction to ITIL
Summary & a way forward ....
eTOM – Bird’s Eye View
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Players in Telecom Eco System
Telecom Service
Providers Telecom EquipmentVendors
Independent Software
Vendors
Telecom Solution
Providers
Independent Bodies,
Forums, Std. organization,
Regularity Authorities
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Players in Telecom Eco System
Telecom Solution Providers
We have telecom solution provider like TCS, TechM, Accenture,
Capgemini.
These are the one who provide solution to telecom industries.
It provides end to end telecom solution including consulting,
system integration and managed services
Telecom Service Providers
It provides telecom services such as voice, data, value addedservices (VAS) ect to retail customers, wholesale customers, &
enterprise customers
Few examples for Telecom Service Providers are idea, Airtel,
Vodaphon
Telecom Equipment Vendors They manufacture network infrastructure like modem, SetTop box,
network element, cable TV
Few examples for Telecom Equipment Vendors are NOKIA,
ERICSON, NORTEL, SIEMENS
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Players in Telecom Eco System
Independent Software Vendors
They create enterprise grade application software , COTS software
in telecom industry
Venders like TIBCO, ORACLE, LHS, CLARITY
Independent Bodies / Regularity Authorities
They are important part of telecom industry
They set standard, protocol, framework and best practices for
telecom industry
TM Forum, IEEE, TRAI
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Players in Telecom Eco System
http://www.wimaxforum.org/http://www.openet-telecom.com/default.aspxhttp://www.sprint.com/
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Telecom Business Challenges
Competition is knee
Obsolescence in Technology
Ekla Chalo Re vs. Partnerships
Cost of technology is inversely
proportional to maturity of the
technology
Investment : Should I or I should
not ?
Center of focus is no more a
product but a customer
C2M, L2C and T2R redefined
Business Challenge Where to invest ? CAPEx
How to reduce ? OPEx
How to enhance ? PAT
How to increase ? ARPU, AON
How to Balance ? TCO vs ROI
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The Problem
Thousandsof
discrete
processes
Hundreds or
thousands of
discrete
OSS/BSS
applications
Integration ofmultiple
Applications
to achieve
automation
of a single
process
Limited by
complexity of
changing
systems to
keep up withprocess
enhancements
Changes not
affordable
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So, what should be starting point ?
Success Parameters…
Competitive
Success
Business
Strategy
Continual
OperationalEffectiveness
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From Problem to Solution
Standardization!
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Role of Standards and Frameworks
Frameworks Historical overview
TM Forum – Who’s Who
Role of Standards and Frameworks
SID – Quick Journey
Tele Frameworks -An Ice Breaker
TAM – What’s in it for me
TNA – Is this a last mile ?
Introduction to ITIL
Summary & a way forward ....
eTOM – Bird’s Eye View
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How Standards and Frameworks are Useful?
It provides standard structure, terminology and
classification scheme for capturing
Enterprise’s business processes, information andsystem 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 asT2R
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TM Forum
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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
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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 beenshown 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
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Frameworks Historical Overview
Frameworks Historical Overview
TM Forum – Who’s Who
Role of Standards and Frameworks
SID – Quick Journey
Tele Frameworks -An Ice Breaker
TAM – What’s in it for me
TNA – Is this a last mile ?
Introduction to ITIL
Summary & a way forward ....
eTOM – Bird’s Eye View
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From TMN NGOSS
TMNTOM
eTOM NGOSS
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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 StudyGroups
Renamed to recommendation M.3010 in 1992
which defines basic principles for TMN
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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 OS’s and/ortelecommunications equipment
Exchange: for the exchange of management information
Standard: using an agreed architecture with standardized
interfaces including protocols and messages
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TMN Logical Architecture, Strength and Weakness
Functional, Information, Physical, Logical
TMN Logical Architecture
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
Business
Management
ServiceManagement
Network
Management
Element
Management
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TMN Management Functions
Fault management , Configuration management , Accounting
management, Performance management, Security management ….
•Fault Detection
•Fault Correction
•Fault Isolation
•Network Recovery
• Alarm handling
• Alarm Filtering
• Alarm Generation
•Clear Correlation
•Diagnostic test
•Error Logging
•Error Handling
•Error Statistics
F•Resource
Initialization
•Network
Provisioning
• Auto Discovery
•Backup and
Restore
•Resource
shut down
•Change
Management
•Pre-provisioning
•Inventory /
Asset Management
•Copy Configuration
•Remote Configuration
•Job Initiation, Tracking
and Execution
• Automated Software
Distributor
•Track Service
Resource Usage
•Cost of Services
• Accounting Limit
•Combined cost for
multiple Resources
•Set quotas for
usage
• Audits
•Fraud Reporting
•Support for
different modes of
accounting
•Utilization and
Error rates
•Consistent Perfor-
mance level
•Performance Data
collection
•Performance
Report generation
•Performance Data
analysis
•Problem reporting
•Capacity planning
•Performance data
and statistics
collection
•Maintaining and
examining historical
logs
•Selective Resource
Access
• Enable NE
Functions
• Access Logs
•Security Alarm/Event Reporting
•Data Privacy
•User Access Rights
Checking
•Take care of security
Breaches and
attempts•Security audit trail
log
•Security related
information distribution
C A P S
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Customer Care Process
SalesOrder
Handling
Problem
Handling
Customer
QoS
Management
Invoicing/
Collections
Service Development and Operations Processes
Service
Planning/
Development
Service
Configuration
Service
Problem
Resolution
Service
Quality
Management
Rating and
Discounting
Network and Systems Management Processes
Network
Planning/
Development
Network
Provisioning
Network
Inventory
Management
Network
Maintenance
& Restoration
Network Data
Management
Customer Interface Management Process
Customer
Physical Network and Information Technology
Information
Systems
Management
Processes
Element Management Technology Related
Service
Management
Network
Management
TOM – Telecom Operations Map
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TMN Layers correspond
with TOM horizontals
Network and Systems Management Processes
Service Development and Operations Processes
Customer Care Processes
Customer
Network Element Management Processes
InformationSystemsManage
mentProcesses
Network
Planning and
Development
Network
Provisioning
Network
Maintenance &
Restoration
Network Data
Management
Network
Inventory
Management
Service
Planning and
Development
Service
Problem
Management
Service
Quality
Management
Rating and
Discounting
Service
Configuration
Customer Interface Management Processes
Sales Order
Handling
Invoicingand
Collections
Problem
Handling
Customer QoS
Management
Physical Resource and Information Technology
eTOM vs. TMN
Business
Management
Service
Management
Network
Management
Element
Management
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TM Forum – Who’s Who?
Frameworks Historical overview
TM Forum – Who’s Who
Role of Standards and Frameworks
SID – Quick Journey
Tele Frameworks -An Ice Breaker
TAM – What’s in it for me
TNA – Is this a last mile ?
Introduction to ITIL
Summary & a way forward ....
eTOM – Bird’s Eye View
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TMF: Who’s Who
Telecom Management Forum
Non profit 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
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eTOM – Bird’s Eye View
Frameworks Historical overview
TM Forum – Who’s Who
Role of Standards and Frameworks
SID – Quick Journey
Telecom Eco System and Challenges
TAM – What’s in it for me
TNA – Is this a last mile ?
Introduction to ITIL
Summary & a way forward ....
eTOM – Bird’s Eye View
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What should be starting point ?
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Why Start With eTOM?
Business Needs MUST be the Driving Force – NOT Technology
The eTOM Framework provides a Vision for the Telecom Industryto Compete Successfully through the Implementation of Business
Process Driven Approaches to Manage the Enterprise
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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
What is Business Process?
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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
eTOM: What is it?
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“e” for enhanced,
eWay, enriched
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A Brief History of eTOM
1995-1999
Original TOM
(Telecom
Operations Map)developed
End 2002
Original TOM
(Telecom
Operations Map)developed
Apr 2004
Original TOM
(Telecom
Operations Map)
developed
2000 –2001
Original TOM
(Telecom
Operations Map)developed
2001 –2002
Original TOM
(Telecom
Operations Map)developed
May 2002
Original TOM
(Telecom
Operations Map)developed
Sept 2003
Original TOM
(Telecom
Operations Map)
developed
Q3/Q4 2003
Original TOM
(Telecom
Operations Map)
developed
Mar 2004
Original TOM
(Telecom
Operations Map)
developed
Nov 2004
eTOM v4.6 is
released
Nov 2005
eTOM v6.0 is
released
Aug 2007
eTOM v7.0 is
released
2009
eTOM v8.0 is
released
Aug 2010
eTOM 9.x is
released
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eTOM Level 0: Satellite View
Th TOM M d l L l 0 C t l
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Customer
Enterprise
EmployeesShareholders Other Stakeholders
Suppliers / PartnersRun
The
Business
Plan
The
BusinessStrategy, Infrastructure andProduct
Operations
Market, Product and Customer
Service
Resource (Application, Computing and Network)
Supplier / Partner
Management
Manage
The
Business
The eTOM Model: Level 0: Conceptual
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TOM M d l L l 1
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Enterprise Management
Strategy, Infrastructure & Product Operations
Fulfillment Assurance BillingProduct
Lifecycle
Management
Infrastructure
Lifecycle
Management
Operations
Support &
Readiness
Customer Relationship Management
Service Management & Operations
Resource Management & Operations
Supplier/Partner Relationship Management
Strategy &
Commit
Marketing & Offer Management
Service Development & Management
Resource Development & Management
Supply Chain Development & Management
(Application, Computing and Network)(Application, Computing and Network)
Customer
Enterprise Effectiveness
ManagementEnterprise Risk
Management
Strategic & Enterprise
Planning
Knowledge & Research
Management
Financial & Asset
Management
Stakeholder & External
Relations Management
Human Resources
Management
Look at Matrix
4 x 4 : OPS
3 x 4 : Strategy
eTOM Model: Level 1
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eTOM from Level 1 to Level 2
TOM OPS F L l 1 t L l 2
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Enterprise Management
Strategy, Infrastructure & Product Operations
Fulfillment Assurance BillingProduct
Lifecycle
Management
Infrastructure
Lifecycle
Management
Operations
Support &
Readiness
Customer Relationship Management
Service Management & Operations
Resource Management & Operations
Supplier/Partner Relationship Management
Strategy &
Commit
Marketing & Offer Management
Service Development & Management
Resource Development & Management
Supply Chain Development & Management
(Application, Computing and Network)(Application, Computing and Network)
Customer
Enterprise Effectiveness
ManagementEnterprise Risk
ManagementStrategic & Enterprise
Planning
Knowledge & Research
Management
Financial & Asset
Management
Stakeholder & External
Relations Management
Human Resources
Management
eTOM OPS: From Level 1 to Level 2
TOM SIP F L l 1 t L l 2
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Enterprise Management
Strategy, Infrastructure & Product Operations
Fulfillment Assurance BillingProduct
Lifecycle
Management
Infrastructure
Lifecycle
Management
Operations
Support &
Readiness
Customer Relationship Management
Service Management & Operations
Resource Management & Operations
Supplier/Partner Relationship Management
Strategy &
Commit
Marketing & Offer Management
Service Development & Management
Resource Development & Management
Supply Chain Development & Management
(Application, Computing and Network)(Application, Computing and Network)
Customer
Enterprise Effectiveness
ManagementEnterprise Risk
ManagementStrategic & Enterprise
Planning
Knowledge & Research
Management
Financial & Asset
Management
Stakeholder & External
Relations Management
Human Resources
Management
eTOM SIP: From Level 1 to Level 2
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eTOM from Level 2 to Level 3
eTOM OPS Level 2
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Operations
Fulfillment Assurance BillingOperations Support
& Readiness
Customer Relationship Management
Service Management & Operations
Resource Management & Operations
Supplier/Partner Relationship Management
Service
Configuration
& Activation
Service &Specific
InstanceRating
SM&O Support & ProcessManagement
Service Management &Operations Readiness
Supplier/Partner Interface Management
S/P
Buying
S/P
PurchaseOrder
Management
S/P Problem
Reporting &Managemen
t
S/P
Performance
Management
S/PRMSettlements
& Billing
Management
S/PRM Operations Support
& Process Management
S/P RelationshipManagement
Operations Readiness
Resource
Provisioning
& Allocationto Service Instance
RM&O Support & Process
Management
Resource Management
& Operations Readiness
Retention & Loyalty
Customer QoS / SLAManagement
Customer Interface Management
Billing &CollectionsManagement
Problem HandlingSelling
OrderHandling
MarketingFulfillmen
tRespons
e
CRM OperationsSupport & Process
Management
CRM Operations
Readiness
Sales & Channel
Management
Resource Data Collection, Analysis & Control
Service Development &
Management
Resource Development &
Management
Supply Chain Development &
Management
Marketing & Offer
Management
Infrastructure
Lifecycle Mgmt.
Product Lifecycle
Management
Strategy & Commit
Strategy, Infrastructure & Product
Supply
Chain
Strategy &Policy
Supply
Chain
Planning &Commitme
nt
Supply
Chain
Development
& ChangeManageme
nt
Supply
Chain
Performance
Assessment
Supply
Chain
Capability Availability
ServicePlanning &
Commitment
ServicePerformanc
e Assessment
ServiceStrategy &
Policy
Service &Operations
CapabilityDelivery
ServiceDevelopme
nt &Retirement
Resource&
OperationsCapability
Delivery
ResourcePerformanc
e Assessmen
t
Resource&
Technology
Strategy &Policy
Resource &Technology
Plan &Commitment
ResourceDevelopme
nt
ProductDevelopme
nt &
Retirement
Product &Offer
Portfolio
CapabilityDelivery
Product & Offer
PortfolioStrategy,
Policy &Planning
MarketingCapability
Delivery
Product &Offer
Business
Planning &Commitment
Product,
Marketing&
CustomerPerformanc
e
Assessment
CRM
CapabilityDelivery
MarketStrategy
& Policy
Sales &
ChannelDevelopme
nt
MarketingCommu-
nications
&Promotion
Enterprise Management
Resource Quality Analysis, Action & Reporting
Resource ProblemManagement
Service ProblemManagement
Service Quality Analysis, Action & Reporting
Strategic & Enterprise
PlanningStrategic
&Business
Planning
BusinessDevelopme
nt
Enterprise
ArchitecturePlanning
Group
EnterpriseManageme
nt
Financial & Asset
Management
FinancialManageme
nt
Procuremant
Management
Real EstateManageme
nt
Stakeholder & External Relations
ManagementPR &
CommunityRelations
Management
Shareholde
r RelationsManageme
nt
RegulatoryManageme
nt
LegalManageme
nt
Brand Management, Market Research
& Advertising
Brand
Management
Market
Research & Analysis
Advertisi
ng
Human Resources
Management
HR Policies& Practices
WorkforceStrategy
WorkforceDevelopme
nt
Employee &Labor Relations
Management
Enterprise Quality Management, Process
&
IT Planning & ArchitectureKnowledgeManageme
nt
EnterpriseQuality
Management
Information
SystemsStrategy &
Planning
Process Architecture
Management &Support
Research & Development
Technology
AcquisitionResearch &Development
Technology
Acquisition
Disaster Recovery, Security &
Fraud Management
SecurityManageme
nt
FraudManageme
nt
Disaster
Recovery &Contingency
Planning
eTOM OPS Level 2
eTOM: CRM Level 2 Process
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Operations
Fulfillment Assurance BillingOperations Support
& Readiness
Customer Relationship Management
Service Management & Operations
Resource Management & Operations
Supplier/Partner Relationship
Management
ServiceConfiguratio
n& Activation
Service &
Specific
InstanceRating
SM&O Support & ProcessManagement
Service Management &
Operations Readiness
Supplier/Partner Interface Management
S/P
Buying
S/P
PurchaseOrder
Managemen
t
S/P Problem
Reporting &Managemen
t
S/P
Performance
Manageme
nt
S/PRM
Settlements
& BillingManagement
S/PRM Operations Support& Process Management
S/P RelationshipManagement
Operations Readiness
Resource
Provisioning& Allocation
to Service Instance
RM&O Support & ProcessManagement
Resource Management
& Operations Readiness
Retention & Loyalty
Customer QoS / SLA
Management
Customer Interface Management
Billing &Collections
Management
Problem HandlingSelling
Order
Handling
Marketin
gFulfillmen
t
Response
CRM OperationsSupport & Process
Management
CRM OperationsReadiness
Sales & ChannelManagement
Resource Data Collection, Analysis & Control
Service Development &
Management
Resource Development &Management
Supply Chain Development &
Management
Marketing & Offer
Management
Infrastructure
Lifecycle Mgmt.
Product Lifecycle
Management
Strategy & Commit
Strategy, Infrastructure & Product
SupplyChain
Strategy
&Policy
SupplyChain
Planning &
Commitment
SupplyChain
Developme
nt& Change
Management
SupplyChain
Performan
ce Assessme
nt
SupplyChain
Capability
Availability
Service
Planning &
Commitment
Service
Performanc
e Assessmen
t
Service
Strategy &
Policy
Service &
Operations
CapabilityDelivery
Service
Developme
nt &
Retirement
Resource
&Operations
CapabilityDelivery
Resource
Performance
Assessment
Resource
&Technolog
yStrategy &
Policy
Resource &
TechnologyPlan &
Commitment
Resource
Development
ProductDevelopme
nt &
Retirement
Product &Offer
Portfolio
CapabilityDelivery
Product & Offer
Portfolio
Strategy,Policy &
Planning
MarketingCapability
Delivery
Product &Offer
Business
Planning &Commitme
nt
Product,
Marketing
&Customer
Performance
Assessment
CRM
Capability
Delivery
MarketStrategy
& Policy
Sales &
Channel
Development
MarketingCommu-
nications
&Promotion
Enterprise Management
Resource Quality Analysis,
Action & Reporting
Resource ProblemManagement
Service ProblemManagement
Service Quality Analysis,
Action & Reporting
Strategic & Enterprise
PlanningStrategic
&Business
Planning
Business
Development
Enterprise
Architectur e Planning
Group
EnterpriseManageme
nt
Financial & Asset
Management
FinancialManageme
nt
Procuremant
Management
Real EstateManageme
nt
Stakeholder & External Relations
ManagementPR &
Community
RelationsManagement
Shareholder Relations
Management
Regulatory
Manageme
nt
LegalManageme
nt
Brand Management, Market
Research
& AdvertisingBrandManageme
nt
Market
Research &
Analysis
Advertisi
ng
Human Resources
Management
HR Policies
& Practices
Workforce
Strategy
Workforce
Development
Employee &
Labor Relations
Management
Enterprise Quality Management, Process
&
IT Planning & ArchitectureKnowledgeManageme
nt
Enterprise
QualityManagement
Information
SystemsStrategy &
Planning
Process
ArchitectureManagement &
Support
Research & Development
Technology
AcquisitionResearch &Development
Technology
Acquisition
Disaster Recovery, Security &
Fraud Management
SecurityManageme
nt
FraudManageme
nt
DisasterRecovery &
Contingency
Planning
eTOM: CRM Level 2 Process
eTOM CRM Level 3: Billing and Collections
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eTOM CRM Level 3: Billing and Collections
eTOM Users
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eTOM provides a Common Terminology for Service Providers, System
Integrators, Vendors/ Partners
eTOM Users
Service Providers
System Integrators
Suppliers and
Partners
OSS Vendors
Facilitate ServiceProvider’s
relationships with
suppliers and partners
by identifying and
categorizing the
processes used in
business-to-business
interactions
Provide
understanding of
business
requirements & sohelps develop
functionalities in sync
with requirements
Greenfield Operator/ Start-
up – Helps design processes
faster, Helps achieve
consistency process flows
Existing Operator –
Facilitates processimprovement by Gap
Identification and Process
Flow Analysis
Provide a basis for setting
requirements for systemsolutions, technical
architectures, technology
choices and implementation
paths
eTOM Users
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TMN TOM eTOM Relationship
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Element Management
Network Management
Business Management
Service Management
TMN Layers
correspond with TOM
horizontals
TOM processes are
captured in “FAB” area
of eTOM Operations
Network and Systems Management Processes
Service Development and Operations Processes
Customer Care Processes
Customer
Network Element Management Processes
InformationS
ystemsManagementProcesses
Network
Planning and
Development
Network
Provisioning
Network
Maintenance &
Restoration
Network Data
Management
Network
Inventory
Management
Service
Planning and
Development
Service
Problem
Management
Service
Quality
Management
Rating and
Discounting
Service
Configuration
Customer Interface Management Processes
Sales Order
Handling
Invoicing
and
Collections
Problem
Handling
Customer
QoS
Management
Physical Resource and Information Technology
Enterprise Management
Strategy, Infrastructure & Product Operations
Fulfil lment Assurance Bill ingProduct
Lifecycle
Management
Infrastructure
Lifecycle
Management
Operations
Support &
Readiness
Customer Relationship Management
Service Management & Operations
Resource Management & Operations
Supplier/Partner Relationship Management
Strategy &
Commit
Marketing & Offer Management
Service Development & Management
Resource Development & Management
Supply Chain Development & Management
(Application, Computing and Network)(Application, Computing and Network)
Customer
Enterprise Effectiveness
ManagementEnterprise Risk
Management
Strategic & Enterprise
Planning
Knowledge & Research
Management
Financial & Asset
Management
Stakeholder & External
Relations Management
Human Resources
Management
TMN TOM eTOM Relationship
Rechristening!
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Rechristening!
now
called
SID – Quick Journey
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SID – Quick Journey
Frameworks Historical overview
TM Forum – Who’s Who
Role of Standards and Frameworks
SID – Quick Journey
Tele Frameworks -An Ice Breaker
TAM – What’s in it for me
TNA – Is this a last mile ?
Introduction to ITIL
Summary & a way forward ....
eTOM – Bird’s Eye View
SID: Shared Information & Data Model
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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 it’s 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
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SID Composition
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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 What’s possible and what’s not
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Today’s Reality
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Today s Reality
Customer:1. Last Name, First Name
2. Customer ID number
3. Billing Account No
4. Customer Contact ID
Billing
Translator
Customer:
1. First name, middle init, lastname
2. Customer ID number
3. Billing Account No
4. Customer Contact ID
CRM
Translator
Customer:1. Customer ID
2. Service Account ID
3. First name, last name
4. Ticket ID
Trouble Ticketing
Translator
Customer:1. Customer ID number
2. Last name, first name,
middle init
3. Order ID4. Service Instance ID
Provisioning
Translator
n(n-1) Interface Definitions
What’s Required
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What s Required …
Customer:1. Last Name, First Name
2. Customer ID number
3. Billing Account No4. Customer Contact ID
Billing
Customer:
1. First name, middle init, lastname
2. Customer ID number
3. Billing Account No
4. Customer Contact ID
CRM
Customer:
1. Customer ID2. Service Account ID
3. First name, last name
4. Ticket ID
Trouble Ticketing
Customer:
1. Customer ID number2. Last name, first name,
middle init
3. Order ID
4. Service Instance ID
Provisioning
Customer:
1. Last Name, First Name
2. Customer ID number
3. Street Address, Zip code
4. Social Security number
n Interface Definitions
SID: Key Framework Concepts
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SID: Key Framework Concepts
Business Entity
Something of interest to the business /
enterprise Tangible thing – Customer
Active thing – Customer Order
Conceptual thing – Customer Account
Characterized by Attributes
Participate in relationships with otherBusiness Entities
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
57
DOMAIN
ABE
Business Entity
SID Domains
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SID Domains
Enterprise Management
Strategy, Infrastructure & Product Operations
Fulfillment Assurance BillingProduct
Lifecycle
Management
Infrastructure
Lifecycle
Management
Operations
Support &
Readiness
Customer Relationship Management
Service Management & Operations
Resource Management & Operations
Supplier/Partner Relationship Management
Strategy &
Commit
Marketing & Offer Management
Service Development & Management
Resource Development & Management
Supply Chain Development & Management
(Application, Computing and Network)(Application, Computing and Network)
Customer
Enterprise Effectiveness
ManagementEnterprise Risk
Management
Strategic & Enterprise
Planning
Knowledge & Research
Management
Financial & Asset
Management
Stakeholder & External
Relations Management
Human Resources
Management
Market/Sales Product Customer
Service
Resource
Supplier Partner
Enterprise
SID Domains (Contd.)
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Market/Sales
Product
Customer
Service
Resource
Supplier/Partner
Common Business EntitiesEnterprise
SID Domains (Contd.)
SID Level 1 of Abstract Business Entity Framework
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SID Level 1 of Abstract Business Entity Framework
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SID Users
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SID provides a Common Business Entity vocabulary for Service
Providers, System Integrators, Vendors/ Partners
SID Users
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Service Providers
System Integrators
Suppliers and
Partners
OSS Vendors
SID provides
common
Business Entity
Vocabulary which
simplifies B2B
Integration
SID provides
common Business
Entity Vocabulary
which simplifiesIntegration
Application Convergence
(Acquisition, Mergers)
Application Integration
(Internal & External. e.g -
Integration with Partners/
Vendors)Data Integrity
System Separation/
Application Re-organization
SID based industry standard
APIs reduce Integration
efforts
SID Users
Applying SID
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For Information & Data Modeling Data Definition
Data overlap Data Gap
Data sharing
Using Data Modeling StandardUML (especially Class Diagram)
pp y g
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g
now
called
TAM – What’s in it for me
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Frameworks Historical overview
TM Forum – Who’s Who
Role of Standards and Frameworks
SID – Quick Journey
Tele Frameworks -An Ice Breaker
TAM – What’s in it for me
TNA – Is this a last mile ?
Introduction to ITIL
Summary & a way forward ....
eTOM – Bird’s Eye View
TAM: Context Setting
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g
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, what’s the good news?
Components can be regarded as potentially procurable as eitherapplications or services ( e.g. web service)
What’s 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
Telecom Applications Map [TAM] Overview
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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 Forum’s NGOSS program especially theeTOM 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 layeringSID domains of Market/Sales, Product, Customer, Service, Resource,Supplier / Partner, and Enterprise
pp p [ ]
TAM Application Domains x OFAB
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Market/Sales
Product
Customer
Service
Resource
Supplier
/Partner
Enterprise
OSR F A B
pp
TAM: Telecom Applications Map
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TAM Users
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TAM provides a Common Application Framework for Service Providers,
System Integrators, Vendors/ Partners
Service Providers
System Integrators
Suppliers and
Partners
OSS Vendors
Related applicationintegration with the
interface minimizes
integration time with
tools/utilities and links
with supplier partner
systems
Ease of
application
integration withCOTS products
Application Conformance
(Acquisition, Mergers)
Application Integration
(Internal & External. e.g. -
Integration with Partners/
Vendors)
System Separation/
Application Re-organization
Application
analysis and
gaps
TAM Users
Applying TAM
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To have a common framework andlanguage for defining and procuringsolutions
Faster integration with lower costs
Fosters re-use, which lowers customdevelopment and licensing costs
Identification of functional gapsconsidering and mapping toappropriate applications
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now
called
TNA – Is this a last mile?
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Frameworks Historical overview
TM Forum – Who’s Who
Role of Standards and Frameworks
SID – Quick Journey
Telecom Eco System and Challenges
TAM – What’s in it for me
TNA – Is this a last mile?
Introduction to ITIL
Summary & a way forward ....
eTOM – Bird’s Eye View
The Transformation in Integration!!!
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User Single System
User Multiple Systems
System Multiple Systems
Multiple Systems Multiple Systems
Service Service ( Software as a service SAS …)
Multiple Services Multiple Services
Service Oriented Architecture
ESB
CRMNetwork
Services
Order
ManagementProvisioning
Trouble
ticketInventory Billing Compliance
Message Broker
NGOSS Architecture
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Billing CRM
Trouble TicketingProvisioning
Common Bus
SecurityPolicy
Framework servicesApplication Services
Customer:1. Last Name, First Name
2. Customer ID number
3. Billing Account No4. Customer Contact ID
Customer:
1. First name, middleinit, last name
2. Customer ID number
3. Billing Account No
4. Customer Contact ID
Customer:
1. Customer ID2. Service Account ID
3. First name, last name
4. Ticket ID
Customer:
1. Customer ID number
2. Last name, first name,middle init
3. Order ID
4. Service Instance ID
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Rechristening!
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now
called
Introduction to ITIL
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Frameworks Historical overview
TM Forum – Who’s Who
Role of Standards and Frameworks
SID – Quick Journey
Telecom Eco System and Challenges
TAM – What’s in it for me
TNA – Is this a last mile ?
Introduction to ITIL
Summary & a way forward ....
eTOM – Bird’s Eye View
Service Lifecycle: Let’s Understand the Wheels …
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Inside Out Journey
Service: Strategy, Design, Transition and Operations
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Service
Strategy
Shows organization howto transform Service
Management into astrategic asset and then
think and act in a strategicmanner
Design
Provides guidance forthe design and
development of servicesand Service
Management processes
TransitionPlan and implement the
deployment of allreleases to create a new
service or improve anexisting service
Operations
Coordinate and carry-out day-to-day activitiesand processes to
deliver and manageservices at agreed
levels
ITIL Process Decomposition …
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• Service Strategy
• Financial Management
• Service Portfolio Management
• Demand Management
• Service Design
• Service Catalog Management
• Capacity Management
• Availability Management• Service Continuity Management
• Information Security Management
• Supplier Management
• Service Level Management
• Continual Service Improvement• 7 Step improvement Process
• Service reporting
• Service Measurement
• Service Transition
• Change Management
• Service Asset & Configuration
Management
• Release & Deployment
Management
• Knowledge Management
• Service Operation
• Event Management
• Incident Management
• Request Fulfillment
• Problem Management
• Access Management
• Service Desk• Technical Management
• IT Operations Management
• Application Management
ITIL Benefits
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Increased user and customer satisfaction with
IT services
Improved service availability, directly leadingto increased business profits and revenue
financial savings from
Reduced rework, lost time, improved resource
management and usage
Improved time to market for new products andservices
Improved decision making and optimized risk
Summary and Way forward ….
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Frameworks Historical overview
TM Forum – Who’s Who
Role of Standards and Frameworks
SID – Quick Journey
Telecom Eco System and Challenges
TAM – What’s in it for me
TNA – Is this a last mile ?
Introduction to ITIL
Summary & a Way Forward ....
eTOM – Bird’s Eye View
eTOM TMN NGOSS: How are They Related!!!
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Element Management
Network Management
Business Management
Service Management
TMN Layers
correspond with TOM
horizontals
TOM processes are
captured in “FAB” area
of eTOM Operations
eTOM maps theNGOSS Business
View
Network and Systems Management Processes
Service Development and Operations Processes
Customer Care Processes
Customer
Network Element Management Processes
InformationSystemsManagementProcesses
Network
Planning and
Development
Network
Provisioning
Network
Maintenance &
Restoration
Network Data
Management
Network
Inventory
Management
Service
Planning and
Development
Service
Problem
Management
Service
Quality
Management
Rating and
Discounting
Service
Configuration
Customer Interface Management Processes
Sales Order
Handling
Invoicing
and
Collections
Problem
Handling
Customer
QoS
Management
Physical Resource and Information Technology
Enterprise Management
Strategy, Infrastructure & Product Operations
Fulfil lment Assurance Bill ingProduct
Lifecycle
Management
Infrastructure
Lifecycle
Management
Operations
Support &
Readiness
Customer Relationship Management
Service Management & Operations
Resource Management & Operations
Supplier/Partner Relationship Management
Strategy &
Commit
Marketing & Offer Management
Service Development & Management
Resource Development & Management
Supply Chain Development & Management
(Application, Computing and Network)(Application, Computing and Network)
Customer
Enterprise Effectiveness
ManagementEnterprise Risk
Management
Strategic & Enterprise
Planning
Knowledge & Research
Management
Financial & Asset
Management
Stakeholder & External
Relations Management
Human Resources
Management
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now
called
eTOM vs. ITIL
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eTOM ITIL
Telco enterprise model IT / ICT Service Management
ITU international standard ISO/IEC international standard
Enterprise-wide Process
Framework
Set of best practices in IT/ICT
industry
Blueprint for process directionfor Service providers
Best Practice Framework, that canthen be applied within enterprises
Common language to describe
processes
Mechanisms to deliver controlled
and optimizable services
Standardized vocabulary Standardized vocabulary
TM Forum Baby OGC UK, Baby
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