Telecom Framework Overview

Telecom Frameworks Overview
By Prakash Kajave ESG-T, Pune
Objectives
At the end of this sessions participants
will be able to:
Understand Telecom Eco system and
challenges in front
Appreciate the role of TM Forum in
Telecom eco system
Understand historical perspective of
frameworks
Understand NGOSS aka Frameworx
umbrella
Explain the basic building blocks of
eTOM, SID and TAM framework
Appreciate role of TNA in telecom
Explain the purpose and basic
functionalities of ITIL framework
Agenda
Tele Frameworks -An Ice Breaker
Role of Standards and Frameworks

Frameworks Historical overview
TM Forum Whos Who
eTOM Birds Eye View
SID Quick Journey
TAM Whats in it for me
TNA Is this a last mile ?
Introduction to ITIL
Summary & a way forward ....
Telecom Frameworks An Ice Breaker


TM Forum Whos Who
eTOM Birds Eye View
SID Quick Journey
Players in Telecom Eco System
Telecom Service
Providers
Telecom Equipment
Vendors
Telecom Solution
Providers
Independent Software
Vendors
Independent Bodies,
Forums, Std. organization,
Regularity Authorities
5

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 added
services (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
6

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
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
9
The Problem
Thousands
of
discrete
processes
Integration of
multiple
Applications
to achieve
Hundreds or
thousands of automation
of a single
discrete
process
OSS/BSS
applications
Limited by
complexity of
changing
systems to
keep up with
process
enhancements
Changes not
affordable
10
Success Parameters
Competitive
Success
Continual
Operational
Effectiveness
Business
Strategy
So, what should be starting point ?
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From Problem to Solution
Standardization!
12


TM Forum Whos Who
eTOM Birds Eye View
SID Quick Journey
13
How Standards and Frameworks are Useful?

It provides standard structure, terminology and
classification scheme for capturing
Enterprises business processes, information and
system functionalities
It provides a basis for

Sharing and agreeing these aspects internally &
externally (all other eco system players of Telco)
Support neutral reference point

Not biased towards any company, religion, country,
language, technology, scale etc.
Reusability
Promotion of reuse of business process, applications,
data, interfaces thus reducing C2M, L2C as well as
T2R
14
The Puzzle
What are processes and governing policies
meeting business needs?
What are different applications / systems to
cater to these processes?
What applications do I need to procure and
maintain?
Can each process and system understand
information (Data)?
How do I Integrate them? Can each set of
activities interoperate?
15
TM Forum
16
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 endto-end
17
NGOSS New Generation Operations Systems and Software

NGOSS is not just small extension to
OSS
Addresses.
Operations costs
Development costs
Integration costs
Future direction for
Telecom/Communications IT
Enables.
Better customer service
Rapid service evolution
Technology choices without OSS
worries
Affordable and supportable OSS
solutions
18
Where Does Best Practices Come From?

Adopting good practice can help a service provider to
create an effective service management system
Good practice is simply doing things that have been
shown to work and to be effective based on past
experience
Good practice can come from many different
sources, including
Forums (such as TM Forum)

Public frameworks (such as ITIL, COBIT and CMMI)
Standards (such as ISO/IEC 20000 and ISO 9000)
Proprietary knowledge of people and organizations
19
Frameworks Historical Overview


Frameworks Historical Overview
TM Forum Whos Who
eTOM Birds Eye View
SID Quick Journey
20
From TMN NGOSS
TMN
NGOSS
TOM
eTOM
21
TMN: Flash Back

Who
Telecommunications Management Network

(TMN)
TMN project started fall 1985
What
Initial recommendation CCITT M.30 (published
in 1988) included work of several Study
Groups
Renamed to recommendation M.3010 in 1992
which defines basic principles for TMN
22
TMN Objective
Homorganic within heterogenic
Provide a framework for telecommunications network and
service management for interoperability
Why the problem?

Heterogeneous systems, technologies, vendors, networks,
elements
To provide a organized architecture to achieve the

Interconnection: between various types of OSs and/or
telecommunications equipment
Exchange: for the exchange of management information
Standard: using an agreed architecture with standardized
interfaces including protocols and messages
23
TMN Logical Architecture, Strength and Weakness

Functional, Information, Physical, Logical
TMN Logical Architecture
Business
Management
Service
Management
Network
Management
Element
Management
TMN Strength
Very Strong foundation ( bottom layer of Pyramid)
TMN Weakness
Does not map very well to service management. It originates from
the bottom layers of the pyramid
24
TMN Management Functions

Fault management , Configuration management , Accounting
management, Performance management, Security management .
F
Fault Detection
Fault Correction
Fault Isolation
Network Recovery
Alarm handling
Alarm Filtering
Alarm Generation
Clear Correlation
Diagnostic test
Error Logging
Error Handling
Error Statistics
C
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
A
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 Performance level
Performance Data
collection
Performance
Report generation
Performance Data
analysis
Problem reporting
Capacity planning
Performance data
and statistics
collection
Maintaining and
examining historical
logs
25
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
TOM Telecom Operations Map

Customer
Customer Interface Management Process
Sales
Service
Management
Order
Handling
Problem
Handling
Customer
QoS
Management
Invoicing/
Collections
Customer Care Process

Service
Planning/
Development
Service
Configuration
Service
Problem
Resolution
Service
Quality
Management
Rating and
Discounting
Service Development and Operations Processes
Network
Management
Network
Planning/
Development
Network
Provisioning
Network
Inventory
Management
Network
Maintenance
& Restoration
Network Data
Management
Network and Systems Management Processes

Element Management Technology Related
Physical Network and Information Technology

26
Information
Systems
Management
Processes
eTOM vs. TMN

Business
Management
Service
Management
TMN Layers correspond

with TOM horizontals
Network
Management
Element
Management
Customer
Customer Interface Management Processes
Order
Handling
Problem
Handling
Customer
QoS
Management
Invoicing
and
Collections
Customer Care Processes
Service
Planning and
Development
Service
Configuration
Service
Problem
Management
Service
Quality
Management
Rating and
Discounting
Network
Planning and
Development
Network
Provisioning
Network
Inventory
Management
Network
Maintenance &
Restoration

Network Element Management Processes
Network Data
Management
Information Systems Management Processes
Sales
Physical Resource and Information Technology

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TM Forum Whos Who?


TM Forum Whos Who
eTOM Birds Eye View
SID Quick Journey
28
TMF: Whos 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
29
eTOM Birds Eye View

Telecom Eco System and Challenges

TM Forum Whos Who
eTOM Birds Eye View
SID Quick Journey
30
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 Industry
to Compete Successfully through the Implementation of Business
Process Driven Approaches to Manage the Enterprise
32
What is Business Process?

Business process ???
What is it: Collection of set of logically related tasks
For what purpose: performed to achieve a defined business outcome/goal
For whom: for a particular Customer or market
Processes are identified in terms of

Beginning and End Points
Interfaces and Organizational Units involved
33
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eTOM: What is it?

A Telecommunications Service Provider Business Process
framework
eTOM is a de facto standard for the Information and Communications
Services industry processes [ ICSP ]
Provides business-oriented view
Useful for planners/ managers/ strategists
Emphasizes structure/ process components/ process interactivity/ roles/
responsibilities
Neutral
system solution/ architecture/ technology/ service provider / services
34
34
eTOM: What is not

NOT a Service Provider Business Model
Does not address strategic questions like:
Who a Service Providers target customer should be?

What market segment should the Service Provider serve?
What a Service Providers Vision, Mission, SOD are?
Which products or services to launch, when to launch, where to invest?
35
35
A Brief History of eTOM

1995-1999
Original TOM
(Telecom
Operations Map)
developed
Sept 2003
Original TOM
(Telecom
Operations Map)
developed
20012002
20002001
Original TOM
(Telecom
Operations Map)
developed
May 2002
Original TOM
(Telecom
Operations Map)
developed
End 2002
Original TOM
(Telecom
Operations Map)
developed
Apr 2004
Q3/Q4 2003
Mar 2004
Original TOM
(Telecom
Operations Map)
developed
Original TOM
(Telecom
Operations Map)
developed
Original TOM
(Telecom
Operations Map)
developed
Original TOM
(Telecom
Operations Map)
developed
e for enhanced,
eWay, enriched
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
36
Aug 2010
eTOM 9.x is
released
36
eTOM Level 0: Satellite View
The eTOM Model: Level 0: Conceptual

Plan
The
Business
Customer
Strategy, Infrastructure and
Product
Manage
The
Business
Operations
Market, Product and Customer

Service
Resource (Application, Computing and Network)
Supplier / Partner
Run
The
Business
Suppliers / Partners
Enterprise Management
Shareholders
Employees
Other Stakeholders
38
Moving towards eTOM Level 1: Parachute View
eTOM Model: Level 1

Customer
Strategy, Infrastructure & Product
Strategy &
Commit
Infrastructure
Lifecycle
Management
Operations
Product
Lifecycle
Management
Operations
Support &
Readiness
Fulfillment
Assurance
Marketing & Offer Management
Customer Relationship Management
Service Development & Management
Service Management & Operations
Resource Development & Management
Resource Management & Operations

(Application, Computing and Network)
Supply Chain Development & Management
Billing
Look at Matrix
4 x 4 : OPS
3 x 4 : Strategy
Supplier/Partner Relationship Management
Strategic & Enterprise
Planning
Financial & Asset

Management
Enterprise Risk
Management
Enterprise Effectiveness
Management
Stakeholder & External

Relations Management
Knowledge & Research

Management
Human Resources
Management
40
eTOM from Level 1 to Level 2
eTOM OPS: From Level 1 to Level 2

Customer
Strategy &
Commit
Infrastructure
Lifecycle
Management
Operations
Product
Lifecycle
Management
Operations
Support &
Readiness
Fulfillment
Assurance

Billing
Planning
Financial & Asset

Management
Enterprise Risk
Management
Management

42

Management
Human Resources
Management
eTOM SIP: From Level 1 to Level 2

Customer
Strategy &
Commit
Infrastructure
Lifecycle
Management
Operations
Product
Lifecycle
Management
Operations
Support &
Readiness
Fulfillment
Assurance

Billing
Planning
Financial & Asset

Management
Enterprise Risk
Management
Management


Management
Human Resources
Management
43
eTOM from Level 2 to Level 3
eTOM OPS Level 2

Strategy & Commit
Marketing & Offer
Management
Market
Product &
Strategy
& Policy
Operations
Infrastructure
Lifecycle Mgmt.
Product Lifecycle
Management
Marketing
Capability
Delivery
CRM
Capability
Delivery
Product
Developme
nt &
Retirement
Sales &
Channel
Developme
nt
Service Development &

Management
Service
Planning &
Commitme
nt
Service &
Operations
Capability
Delivery
Service
Developme
nt &
Retirement
Marketing
Communications
&
Promotion
CRM Operations
Support & Process
Management
Resource &
Technology
Plan &
Commitment
Product,
Marketing
&
Customer
Performanc
e
Assessmen
t
Billing
Problem Handling
Order
Handling
Resource
Developme
nt
Billing &
Collections
Management
Customer QoS / SLA

Management
Retention & Loyalty

SM&O Support & Process
Management
Service
Performanc
e
Assessment
Service Management &

Operations Readiness
RM&O Support & Process

Management
Resource
Performanc
e
Assessmen
t
Service Quality Analysis,

Action & Reporting
Resource Problem
Management
Resource
Provisioning
& Allocation
to Service Instance
Resource Management
& Operations Readiness
Service &
Specific
Instance
Rating
Service Problem
Management
Service
Configuratio
n
& Activation

Resource
&
Operations
Capability
Delivery
Supply
Chain
Planning &
Commitme
nt
Marketing
Fulfillmen
t
Respons
e
Sales & Channel

Management
Supply Chain Development &

Management
Supply
Chain
Strategy &
Policy
Selling
CRM Operations
Readiness
Resource Development &

Management
Resource
&
Technolog
y
Strategy &
Policy
Assurance
Customer Interface Management

Product &
Offer
Portfolio
Capability
Delivery
Offer
Business
Planning &
Commitme
nt
Product & Offer

Portfolio
Strategy,
Policy &
Planning
Service
Strategy &
Policy
Operations Support Fulfillment

& Readiness
Resource Quality Analysis,

Action & Reporting
Resource Data Collection, Analysis & Control
Supply
Chain
Capability
Availability
Supply
Chain
Developme
nt
& Change
Manageme
nt
S/P
Purchase
Order
Managemen
t
S/P
Buying
S/PRM Operations Support

& Process Management
Supply
Chain
Performan
ce
Assessme
nt
S/P Relationship
Management
S/P Problem
Reporting &
Managemen
t
S/P
Performanc
e
Manageme
nt
Supplier/Partner Interface Management
S/PRM
Settlements
& Billing
Management
Planning
Business
Developme
nt
Strategic
&
Business
Planning
Enterprise
Architecture
Planning
Financial & Asset

Management
Financial
Manageme
nt
Real Estate
Manageme
nt
Brand Management, Market Research

& Advertising
Group
Enterprise
Manageme
nt
Brand
Manageme
nt
Market
Research &
Analysis
Stakeholder & External Relations

Management
Procurema
nt
Manageme
nt
Regulatory
Manageme
nt
Legal
Manageme
nt
PR &
Community
Relations
Management
Advertisi
ng
Shareholde
r Relations
Manageme
nt
Enterprise Quality Management, Process

&
Information
IT Knowledge
Planning & Architecture
Enterprise
Systems
Manageme
nt
Quality
Management
Strategy &
Planning
Workforce
Strategy
Research & Development

Technology
Acquisition
Research &
Technology
Development
Acquisition
Disaster Recovery, Security &

Fraud Management
Human Resources
Management
HR Policies
& Practices
Process
Architecture
Management &
Support
Employee &
Labor Relations
Management
Workforce
Developme
nt
45
Security
Manageme
nt
Fraud
Manageme
nt
Disaster
Recovery &
Contingency
Planning
eTOM: CRM Level 2 Process

Strategy & Commit
Infrastructure
Lifecycle Mgmt.
Marketing & Offer

Management
Market
Product &
Strategy
& Policy
Operations
Product Lifecycle
Management
Marketing
Capability
Delivery
CRM
Capability
Delivery
Product
Developme
nt &
Retirement
Sales &
Channel
Developme
nt
Service Development &

Management
Service
Planning &
Commitme
nt
Service &
Operations
Capability
Delivery
Service
Developme
nt &
Retirement
Marketing
Communications
&
Promotion
CRM Operations
Support & Process
Management
Resource &
Technology
Plan &
Commitmen
t
Product,
Marketing
&
Customer
Performan
ce
Assessme
nt
Billing
Problem Handling
Order
Handling
Resource
Developme
nt
Supply
Chain
Capability
Availability
Supply
Chain
Developme
nt
& Change
Manageme
nt
Billing &
Collections
Management
Customer QoS / SLA

Management
Retention & Loyalty

SM&O Support & Process
Management
Service
Performanc
e
Assessmen
t
Service Management &

RM&O Support & Process

Management
Resource
Performanc
e
Assessme
nt
Service Quality Analysis,

Action & Reporting
Resource Quality Analysis,

Action & Reporting
Resource Data Collection, Analysis & Control
Supplier/Partner Relationship
S/P
Management
S/PRM Operations Support
Supply
Chain
Performan
ce
Assessme
nt
Resource Problem
Management
Resource
Provisioning
& Allocation
to Service Instance
Resource Management
& Operations Readiness
Service &
Specific
Instance
Rating
Service Problem
Management
Service
Configuratio
n
& Activation

Resource
&
Operations
Capability
Delivery
Supply
Chain
Planning &
Commitme
nt
Marketin
g
Fulfillmen
t
Respons
e
Sales & Channel

Management
Supply Chain Development &

Management
Supply
Chain
Strategy
&
Policy
Selling
CRM Operations
Readiness
Resource Development &

Management
Resource
&
Technolog
y
Strategy &
Policy
Assurance
Customer Interface Management

Product &
Offer
Portfolio
Capability
Delivery
Offer
Business
Planning &
Commitme
nt
Product & Offer

Portfolio
Strategy,
Policy &
Planning
Service
Strategy &
Policy
Operations Support Fulfillment

& Readiness
Buying
& Process Management

S/P Relationship
Management
S/P
Purchase
Order
Managemen
t
S/P Problem
Reporting &
Managemen
t
S/P
Performanc
e
Manageme
nt
Supplier/Partner Interface Management
S/PRM
Settlements
& Billing
Management
Planning
Business
Developme
nt
Strategic
&
Business
Planning
Enterprise
Architectur
e Planning
Financial & Asset

Management
Financial
Manageme
nt
Real Estate
Manageme
nt
Brand Management, Market

Research
& Advertising
Brand
Market
Group
Enterprise
Manageme
nt
Manageme
nt
Research &
Analysis
Stakeholder & External Relations

Management
Procurema
nt
Manageme
nt
Regulatory
Manageme
nt
Legal
Manageme
nt
PR &
Community
Relations
Management
Advertisi
ng
Shareholde
r Relations
Manageme
nt
Enterprise Quality Management, Process

&
Information
IT Knowledge
Planning & Architecture
Enterprise
Systems
Manageme
nt
Quality
Management
Strategy &
Planning
Workforce
Strategy
Research & Development

Technology
Acquisition
Research &
Technology
Development
Acquisition
Disaster Recovery, Security &

Fraud Management
Human Resources
Management
HR Policies
& Practices
Process
Architecture
Management &
Support
Workforce
Developme
nt
Employee &
Labor Relations
Management
46
Security
Manageme
nt
Fraud
Manageme
nt
Disaster
Recovery &
Contingency
Planning
eTOM CRM Level 3: Billing and Collections
47
eTOM Users
eTOM provides a Common Terminology for Service Providers, System
Integrators, Vendors/ Partners
Facilitate Service
Providers
relationships with
suppliers and partners
by identifying and
categorizing the
processes used in
business-to-business
interactions
Greenfield Operator/ Startup Helps design processes

faster, Helps achieve
consistency process flows
Existing Operator
Facilitates process
improvement by Gap
Identification and Process
Flow Analysis
Suppliers and
Partners
Service Providers
Provide a basis for setting

requirements for system
solutions, technical
architectures, technology
choices and implementation
paths
Provide
understanding of
business
requirements & so
helps develop
functionalities in sync
with requirements
eTOM Users
OSS Vendors
System Integrators
48
48
Applying eTOM
eTOM can be used as a tool for
Analyze organizations existing
processes
Develop new processes
Process Reengineering
Process auditing
Process Gap and Overlap analysis
Process Modeling - Advantages

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

BPMN
UML
49
49
TMN TOM eTOM Relationship

Business
Management
Service
Management
Customer
Sales
Order
Handling
Problem
Handling
Customer
QoS
Management
Invoicing
and
Collections
Network Management
Service
Planning and
Development
Service
Configuration
Service
Problem
Management
Service
Quality
Management
Rating and
Discounting
Element Management
TOM processes are

captured in FAB area
of eTOM Operations
Network
Planning and
Development
Network
Provisioning
Network
Inventory
Management
Network
Maintenance &
Restoration

Network Data
Management
TMN Layers
correspond with TOM
horizontals
Customer
Strategy &
Commit
Infrastructure
Lifecycle
Management
Operations
Product
Lifecycle
Management
Operations
Support &
Readiness
Fulfillment
Assurance

Billing
Planning
Financial & Asset

Management
Enterprise Risk
Management
Management


Management
Human Resources
Management
50
50
Rechristening!
now
called
51
SID Quick Journey


TM Forum Whos Who
eTOM Birds Eye View
SID Quick Journey
52
SID: Shared Information & Data Model

Enterprise-wide Information Decomposition Model
Based on eTOM Process Definitions
Independent of platform, language & protocol
Standard way of structuring, defining and implementing information and
behavior
Information Vocabulary (Consistent & common terminology) streamlines
processes associated with information exchange
within an Service Provider
and
between the Service Provider and its external stakeholders
Simplifies & Reduces cost of System Integration/ Changes
Origins
Came into existence in 2001
Based on existing industry models such as ITU-T and DMTF CIM
Enriched over a period of time by member contributions
53
53
SID Composition
SID includes:
Things of interest to the enterprise (Entities)
Relationships between these things (Associations)
Details / Characteristics of these things (Attributes)
Example : Entity, Association and Attributes

Entity Customer
Association Customer is associated with one or more Account
Attributes Customer reference number, Customer type, Customer
address
How Entity works which is not shown in eTOM !!!
Behavior Functionality
Constraints Whats possible and whats not
54
54
Todays Reality
CRM
Billing
Customer:
1. First name, middle init, last
name
2. Customer ID number
3. Billing Account No
4. Customer Contact ID
Customer:
1. Last Name, First Name
Translator
Translator
n(n-1) Interface Definitions
Trouble Ticketing
Translator
Customer:
1. Customer ID
2. Service Account ID
3. First name, last name
4. Ticket ID
Provisioning
Translator
Customer:
2. Last name, first name,
middle init
3. Order ID
4. Service Instance ID
55
Whats Required
CRM
Billing
Customer:
1. First name, middle init, last
name
Customer:
Trouble Ticketing
Customer:
1. Customer ID
4. Ticket ID
Customer:
3. Street Address, Zip code
4. Social Security number
n Interface Definitions
Provisioning
Customer:
middle init
3. Order ID
56
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 other
Business Entities
DOMAIN
ABE
Aggregate Business Entity (ABE)

Well defined set of information that
characterize a highly cohesive, loosely
coupled set of business entities
Domain
Collection of ABEs associated with a
specific management area
Business Entity
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SID Domains
Customer
Strategy &
Commit
Infrastructure
Lifecycle
Management
Operations
Product
Lifecycle
Management
Operations
Support &
Readiness
Fulfillment
Assurance
Billing
Market/Sales
Product
Service
Resource
Customer
Supplier Partner
Planning
Financial & Asset

Management
Enterprise Risk
Management
Enterprise
Management


Management
Human Resources
Management
58
SID Domains (Contd.)

Market/Sales
Product
Customer
Service
Resource
Supplier/Partner
Enterprise
Common Business Entities
59
59
SID Level 1 of Abstract Business Entity Framework
60
60
Goals of the Information Framework (SID)

Goal
Achieved Using
Reduction in time to market /

introduction of new technologies
Extensible interfaces based on SID
Reducing Integration Tax
SID-based data models +

Integration Framework
implementation
Facilitate introduction of new

technologies
Reuse of interfaces and end-points
Support multiple technology

implementations
Single interface in a SID-based

format catering to multiple
technology-based back ends
Applicability to both Greenfield &

Brownfield scenarios
Extensibility for a Greenfield

scenario
Extensibility & Abstraction for
Consolidation in a Brownfield
scenario
61
SID Users
SID provides a Common Business Entity vocabulary for Service
Providers, System Integrators, Vendors/ Partners
SID provides
common
Business Entity
Vocabulary which
simplifies B2B
Integration
Application Convergence
(Acquisition, Mergers)
Application Integration
(Internal & External. e.g Integration with Partners/
Vendors)
Data Integrity
System Separation/
Application Re-organization
Suppliers and
Partners
Service Providers
SID provides
common Business
Entity Vocabulary
which simplifies
Integration
SID Users
SID based industry standard

APIs reduce Integration
efforts
OSS Vendors
System Integrators
62
62
Applying SID
For Information & Data Modeling
Data Definition
Data overlap
Data Gap
Data sharing
Using Data Modeling Standard

UML (especially Class Diagram)
63
63
Rechristening!
now
called
64


TM Forum Whos Who
eTOM Birds Eye View
SID Quick Journey
65
TAM: Context Setting

Within TM Forum there is strong definition of process (eTOM) and
data (SID)
What does TAM do?
This application Framework provides a formalized way of grouping
together function and data into recognized components so Telecom
Applications Map
So, whats the good news?

Components can be regarded as potentially procurable as either
applications or services ( e.g. web service)
Whats common in Objected oriented world and TAM ?

TAM is grouping of set of applications together with the data they act
upon and use function/process they perform
66
Telecom Applications Map [TAM] Overview

It is framework of application map reference
to understand the relationship of the multitude of operational and business
systems
TAM uses a common language

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

eTOM level 1 vertical process areas: Fulfilment, Assurance, & Billing (FAB),
and Operational Support Readiness (OSR) functions along with the layering
SID domains of Market/Sales, Product, Customer, Service, Resource,
Supplier / Partner, and Enterprise
67
67
TAM Application Domains x OFAB

Market/Sales
Product
Customer
Service
Resource
OSR
Supplier
/Partner
Enterprise
68
68
TAM: Telecom Applications Map
69
TAM Users
TAM provides a Common Application Framework for Service Providers,
System Integrators, Vendors/ Partners
Related application
integration with the
interface minimizes
integration time with
tools/utilities and links
with supplier partner
systems
Application Conformance
(Acquisition, Mergers)
Application Integration
(Internal & External. e.g. Integration with Partners/
Vendors)
System Separation/
Application Re-organization
Suppliers and
Partners
Service Providers
TAM Users
Ease of
application
integration with
COTS products
Application
analysis and
gaps
OSS Vendors
System Integrators
70
70
Applying TAM
To have a common framework and
language for defining and procuring
solutions
Faster integration with lower costs
Fosters re-use, which lowers custom
development and licensing costs
Identification of functional gaps
considering and mapping to
appropriate applications
71
71
Rechristening!
now
called
72
TNA Is this a last mile?


TM Forum Whos Who
eTOM Birds Eye View
SID Quick Journey
TNA Is this a last mile?
73
The Transformation in Integration!!!

CRM
Network
Services
Order
Management
Provisioning
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
Trouble
ticket
Inventory
Billing
Compliance
Message Broker
74
NGOSS Architecture
CRM
Billing
Customer:
1. First name, middle
init, last name
Customer:
Common Bus
Trouble Ticketing
Customer:
1. Customer ID
4. Ticket ID
Provisioning
Application Services
Framework services
Policy
Security
Customer:
middle init
3. Order ID
75
NGOSS Contracts
What is contract ?
Technology neutral specification so can be used for all
interface definitions
Specifies the requirements for a business interaction
between two systems
Provide the relationship between the applications
(TAM)
A contract not only describes functions over an

interface, but also non functional aspects such as
service level agreements (SLAs) and its lifecycle
NGOSS Contract
Functional + Non functional aspects
Used while deploying applications
76
76
Rechristening!
now
called
77

TM Forum Whos Who
eTOM Birds Eye View
SID Quick Journey
78
Service Lifecycle: Lets Understand the Wheels
Inside Out Journey

79
Service: Strategy, Design, Transition and Operations

Strategy
Shows organization how
to transform Service
Management into a
strategic asset and then
think and act in a strategic
manner
Operations
Coordinate and carryout day-to-day activities
and processes to
deliver and manage
services at agreed
levels
Design
Service
Provides guidance for

the design and
development of services
and Service
Management processes
Transition
Plan and implement the
deployment of all
releases to create a new
service or improve an
existing service
80
ITIL Process Decomposition

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
81
ITIL Benefits
Increased user and customer satisfaction with
IT services
Improved service availability, directly leading
to increased business profits and revenue
financial savings from
Reduced rework, lost time, improved resource
management and usage
Improved time to market for new products and
services
Improved decision making and optimized risk
82
Summary and Way forward .


TM Forum Whos Who
eTOM Birds Eye View
SID Quick Journey
Summary & a Way Forward ....
83
eTOM TMN NGOSS: How are They Related!!!

Business
Management
Service
Management
Customer
Sales
Order
Handling
Problem
Handling
Customer
QoS
Management
Invoicing
and
Collections
Network Management
Service
Planning and
Development
Service
Configuration
Service
Problem
Management
Service
Quality
Management
Rating and
Discounting
Element Management
TOM processes are

captured in FAB area
of eTOM Operations
Network
Planning and
Development
Network
Provisioning
Network
Inventory
Management
Network
Maintenance &
Restoration

Network Data
Management
TMN Layers
correspond with TOM
horizontals
Customer
Strategy &
Commit
Infrastructure
Lifecycle
Management
Operations
Product
Lifecycle
Management
Operations
Support &
Readiness
Fulfillment
Assurance

Billing
Planning
Financial & Asset

Management
Enterprise Risk
Management
Management

eTOM maps the

NGOSS Business
View

Management
Human Resources
Management
84
84
A Tool for Business Transformation
85
Rechristening!
now
called
86
eTOM vs. ITIL

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 direction

for Service providers
Best Practice Framework, that can

then 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
87
87 of 62
Are you there?

Understand Telecom Eco system and challenges in front
Appreciate the role of TM Forum in Telecom eco system
Understand historical perspective of frameworks

Understand NGOSS aka Frameworx umbrella
Explain the basic building blocks of eTOM, SID and TAM
framework
Appreciate role of TNA in telecom
Explain the purpose and basic functionalities of ITIL framework
88

Telecom Framework Overview

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Telecom Framework Overview

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Telecom Frameworks Overview

By Prakash Kajave ESG-T, Pune

Role of Standards and Frameworks

Telecom Frameworks An Ice Breaker

Role of Standards and Frameworks

Players in Telecom Eco System

Players in Telecom Eco System

Telecom Service Providers

Telecom Equipment Vendors

Players in Telecom Eco System

Independent Bodies / Regularity Authorities

Players in Telecom Eco System

Telecom Business Challenges

Center of focus is no more a

Where to invest ? CAPEx

So, what should be starting point ?

CONFIDENTIAL Copyright 2008 Tech Mahindra Limited

From Problem to Solution

Role of Standards and Frameworks

Role of Standards and Frameworks

How Standards and Frameworks are Useful?

It provides a basis for

Support neutral reference point

Business Process Automation

Defining and engineering processes

The tools to achieve these steps

NGOSS New Generation Operations Systems and Software

Where Does Best Practices Come From?

Forums (such as TM Forum)

Frameworks Historical Overview

Role of Standards and Frameworks

From TMN NGOSS

TMN: Flash Back

Telecommunications Management Network

Why the problem?

To provide a organized architecture to achieve the

TMN Logical Architecture, Strength and Weakness

TMN Management Functions

TOM Telecom Operations Map

Customer Care Process

Service Development and Operations Processes

Network and Systems Management Processes

Physical Network and Information Technology

eTOM vs. TMN

TMN Layers correspond

Customer Care Processes

Service Development and Operations Processes

Network and Systems Management Processes

Information Systems Management Processes

Physical Resource and Information Technology

TM Forum Whos Who?

Role of Standards and Frameworks

TMF: Whos Who

800 + members world wide

Objective and Vision of TMF

eTOM Birds Eye View

Role of Standards and Frameworks

What should be starting point ?

CONFIDENTIAL Copyright 2008 Tech Mahindra Limited

Why Start With eTOM?

What is Business Process?

Processes are identified in terms of

eTOM: What is it?

eTOM: What is not