Copy of 13.0 Business Process

7/28/2019 Copy of 13.0 Business Process

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FrameworxProcess

Name

1256 Administer the Tender Process

1199 Agree Marketing InfrastructureRequirements

1184 Agree Product InfrastructureRequirements

1233 Agree Resource InfrastructureRequirements

1211 Agree Service InfrastructureRequirements

1253 Analyze Potential Suppliers/Partners

31 Approve Product Business Case


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1416 Approve Resource CapabilityInvestment

1261 Approve Service Capability Investment

1198 Capture Marketing InfrastructureRequirements

147 Capture Product Capability Shortfalls

1186 Capture Product Capacity Shortfalls

1183 Capture Product InfrastructureRequirements

1188 Capture Product Operational SupportShorfalls

1187 Capture Product PerformanceShortfalls

148 Capture Resource Capability Shortfalls

1234 Capture Resource Capacity Shortfalls


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1232 Capture Resource Demand &Performance Requirements

1236 Capture Resource Operational SupportShorfalls

1235 Capture Resource PerformanceShortfalls

150 Capture Service Capability Shortfalls

1213 Capture Service Capacity Shortfalls

1210 Capture Service Demand &

Performance Requirements

1215 Capture Service Operational SupportShorfalls

1214 Capture Service PerformanceShortfalls


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1251 Capture Sourcing Requirements

1203 Co-ordinate Marketing CapabilityDelivery

1206 Co-ordinate Marketing OperationalHandover

1191 Co-ordinate Product CapabilityDelivery

1194 Co-ordinate Product OperationalHandover

1244 Co-ordinate Resource CapabilityDelivery

1248 Co-ordinate Resource OperationalHandover


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1223 Co-ordinate Service Capability Delivery

1229 Co-ordinate Service Operational

Handover

1260 Commit & Approve CmmercialArrangements

1209 Define Marketing Capability DeliveryMethodology

190 Define Marketing CapabilityRequirements

1197 Define Product Capability DeliveryMethodology


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192 Define Product CapabilityRequirements

1238 Define Resource CapabilityRequirements

1217 Define Service CapabilityRequirements

203 Deliver Marketing Infrastructure


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204 Deliver Product Capability

205 Design Resource Capabilities

1241 Design Resource Operational SupportProcess Improvements


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206 Design Service Capabilities

1220 Design Service Operational SupportProcess Improvements

208 Determine PotentialSuppliers/Partners


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211 Determine the Sourcing Requirements

1201 Develop Marketing Capability BusinessCase

1189 Develop Product Business Case


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1237 Develop Resource CapabilityInvestment Proposals

1216 Develop Service Capability InvestmentProposals

1226 Develop Service Capability Tmetables

232 Enable Resource Support & Operations


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236 Enable Service Support & Operations

1205 Ensure Marketing Capability Benefits

1208 Ensure Marketing Handover Support

1193 Ensure Product Capability Benefits &Operational Costs

1196 Ensure Product Handover Support

1245 Ensure Resource Capability Quality

1250 Ensure Resource Handover Support

1228 Ensure Service Capability Costs

1224 Ensure Service Capability Quality

1231 Ensure Service Handover Support

1257 Establish Negotiating Strategy

1247 Establish Resource Capability Sourcing


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1225 Establish Service Capability Sourcing

1252 Finalize Sourcing Requirements

287 Gain Approval for CommercialArrangements

293 Gain Marketing Capability Approval

1202 Gain Marketing Capability Business

Case Approval

1190 Gain Product Business Case Approval


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294 Gain Resource Capability InvestmentApproval


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295 Gain Service Capability InvestmentApproval

296 Gain Tender Decision Approval

1259 Identify & Report to Stakeholders

1242 Identify Resource Support Groups,Skills & Training


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1243 Identify Resource SupportRequirements

1221 Identify Service Support Groups, Skills& Training

1222 Identify Service Support Requirements

1246 Manage Commissioning of NewResource Infrastructure

305 Manage Handover to MarketingOperations

306 Manage Handover to ProductOperations


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307 Manage Handover to ResourceOperations

308 Manage Handover to ServiceOperations

309 Manage Marketing Capability DeliveryMethodology

1258 Manage Negotiations


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310 Manage Product Capability DeliveryMethodology

311 Manage Resource Capability Delivery


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312 Manage Service Capability Delivery

313 Manage the Tender Process


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314 Map & Analyze ResourceRequirements

315 Map & Analyze Service Requirements


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33 Marketing & Offer Management

191 Marketing Capability Delivery


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316 Negotiate Commercial Arrangements

34 Product & Offer Capability Delivery

1200 Report Marketing InfrastructureRequirements

1185 Report Product InfrastructureRequirements

1212 Report Service InfrastructureRequirements


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149 Resource Capability Delivery

1240 Select Resource CapabilitySuppliers/Partners

1219 Select Service CapabilitySuppliers/Partners

151 Service Capability Delivery


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46 Service Development & Management

1254 Short List Potential Suppliers/Partners

1239 Specify Resource CapabilityInfrastructure

1218 Specify Service CapabilityInfrastructure

1255 Specify the Tender Process


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209 Supply Chain Capability Delivery

1227 Track and Report Service CapabilityDelivery

1204 Track Marketing Capability BusinessCase Costs

1192 Track Product Capability Business CaseCosts

1207 Validate Marketing InfrastructureDesign

1195 Validate Product Infrastructure Design

1249 Validate Resource InfrastructureDesign


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1230 Validate Service Infrastructure Design


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Category

(4) eTOM Process Type








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Extended Description Frameworx Metric(assoc: FrameworxMetric to FrameworxProcess)

Not used for this process element






The Approve Product Business Case processes capture allactivities required to develop and gain the necessary level of

approval for a business case to develop and deliver therequired capabilities, including identification of potentialsuppliers/partners. The business case should identify anyrequired product infrastructure components, developmentcosts and anticipated benefits, including revenue gains,productivity gains, performance improvements and/oroperational cost improvements. The business case should alsoinclude a general view of the types of product offers whichcould be developed and deployed using the productinfrastructure, but would not necessarily include a specificproposal to launch a specific product. This later activity is

managed by the PLM processes. The processes include anycross-enterprise co-ordination and management functions toensure that the business case is supported by all stakeholders.


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The Capture Product Capability Shortfalls processes identifyspecific or imminent product capacity, product performanceand/or product operational support shortfalls. Theseprocesses take information available from the CustomerRelationship Management processes to establish detailedviews of anticipated product capacity and performanceshortfalls and support process issues.





The Capture Resource Capability Shortfalls processes identifyspecific or imminent resource capacity, resource performanceand/or resource operational support shortfalls. Theseprocesses take information available from the ResourceManagement & Operations processes to establish detailed

views of anticipated resource and shortfalls and supportprocess issues.



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The Capture Service Capability Shortfalls processes identifyspecific or imminent service capacity, service performanceand/or service operational support shortfalls. These processestake information available from the Service Management &Operations processes to establish detailed views of anticipated service capacity and performance shortfalls andsupport process issues.






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The Define Marketing Capability Requirements processesdefine and agree the marketing infrastructure capabilityrequirements. The processes define and obtain agreement tothe detailed infrastructure requirements to support themarketing strategies and forecasts. The Define MarketingCapability Requirements processes provide requirements,including process performance targets, for the development of new and/or enhancement of existing marketing infrastructurewhich are captured by this process. These processes includeany cross-enterprise co-ordination and management functionsto ensure that the requirements capture the needs of allstakeholders.

These processes provide input into the requirements captureprocesses in the Resource and Supply Chain horizontal processgroupings



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The Define Product Capability Requirements processes defineand obtain agreement to the detailed infrastructurerequirements to support the product portfolio and individualproduct plans. Product infrastructure requirements to supportnew product initiatives in the PLM vertical are captured in thisprocess, as well as any product infrastructure requirements

needed to support the specific offers being made to customersthrough the sales channels. These processes also identify theservice infrastructure capabilities required to deliver theproduct infrastructure. The processes include any cross-enterprise co-ordination and management functions to ensurethat the requirements capture the needs of all stakeholders.These processes provide input into the requirements captureprocesses in the Service and Supply Chain, and potentially theResource, horizontal process groupings.



The Deliver Marketing Infrastructure processes manage thecoordinated delivery of all marketing infrastructure

deliverables across the enterprise. The processes ensure theco-coordinated delivery in line with the approved businesscase of all required infrastructure capabilities for that businesscase across the enterprise. The processes track and ensurethat the business case cost parameters, and anticipatedbenefits are achieved. The Deliver Marketing Infrastructureprocesses are predominantly program/project managementprocesses, with the detailed management of individualinfrastructure component delivery managed through separateprocesses in the relevant eTOM horizontal process groupings.


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The Deliver Product Capability processes ensure the co-coordinated delivery in line with the approved business caseof all required product infrastructure capabilities for thatbusiness case across the enterprise. It is predominantly aprogram/project management function, with the detailedmanagement of individual infrastructure component delivery

managed through separate processes. The processes track andensure that the business case cost parameters are met, andanticipated benefits and ongoing operational costs are likely tobe achieved

The Design Resource Capabilities processes manage the designof the resource infrastructure to meet the requirements in anyapproved investment proposals. These processes ensure thecollation and coordination of requirements from all approvedinvestment proposals, assess the most appropriate resourceinfrastructure, develop the tactical/solution architecture anddesign specifications to be used to build or source thenecessary resource infrastructure components, and select themost appropriate resource infrastructure suppliers/partners tosupport the resource requirements. A key element of theoverall design is the integration approach between theexisting legacy resource infrastructure and any proposed newresource infrastructure. This integration design is managedwithin the architecture and specification processes.Note that the actual management of the sourcing process ishandled within the Supply Chain Development & Management

processes.



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The Design Service Capabilities processes manage the designof the service infrastructure to meet the requirements in anyapproved investment proposals approved through the GainService Capability Investment Approval processes. Theseprocesses ensure the collation and coordination of requirements from all approved investment proposals, assess

the most appropriate service infrastructure, develop thetactical/solution architecture and design specifications to beused to build or source the necessary service infrastructurecomponents, and select the most appropriate serviceinfrastructure suppliers/partners to support the servicerequirements.Note that the actual management of the sourcing process ishandled within the Supply Chain Development & Managementprocesses.


The Determine Potential Suppliers/Partners processesdetermine the appropriate short list of suppliers to meet thespecific enterprise requirements (for example, expectedtechnical capability, anticipated delivery timeframes,anticipated costs, etc..). The processes provide detailedanalysis of potential partners/suppliers, leveraginginformation available from the Gather & Analyze Supply ChainInformation processes, as well as other specific inputs

available from within the enterprise, or from external supplierresearch organizations at the specific time the need arises.The processes include any cross-enterprise coordination andmanagement functions to ensure that the selected short listmeets the needs of all stakeholders


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The Determine the Sourcing Requirements processes managethe collection and finalization of the specific requirements tobe achieved from the sourcing process including achronological timetable for anticipated sourcing activities.These requirements take into account the required functional,technical and/or operational specifications produced by the

area seeking the sourcing activity and assuring thatappropriately aligned commercial aspects (such as specialcommercial terms, tender timing, cost parameters, etc.) arecatered for. The requirements will be determined from therequirements specified in the various business or investmentproposals, and any subsequent detailed specificationsdeveloped as a part of the architecture design activity, withinthe product, market, service or resource capability deliveryprocesses. The actual range of requirements are dependent onthe needs of the sourcing initiator, but are likely to include, ata minimum, technical, operational, training and specificsupplier support requirements.The Supply Chain Strategy and Planning processes will alsoprovide a set of enterprise level requirements that thesourcing process will need to satisfy.The processes include any cross-enterprise coordination andmanagement functions to ensure that the requirements meetsthe needs of all stakeholders




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The Enable Resource Support & Operations processes managethe design of any improvements or changes required to theresource operational support processes to support the

investment proposals and new resource capabilities andinfrastructure. The processes ensure the identification of operational support groups, required skill sets, and availabilityof appropriate training programs. These processes ensure theidentification, collation and coordination of supportrequirements from all approved investment proposals, andfrom any operational support shortfalls identified in theCapture Resource Capability Shortfalls processes.


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The Enable Service Support & Operations processes managethe design of any improvements or changes required to theservice operational support processes to support theinvestment proposals and new service capabilities andinfrastructure. The processes ensure the identification of operational support groups, required skill sets, and availability

of appropriate training programs. These processes ensure theidentification, collation and coordination of supportrequirements from all approved investment proposals, andfrom any operational support shortfalls identified in theCapture Service Capability Shortfalls processes.













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The Gain Approval for Commercial Arrangements processesgain enterprise commitment to the negotiated commercialarrangements, and provide authorization to sign commercialagreements. These processes include all aspects of identification of stakeholders and regular reporting to gainstakeholder approval.

The Gain Marketing Capability Approval processes capture allactivities required to develop and gain the necessary level of approval for a business case to develop and deliver therequired capabilities, including identification of potentialsuppliers/partners. The business case developed by theseprocesses should identify development costs and anticipatedbenefits, including productivity gains and/or operational costimprovements. These processes include any cross-enterpriseco-ordination and management functions to ensure that thebusiness case is supported by all stakeholders.




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The Gain Resource Capability Investment Approval processescapture all activities required to develop and gain necessaryapproval for investment proposals to develop and deliver therequired resource capabilities, including identification of potential suppliers/partners. These processes take the inputfrom the Map & Analyze Resource Requirements, the Capture

Resource Capability Shortfalls and the Map & Analyze ServiceRequirements processes to develop and gain approval for anybusiness proposals arising. In some cases the businessproposal may require the creation and approval of a formalbusiness case, in other cases the business proposal approvalmay be delegated to local management. In any event the costestimates for delivering the resource infrastructure, includingcosts for materials (equipment and tools), labor and trainingare part of the investment proposal.The rules and procedures outlining the necessary approvalprocess to be used are also part of these processes.The processes include any cross-enterprise coordination andmanagement functions to ensure that the investmentproposals capture the needs of, and are supported by, allstakeholders


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The Gain Service Capability Investment Approval processescapture all activities required to develop and gain necessaryapproval for business proposals to develop and deliver therequired service capabilities, including identification of potential suppliers/partners. These processes take the inputfrom the Map & Analyze Service Requirements, the Capture

Service Capability Shortfalls and the Define Product CapabilityRequirements processes to develop and gain approval for anybusiness proposals arising. In some cases the businessproposal may require the creation and approval of a formalbusiness case, in other cases the business proposal approvalmay be delegated to local management. In any eventrequirements for the service infrastructure, identification of required Resource infrastructure capabilities, the costestimates for delivering the service and supporting resourceinfrastructure, including costs for materials (equipment andtools), labor and training are part of the investment proposal.The rules and procedures outlining the necessary approvalprocess to be used are also part of these processes.The processes include any cross-enterprise coordination andmanagement functions to ensure that the investmentproposals capture the needs of, and are supported by, allstakeholders

The Gain Tender Decision Approval processes capture allactivities required to provide management oversight on thetender process and gain approval for the sourcing decision andsupplier/partner selection. These processes cover theestablishment of any tender selection boards, the reportingprocesses and timetables, and the final approval of the tenderdecisions.The processes include any cross-enterprise coordination andmanagement functions to ensure that the tender decisions aresupported by all stakeholders




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The Manage Handover to Marketing Operations processesmanage the processes involved in handover of deployedmarketing infrastructure to operational control. Theseprocesses ensure that all operational and processperformance design requirements have been met by theinstalled marketing infrastructure, and that all tools, testequipment, operational procedures, support groups, andtraining is in place to allow for successful operation. Theseprocesses include the management and coordination of allstakeholders required to gain approval and acceptance of thehandover to operational control.

The Manage Handover to Product Operations processesmanage the processes involved in handover of deployedproduct infrastructure to operational control. These processes

ensure that all performance and operational designrequirements have been met by the installed productinfrastructure, and that all tools, test equipment, operationalprocedures, support groups, and training is in place to allowfor successful operation. These processes include themanagement and coordination of all stakeholders required togain approval and acceptance of the handover to operationalcontrol.


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The Manage Handover to Resource Operations processesmanage the processes involved in handover of deployedresource infrastructure to operational control. Theseprocesses ensure that all operational and performance designrequirements have been met by the installed resourceinfrastructure, and that all tools, test equipment, operational

procedures, support groups, and training is in place to allowfor successful operation. These processes include themanagement and coordination of all stakeholders required togain approval and acceptance of the handover to operationalcontrol.

The Manage Handover to Service Operations processesmanage the processes involved in handover of deployedservice infrastructure to operational control. These processesensure that all operational and performance designrequirements have been met by the installed serviceinfrastructure, and that all tools, test equipment, operationalprocedures, support groups, and training is in place to allowfor successful operation. These processes include themanagement and coordination of all stakeholders required togain approval and acceptance of the handover to operationalcontrol.

The Manage Marketing Capability Delivery Methodologyprocesses define and manage the methodology to be adoptedfor marketing capability delivery across the enterprise. The

processes define the procedures and steps to follow to ensurethat all project activities across the enterprise to developinfrastructure capability are co-coordinated, visible andcontrolled. These processes define the steps in themethodology, and approval process or gates to be passed byindividual marketing capability delivery projects, and maymaintain a repository of all activities as a part of thecoordination aspects.



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The Manage Product Capability Delivery Methodologyprocesses define and manage the methodology to be adoptedfor product capability delivery across the enterprise. Theprocesses define the procedures and steps to follow to ensurethat all project activities across the enterprise to developinfrastructure capability are co-coordinated, visible and

controlled. These processes define the steps in themethodology, and approval process or gates to be passed byindividual product capability delivery projects, and maymaintain a repository of all activities as a part of thecoordination aspects.

The Manage Resource Capability Delivery processes managethe provision, implementation, commissioning and roll-out of the new or enhanced resource capability and associatedoperational support processes. These processes arepredominantly program/project management processfunctions, and require the detailed management and co-ordination of the delivery of individual resource infrastructurecomponents to achieve the delivery of the overall resourcecapability. Within the Manage Resource Capability Deliveryprocesses separate suppliers/partners may be responsible forthe delivery of the resource capability, and othersuppliers/partners for the installation and construction. TheManage Resource Capability Delivery processes ensure thatthe roles and responsibilities of all parties are identified,managed and coordinated.

These processes are responsible to ensure that the quality of the implemented resource capability meets the designspecifications. These processes manage the commissioning of the new resource infrastructure by ensuring the availability of test programs and specifications against which to test the newresource infrastructure meets the design requirements.These processes leverage the Supply Chain Development &Management processes as necessary to establish any newsourcing arrangements for the delivery of resourcecomponents.


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The Manage Service Capability Delivery processes manage theprovision, implementation and roll-out of the new orenhanced service capability and associated operationalsupport processes. These processes are predominantlyprogram/project management process functions, and requirethe detailed management and co-ordination of the delivery of

individual service infrastructure components, and anyunderlying resource infrastructure capability delivery, toachieve the delivery of the overall service capability. Theseprocesses are responsible to ensure that the quality of theimplemented service capability meets the designspecifications. These processes leverage the Supply ChainDevelopment & Management processes as necessary toestablish any new sourcing arrangements for the delivery of service components.These processes develop the detailed delivery,implementation and roll-out timetables, and track theexpenditure and staff resource usage to deliver the servicecomponents, and provide any reporting necessary to keepstakeholders informed of progress. They are responsible forensuring that the financial aspects of the approved businessproposals are met.

The Manage the Tender Process processes manage andadminister the mechanics of the tender process. Theprocesses determine the engagement interactions withpotential suppliers/partners, the timing of the process, bring

together the commercial and functional requirements into thetender documentation, the analysis and scoring mechanismsfor tender analysis based on the functional, technical,operational and commercial requirements, and manage thetender analysis team engagement approach.These processes are invoked by the S/P RequisitionManagement processes in the event that the requisitionprocess requires a tender to select between previouslycontracted suppliers.These processes also manage the analysis of the strategicsourcing factors used at the commencement of the process

including the industry and competitive analysis, and adetermination of the minimum acceptable outcomes from thesourcing process.


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The Map & Analyze Resource Requirements processes definethe detailed resource infrastructure requirements to supportthe service capabilities required by the enterprise. Theprocesses provide detailed analysis of new resourcerequirements linked to relevant geographic distributions.These processes also establish the detailed performance

requirements. These processes take the forecast informationavailable from the Produce Resource Business Plans andrequirements information from the Map & Analyze ServiceRequirements processes, as well as resource infrastructurerequirements developed by the Develop Detailed ResourceSpecifications processes, to establish detailed views of anticipated resource demand and performance requirements.These processes manage the capacity planning for theresource infrastructure, and identify capacity requirementsbased on service forecasts and appropriate resource relatedmetrics, i.e., transaction volumes, storage requirements,traffic volumes, port availabilities, etc.The processes include any cross-enterprise coordination andmanagement functions to ensure that the demanddistributions capture the needs of all stakeholders.

The Map & Analyze Service Requirements processes definethe detailed service infrastructure requirements to support

the product capabilities required by the enterprise. Theprocesses provide detailed analysis of new service demandforecasts linked to service relevant geographic distributions.The processes also establish the detailed performancerequirements. These processes take the forecast informationavailable from the Produce Service Business Plans andrequirements information from the Define Product CapabilityRequirements processes, as well as service infrastructurerequirements developed by the Develop Detailed ServiceSpecifications processes, to establish detailed views of anticipated service demand and performance requirements.

The processes include any cross-enterprise coordination andmanagement functions to ensure that the demanddistributions capture the needs of all stakeholders.These processes provide input into the requirements captureprocesses in the Resource and Supply Chain horizontal processgroupings


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This horizontal functional process grouping focuses on theknowledge of running and developing the core business for anInformation & Communication Service Provider enterprise. Itincludes functionalities necessary for defining strategies,developing new products, managing existing products andimplementing marketing and offering strategies especially

suitable for information and communications productsMarketing and offer management are well known businessprocesses, especially in the more competitive ebusinessenvironment, where the rate of innovation and brandrecognition determine success. Although most companiescarry out all these activities, depending upon the size of thecompany, they are combined in a variety of ways. Theseprocesses are enabling processes, but also the key processesthat are accountable for commitment to the enterprise forrevenue, overall product results and profit and loss. Theseprocesses deal with the creation of product, markets andchannels; they manage market and product strategies, pricing,sales, channels, new product development (and retirement),marketing communications and promotion

Based on the market strategy for the enterprise, theMarketing Capability Delivery processes manage the deliveryand build of new or changed market capabilities (e.g. on-linechannels and sales channels) or customer-related capabilities(e.g. ability to identify, save, manipulate and retrieve andapply new types of knowledge about customers). Thesecapabilities are created and delivered in line with the MarketStrategy, for example, one strategy may be to create more on-line channels to allow for customer self-service.


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The Negotiate Commercial Arrangements processes managethe commercial negotiations between the enterprisenegotiation team and the selected supplier/partner, or withcompetitors in a regulated market. These processes managethe establishment of the commercial negotiating strategy, andthe determination of the negotiating parameters. The

processes also manage the negotiating timetables anddetermination of the enterprise negotiating team.

Based on the Product strategy for the enterprise, the Product& Offer Capability Delivery processes manage the delivery andbuild of new or changed Product offering and deliverycapabilities within an enterprise. It also handles their requisiteinfrastructure, where the technologies, scope or type/depth of infrastructure is significantly different to that currentlyemployed in the enterprise. e.g. introduction of Third-generation Mobile Telephony networks.





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Resource Capability Delivery processes use the capabilitydefinition or requirements to deploy new and/or enhancedtechnologies and associated resources.

The objectives of these processes is to ensure that network,application and computing resources are deployed, according

to the plans set by Resource Development. They deliver thephysical resource capabilities necessary for the ongoingoperations, and long term well-being of the enterprise, andensure the basis on which all resources and services will bebuilt.

Responsibilities of the Resource Capability Delivery processesinclude, but are not limited to:

Planning resource supply logistics (warehousing, transport,etc) Planning the Resource Installation Contracting and Directing the Resource Construction whereneeded Verifying the Resource Installation Handover the Resource Capability to Operations throughinteractions with the Manage Resource Class Configuration

Logical network configurations (such as resource elementsintegration) are as important to the network resources as thephysical aspects. All aspects must be planned and considered



Service Capability Delivery processes plan and deliver the totalcapabilities required to deliver changes to service, asnecessary. This involves integration of capability deliveredfrom within the enterprise, and capability delivered from apartner/supplier.Service demand forecasting and capturing of newopportunities, are both essential to ensure that the enterprisecan implement the services necessary for the future needs of their customers and potential customers.


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Responsibilities of the Service Configuration & Activationprocesses include, but are not limited to:






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Supply Chain Capability Delivery processes manage theevaluation of new supplier/partners, to determine those withthe goods and services that best meet the enterprises needs.These processes also initiate and complete businessagreements with the supply chain, to allow the delivery of business and technical capabilities required by the enterprise.

For example, through these processes, the enterprise mightcontract with a supplier of a Third-generation Mobile Networkand put in place links between the IT Systems of the Supplierand the enterprise, ready to allow specific processes andproducts to be developed. Another example might becontracts for the supply of personal computers or officesupplies for the enterprise. Supply Chain Capability Deliveryprocesses manage the sourcing of infrastructure components,consumables, etc required to support the capabilityrequirements of the enterprise, evaluate and select newsupplier/partners, and establish commercial arrangementswith selected suppliers/partners. The processes manage thespecific evaluation of new supplier/partners to determinethose with the best capabilities to meet the enterprisesspecific needs (for infrastructure, consumables, etc), andestablish commercial arrangements with selectedsuppliers/partners. These processes manage the activitiesassociated with developing tender documents, running tenderprocesses, gaining enterprise agreement to tender decisions,and negotiating commercial arrangements as a result of thetender decisions.








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Frameworx Information(Secondary eTOM to SID)

Frameworx Information(Primary eTOM to SID)

Frameworx Process(horizontal grouping of)


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Approve Product BusinessCaseAssess Performance of Existing ProductsCapture Product CapabilityShortfalls

Define Marketing CapabilityRequirementsDefine Product CapabilityRequirementsDefine Product MarketingPromotion StrategyDeliver MarketingInfrastructureDeliver Product CapabilityDevelop Detailed ProductSpecificationsDevelop New ProductBusiness ProposalDevelop New Sales Channels& ProcessesDevelop Product &Campaign MessageDevelop ProductCommercialization StrategyDevelop PromotionalCollateral


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Assess Performance of Existing ServicesCapture Service CapabilityShortfallsDefine Service SupportStrategies

Design Service CapabilitiesDevelop Detailed ServiceSpecificationsDevelop New ServiceBusiness ProposalDevelop Service PartnershipRequirementsEnable Service Support &OperationsEstablish Service Strategy &GoalsGain EnterpriseCommitment to ServiceStrategiesGain Service CapabilityInvestment ApprovalGather & Analyze NewService IdeasGather & Analyze ServiceInformationManage Handover to


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Frameworx Process (belongs tohorizontal grouping of)

Frameworx Process (parent of this process)

Manage the Tender Process

Define Marketing Capability Requirements

Define Product Capability Requirements

Map & Analyze Resource Requirements

Map & Analyze Service Requirements

Determine Potential Suppliers/Partners

Marketing & Offer Management Product & Offer Capability Delivery


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Gain Resource Capability Investment Approval

Gain Service Capability Investment Approval



Capture Product Capability Shortfalls




Resource Development & Management Resource Capability Delivery

Capture Resource Capability Shortfalls


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Map & Analyze Resource Requirements



Service Development & Management Service Capability Delivery

Capture Service Capability Shortfalls





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Determine the Sourcing Requirements

Deliver Marketing Infrastructure

Manage Handover to Marketing Operations

Deliver Product Capability

Manage Handover to Product Operations

Manage Resource Capability Delivery

Manage Handover to Resource Operations


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Manage Service Capability Delivery

Manage Handover to Service Operations

Gain Approval for Commercial Arrangements

Manage Marketing Capability DeliveryMethodology

Marketing & Offer Management Marketing Capability Delivery

Manage Product Capability DeliveryMethodology


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Design Resource Capabilities

Design Service Capabilities



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Enable Resource Support & Operations


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Enable Service Support & Operations

Supply Chain Development &Management

Supply Chain Capability Delivery


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Gain Marketing Capability Approval

Approve Product Business Case


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Gain Resource Capability Investment Approval

Gain Service Capability Investment Approval




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Manage Handover to Marketing Operations








Negotiate Commercial Arrangements



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Determine the Sourcing Requirements




Gain Marketing Capability Approval

Approve Product Business Case


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Service Development & Management Gain Service Capability Investment ApprovalService Capability Delivery

Supply Chain Development &Management Supply Chain Capability Delivery

Gain Approval for Commercial Arrangements



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Negotiate Commercial Arrangements


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Marketing & Offer Management


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Marketing & Offer Management





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Resource Development & Management



Service Development & Management


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Determine Potential Suppliers/Partners



Manage the Tender Process


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Infrastructure Lifecycle ManagementStrategy, Infrastructure & ProductSupply Chain Development & Management




Manage Handover to Marketing OperationsManage Marketing Capability DeliveryMethodology




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Frameworx Process (child of this process) Organizations (assoc:Frameworx ProcessOrganization Linkage)

Develop Product Business CaseGain Product Business Case Approval


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Capture Product Capacity ShortfallsCapture Product Operational SupportShorfallsCapture Product Performance Shortfalls

Capture Resource Capacity ShortfallsCapture Resource Operational SupportShorfallsCapture Resource Performance Shortfalls

Resource (Application,Computing and Network)


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Capture Service Capacity ShortfallsCapture Service Operational SupportShorfallsCapture Service Performance Shortfalls

Service


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Agree Marketing InfrastructureRequirementsCapture Marketing InfrastructureRequirementsReport Marketing InfrastructureRequirements


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Agree Product Infrastructure RequirementsCapture Product Infrastructure RequirementsReport Product Infrastructure Requirements

Co-ordinate Marketing Capability DeliveryEnsure Marketing Capability Benefits

Track Marketing Capability Business CaseCosts


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Co-ordinate Product Capability DeliveryEnsure Product Capability Benefits &Operational CostsTrack Product Capability Business Case Costs

Define Resource Capability RequirementsSelect Resource Capability Suppliers/PartnersSpecify Resource Capability Infrastructure



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Define Service Capability RequirementsSelect Service Capability Suppliers/PartnersSpecify Service Capability Infrastructure

Service

Analyze Potential Suppliers/PartnersShort List Potential Suppliers/Partners

Supplier/ Partner


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Capture Sourcing RequirementsFinalize Sourcing Requirements


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Design Resource Operational SupportProcess ImprovementsIdentify Resource Support Groups, Skills &

TrainingIdentify Resource Support Requirements



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Design Service Operational Support ProcessImprovementsIdentify Service Support Groups, Skills &TrainingIdentify Service Support Requirements

Service


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Commit & Approve Cmmercial ArrangementsIdentify & Report to Stakeholders

Develop Marketing Capability Business CaseGain Marketing Capability Business CaseApproval


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Approve Resource Capability InvestmentDevelop Resource Capability InvestmentProposals



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Approve Service Capability InvestmentDevelop Service Capability InvestmentProposalsGain Service Capability Investment Approval

Service

Approve Tender DecisionsProvide Management Oversight on Tenders


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Co-ordinate Marketing Operational HandoverEnsure Marketing Handover SupportValidate Marketing Infrastructure Design

Co-ordinate Product Operational HandoverEnsure Product Handover SupportValidate Product Infrastructure Design


141/773

Co-ordinate Resource Operational HandoverEnsure Resource Handover SupportValidate Resource Infrastructure Design


Co-ordinate Service Operational HandoverEnsure Service Handover SupportValidate Service Infrastructure Design

Service

Define Marketing Capability DeliveryMethodologyValidate Marketing Infrastructure Design


142/773

Define Product Capability DeliveryMethodologyMaintain Product Capability DeliveryRepository

Co-ordinate Resource Capability DeliveryEnsure Resource Capability QualityEstablish Resource Capability SourcingManage Commissioning of New ResourceInfrastructure



143/773

Co-ordinate Service Capability DeliveryDevelop Service Capability TmetablesEnsure Service Capability CostsEnsure Service Capability QualityEstablish Service Capability SourcingTrack and Report Service Capability Delivery

Service

Administer the Tender ProcessSpecify the Tender Process


144/773

Agree Resource Infrastructure RequirementsCapture Resource Demand & PerformanceRequirements


Agree Service Infrastructure RequirementsCapture Service Demand & Performance

RequirementsReport Service Infrastructure Requirements

Service


145/773

Define Marketing Capability RequirementsDeliver Marketing InfrastructureGain Marketing Capability ApprovalManage Handover to Marketing OperationsManage Marketing Capability DeliveryMethodology

Market Product & Customer


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Establish Negotiating StrategyManage Negotiations

Approve Product Business CaseCapture Product Capability ShortfallsDefine Product Capability RequirementsDeliver Product CapabilityManage Handover to Product OperationsManage Product Capability DeliveryMethodology

Market Product & CustomerService


147/773

Capture Resource Capability ShortfallsDesign Resource CapabilitiesEnable Resource Support & OperationsGain Resource Capability InvestmentApprovalManage Handover to Resource Operations

Manage Resource Capability DeliveryMap & Analyze Resource Requirements


Capture Service Capability ShortfallsDesign Service CapabilitiesEnable Service Support & OperationsGain Service Capability Investment ApprovalManage Handover to Service OperationsManage Service Capability DeliveryMap & Analyze Service Requirements

Service


148/773


149/773

Determine Potential Suppliers/PartnersDetermine the Sourcing RequirementsGain Approval for Commercial ArrangementsGain Tender Decision ApprovalManage the Tender ProcessNegotiate Commercial Arrangements

Supplier/ Partner


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Frameworx Process (belongs tovertical grouping)

Frameworx Process (vertical group of)

Infrastructure Lifecycle Management








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Infrastructure Lifecycle ManagementProduct Lifecycle ManagementStrategy & Commit



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Infrastructure Lifecycle ManagementProduct Lifecycle ManagementStrategy & Commit






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Process (assoc: Process To Frameworx Process) Frameworx Application (Partial eTOM to TAM)


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Supplier/Partner Relationship Management


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Frameworx Application (Automated eTOM to TAM)


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Service Design/Assign


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Remarks


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251/773

Process Identifier

1.2.4.2.3.2

1.2.1.4.1.2

1.2.1.3.1.2

1.2.3.2.1.2

1.2.2.2.1.2

1.2.4.2.2.1

1.2.1.3.3


252/773

1.2.3.2.3.2

1.2.2.2.3.2

1.2.1.4.1.1

1.2.1.3.2

1.2.1.3.2.1

1.2.1.3.1.1

1.2.1.3.2.3

1.2.1.3.2.2

1.2.3.2.2

1.2.3.2.2.1


253/773

1.2.3.2.1.1

1.2.3.2.2.3

1.2.3.2.2.2

1.2.2.2.2

1.2.2.2.2.1

1.2.2.2.1.1

1.2.2.2.2.3

1.2.2.2.2.2


254/773

1.2.4.2.1.1

1.2.1.4.3.1

1.2.1.4.4.1

1.2.1.3.4.1

1.2.1.3.5.1

1.2.3.2.6.1

1.2.3.2.7.1


255/773

1.2.2.2.6.1

1.2.2.2.7.1

1.2.4.2.6.2

1.2.1.4.5.1

1.2.1.4.1

1.2.1.3.6.1


256/773

1.2.1.3.1

1.2.3.2.4.1

1.2.2.2.4.1

1.2.1.4.3


257/773

1.2.1.3.4

1.2.3.2.4

1.2.3.2.5.1


258/773

1.2.2.2.4

1.2.2.2.5.1

1.2.4.2.2


259/773

1.2.4.2.1

1.2.1.4.2.1

1.2.1.3.3.1


260/773

1.2.3.2.3.1

1.2.2.2.3.1

1.2.2.2.6.4

1.2.3.2.5


261/773

1.2.2.2.5

1.2.1.4.3.3

1.2.1.4.4.3

1.2.1.3.4.3

1.2.1.3.5.3

1.2.3.2.6.2

1.2.3.2.7.3

1.2.2.2.6.6

1.2.2.2.6.2

1.2.2.2.7.3

1.2.4.2.5.1

1.2.3.2.6.4


262/773

1.2.2.2.6.3

1.2.4.2.1.2

1.2.4.2.6

1.2.1.4.2

1.2.1.4.2.2

1.2.1.3.3.2


263/773

1.2.3.2.3


264/773

1.2.2.2.3

1.2.4.2.4

1.2.4.2.6.1

1.2.3.2.5.2


265/773

1.2.3.2.5.3

1.2.2.2.5.2

1.2.2.2.5.3

1.2.3.2.6.3

1.2.1.4.4

1.2.1.3.5


266/773

1.2.3.2.7

1.2.2.2.7

1.2.1.4.5

1.2.4.2.5.2


267/773

1.2.1.3.6

1.2.3.2.6


268/773

1.2.2.2.6

1.2.4.2.3


269/773

1.2.3.2.1

1.2.2.2.1


270/773

1.2.1

1.2.1.4


271/773

1.2.4.2.5

1.2.1.3

1.2.1.4.1.3

1.2.1.3.1.3

1.2.2.2.1.3


272/773

1.2.3.2

1.2.3.2.4.3

1.2.2.2.4.3

1.2.2.2


273/773

1.2.2

1.2.4.2.2.2

1.2.3.2.4.2

1.2.2.2.4.2

1.2.4.2.3.1


274/773

1.2.4.2

1.2.2.2.6.5

1.2.1.4.3.2

1.2.1.3.4.2

1.2.1.4.5.2

1.2.1.3.5.2

1.2.3.2.7.2


275/773

1.2.2.2.7.2


276/773

References


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Notes from previous development


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Alternate Name

1.2.4.2.3.2 Administer the Tender Process

1.2.1.4.1.2 Agree Marketing Infrastructure Requirements

1.2.1.3.1.2 Agree Product Infrastructure Requirements

1.2.3.2.1.2 Agree Resource Infrastructure Requirements

1.2.2.2.1.2 Agree Service Infrastructure Requirements

1.2.4.2.2.1 Analyze Potential Suppliers/Partners

1.2.1.3.3 Approve Product Business Case


327/773

1.2.3.2.3.2 Approve Resource Capability Investment

1.2.2.2.3.2 Approve Service Capability Investment

1.2.1.4.1.1 Capture Marketing Infrastructure Requirements

1.2.1.3.2 Capture Product Capability Shortfalls

1.2.1.3.2.1 Capture Product Capacity Shortfalls

1.2.1.3.1.1 Capture Product Infrastructure Requirements

1.2.1.3.2.3 Capture Product Operational Support Shorfalls

1.2.1.3.2.2 Capture Product Performance Shortfalls

1.2.3.2.2 Capture Resource Capability Shortfalls

1.2.3.2.2.1 Capture Resource Capacity Shortfalls


328/773

1.2.3.2.1.1 Capture Resource Demand & Performance Requirements

1.2.3.2.2.3 Capture Resource Operational Support Shorfalls

1.2.3.2.2.2 Capture Resource Performance Shortfalls

1.2.2.2.2 Capture Service Capability Shortfalls

1.2.2.2.2.1 Capture Service Capacity Shortfalls

1.2.2.2.1.1 Capture Service Demand & Performance Requirements

1.2.2.2.2.3 Capture Service Operational Support Shorfalls

1.2.2.2.2.2 Capture Service Performance Shortfalls


329/773

1.2.4.2.1.1 Capture Sourcing Requirements

1.2.1.4.3.1 Co-ordinate Marketing Capability Delivery

1.2.1.4.4.1 Co-ordinate Marketing Operational Handover

1.2.1.3.4.1 Co-ordinate Product Capability Delivery

1.2.1.3.5.1 Co-ordinate Product Operational Handover

1.2.3.2.6.1 Co-ordinate Resource Capability Delivery

1.2.3.2.7.1 Co-ordinate Resource Operational Handover


330/773

1.2.2.2.6.1 Co-ordinate Service Capability Delivery

1.2.2.2.7.1 Co-ordinate Service Operational Handover

1.2.4.2.6.2 Commit & Approve Cmmercial Arrangements

1.2.1.4.5.1 Define Marketing Capability Delivery Methodology

1.2.1.4.1 Define Marketing Capability Requirements

1.2.1.3.6.1 Define Product Capability Delivery Methodology


331/773

1.2.1.3.1 Define Product Capability Requirements

1.2.3.2.4.1 Define Resource Capability Requirements

1.2.2.2.4.1 Define Service Capability Requirements

1.2.1.4.3 Deliver Marketing Infrastructure


332/773

1.2.1.3.4 Deliver Product Capability

1.2.3.2.4 Design Resource Capabilities

1.2.3.2.5.1 Design Resource Operational Support Process Improvements


333/773

1.2.2.2.4 Design Service Capabilities

1.2.2.2.5.1 Design Service Operational Support Process Improvements

1.2.4.2.2 Determine Potential Suppliers/Partners


334/773

1.2.4.2.1 Determine the Sourcing Requirements

1.2.1.4.2.1 Develop Marketing Capability Business Case

1.2.1.3.3.1 Develop Product Business Case


335/773

1.2.3.2.3.1 Develop Resource Capability Investment Proposals

1.2.2.2.3.1 Develop Service Capability Investment Proposals

1.2.2.2.6.4 Develop Service Capability Tmetables

1.2.3.2.5 Enable Resource Support & Operations


336/773

1.2.2.2.5 Enable Service Support & Operations

1.2.1.4.3.3 Ensure Marketing Capability Benefits

1.2.1.4.4.3 Ensure Marketing Handover Support

1.2.1.3.4.3 Ensure Product Capability Benefits & Operational Costs

1.2.1.3.5.3 Ensure Product Handover Support

1.2.3.2.6.2 Ensure Resource Capability Quality

1.2.3.2.7.3 Ensure Resource Handover Support

1.2.2.2.6.6 Ensure Service Capability Costs

1.2.2.2.6.2 Ensure Service Capability Quality

1.2.2.2.7.3 Ensure Service Handover Support

1.2.4.2.5.1 Establish Negotiating Strategy

1.2.3.2.6.4 Establish Resource Capability Sourcing


337/773

1.2.2.2.6.3 Establish Service Capability Sourcing

1.2.4.2.1.2 Finalize Sourcing Requirements

1.2.4.2.6 Gain Approval for Commercial Arrangements

1.2.1.4.2 Gain Marketing Capability Approval

1.2.1.4.2.2 Gain Marketing Capability Business Case Approval

1.2.1.3.3.2 Gain Product Business Case Approval


338/773

1.2.3.2.3 Gain Resource Capability Investment Approval


339/773

1.2.2

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