BP5- BUSINESS MODELLING:

VALUE STREAM, PROCESS, SERVICE

Telecommunications
Business Process – eTOM Flows
Table of Contents

▪ Understanding Process Flows

▪ Detailed Walk-Through of Major Customer-Centric End-to-End Process
Flows Using eTOM
▪ Request-to-Answer
▪ Order-to-Payment
▪ Usage-to-Payment
▪ Problem-to-Solution

▪ Prerequisite
▪ Familiarity with eTOM level-2 processes, especially Fulfillment, Assurance and
Billing

2
Understanding Process Flows
KPI to Capability Tracability
Understanding Process Flows
Understanding Process Flows

▪ eTOM is a business process framework organized as a hierarchical process listing

or decomposition, i.e. “tree diagram” – which is great for classifying “what” a
process does into categories and sub-categories …
▪ … but eTOM does not contain process flows, i.e. “blocks and arrows” – which
people look for to understand “how” a process actually unfolds.

eTOM Level-1 View eTOM Hierarchical

Decomposition
Customer
Level 2
Strategy, Infrastructure & Product Operations eTOM
Process X
Strategy & Commit Infrastructure Product Lifecycle Operations Support Fulfillment Assurance Billing
Lifecycle Mgmt Mgmt & Readiness

Customer/Market Processes Level 3

Process Process Process
Service/Product Processes Element X1 Element X2 Element X3
Resource/Network Processes Level 4
Supplier/Partner Processes Process Process
Element X21 Element X22

Enterprise Management
Strategic Effectiveness Knowledge Communications
Risk Mgmt HR Mgmt IT Financial Mgmt
Planning Mgmt Mgmt Mgmt

Network
6
 Understanding Process Flows:
A Sample Process Decomposition
Enterprise Management

Knowledge & Enterprise Stakeholder & Ext.

Strategic & Financial & Asset Enterprise Risk Human Resources
Research Effectiveness Relations
Enterprise Planning Management Management Management
Management Management Management

Process
Strategic Business Knowledge Financial Business Continuity HR Policies & Corporate Comms
Management &
Planning management Management Management Practices and Image Mgt.
Support

Business Research Enterprise Quality Security Organizational Community

Asset Management Relationship Mgt.
Development Management Management Management Development

Enterprise
Technology Program & Project Procurement Shareholder
Architecture Fraud Management Workforce Strategy
Scanning Management Management Relationship Mgt
Management

Enterprise
Group Enterprise Workforce Regulatory
Performance Audit Management
Management Development Management
Assessment

ITIL Release & ITIL Service Facilities ITIL Service

Insurance Employee & Labor
Deployment Catalogue Management & Community Legal Management
Management Relationship Mgt.
Management Management support Management

Revenue Board & Share

ITIL Change ITIL Service Level ITIL Event
Assurance Security
Management Management Management
Management Management

ITIL Service Asset

ITIL Capacity ITIL incident ITIL Problem
& Config
Management Management Management
Management

ITIL Continual
ITIL Availability ITIL Request ITIL Info Security
Service
Management Fullfilment Management
Improvement

7
 Understanding Process Flows:
A Sample Process Flow
Customer

1.

“Manage Billing Inquiries”

Inquires about
bill

3. 5.
4. Yes 6. 7. 8.
Invoice Invoice
Review A/R Review "Regular Cyde Review issues with Close
amount specific
history Charge" for bill in question caller Interaction
Inquiry questions

No

2.
Determine type
of Billing
Inquiry

14. 18.
12. 11.
Review customer's Review collection
Process/Collect Transfer call to A/R
financial overview history for notice
Payment
details

Yes Yes Yes

9. 10. 13. 15. 17. 19

Past due Pending non- No Access Financial No Access aging No Access collection No Access A/R
amount pay overview amount history history
inquiry disconnect window window window window

Yes
Yes
20.
Review A/R
history
16.
Review aging
amounts

21.
Review bill
for past due
amount

8
Understanding Process Flows:
Process Decompositions and Flows are Complementary

▪ Both process listings/decompositions and process flows are needed – just like a
book’s index (listing by category) and table of contents (flow) are both needed, but
for different purposes.
▪ Process flow, business stream, value stream, journey – these terms are often
used interchangeably, but the common intent is to show a time sequence from
one step to another rather than a listing or decomposition which shows no such
flows (eTOM out of the box).
▪ An eTOM listing/decomposition alone is helpful for creating “heat maps”, to show
what processes are in scope, where functional gaps exist, etc. …
▪ … but engaging clients in process discussions with eTOM but no process flows is
hardly better than a dictionary and a blank sheet of paper – eTOM on its own
simply has no process content the way most business people think of process!
▪ So we need to pre-build process flows, using TMForum examples, work from past
engagements, process experts, best practices, etc…. but where do we start?

9
Understanding Process Flows:
End-to-End Process Flows

▪ There are infinitely many possible flows one can construct using eTOM blocks.
Which flows are the best ones to prepare?
▪ Based on the need to have holistic and intuitive flows, our focus will be on
customer-centric, “end-to-end” flows, suggesting a “closing of the loop”, i.e. the
customer who has triggered the flow by placing a request, receives satisfaction as
to the request’s completion by the end of the flow.
▪ For example, the process flow “Configure Router” would not be an end-to-end flow from
the customer’s perspective, since it typically would not begin and end with a customer
action.
▪ However, a flow that begins with customer placement of an order, follows with fulfillment
of the order by the CSP (including router configuration), and ends with customer
confirmation of product delivery, would be an end-to-end flow.
▪ Unfortunately, there is no one common set of “end-to-end flows”, although there is
no shortage of terms for such constructs, often with an “X to Y” naming pattern,
like “Lead to Order”, “Order to Cash”, “Hire to Retire”, “Record to Report”, etc.

10
Understanding Process Flows:
TMForum Process Flows

▪ The relatively recent eTOM document “GB921 Addendum E” attempts to add to

this discourse, by describing the several major customer-centric flows – the four
depicted below will be the core of this presentation.

to-Answer
Request-
Customer
Strategy, Infrastructure & Product Operations

Strategy & Commit Infrastructure Product Lifecycle Operations Support & Fulfillmen Assurance Billing
Lifecycle Mgmt\ Mgmt Readiness

Usage-to-Payment
Order-to-Payment

Problem-to-Solution
Customer E Market Processes

Service/Product Processes

Resource/Network Processes

Supplier/Partner Processes
t

Enterprise Management
Strategic Effectiveness Knowledge Communications
Risk Mgmt HR Mgmt IT Financial Mgmt
Planning Mgmt Mgmt Mgmt

Network

11
Understanding Process Flows:
Accessing eTOM Documentation

▪ While TMForum and eTOM documentation is not at all necessary to go through

this presentation, if you are a TMForum member, then you will have access to the
source documents.
▪ The latest eTOM materials can be found here:
▪ Primary archive – PDF: https://www.tmforum.org/resources/suite/gb921-business-
process-framework-r14-5-1-pdf/
▪ Alternate archive – Word: https://www.tmforum.org/resources/suite/gb921-business-
process-framework-r14-5-1-word/
▪ Handy Poster: https://www.tmforum.org/resources/standard/business-process-
framework-etom-poster-frameworx-14-5etom/
▪ Note that the TMForum update cycle is 6-months, so these links may change, in
which case you will need to search on the TMForum site for the latest archive of
refreshed eTOM documents.
▪ Much of the content and images for this PowerPoint walk-through come from:
▪ “GB921E End to End Process Flows R13.5.0.docx”
▪ Keep in mind that there is no one “correct” process flow. The examples which
follow are illustrative, and suppress detail when it is repetitive or cluttered.
▪ We’re now ready to begin with the first process flow …
12
Flow 1: Request-to-Answer

▪ Overview
▪ This process flow comprises activities relevant to managing customer requests across all
communication channels (customer interfaces).
▪ Specific information requests or product requests from the customer are qualified and addressed.
▪ This could lead to the preparation of a pre-sales offer if the customer shows interestin a particular
product.
▪ Assumptions
▪ The offer preparation may or may not lead to a reservation of resourcesin advance.
▪ Resources might be reserved for some special products or customers depending on the operator‘s
policies and procedures.
▪ If the offer is accepted by the customer, the next process flow ‘Order to Payment‘ istriggered.
▪ Examples
▪ Customer calls in to request product and pricing information
▪ Customer walks into a store interested in upgrading to an HD set-topbox
▪ Customer logs on to a website to explore offerings
▪ Customer sends an email to ask request product literature

13
Request-to-Answer:
Key Elements
Tasks
• Presentation of portfolio Request-to-Answer
• Inform about products
• Customer access to product
portfolio Input Output
• Handle customer retention and
• Customer need • Offer
loyalty
• Customer product request • Product information
• Handle customer data
• General information request • General information
• Offer management
• Product catalog • Status information
• Handle product request
• Product portfolio
• Provide status information
• Provide consultation
• Trigger to perform cross- or up-
selling activities

Critical Issues
• Time to offer • Request handling time
• Amount new customers (per product) • Customer satisfaction measurement
• Customer requests vs. offers • First done rate
• Ability to offer seamless services • Availability of relevant information
• Standardized vs. individual offers • Availability of products and services at
customer location
• Product complexity
• Availability of contact center and channels

14
Request-to-Answer:
Footprint in eTOM Level-2
eTOM Level2

• 1.1.1.1 CRM - Support & Request-to-Answer

Readiness
• 1.1.1.2 Customer Interface
Operations
Operations
Management
Operations Support & Fulfillment Assurance Billing & Revenue Mgmt
• 1.1.1.3 Marketing Fulfillment Readiness
Operations Support Fulfillment Assurance Billing & Revenue Mgmt
Customer Interface Management
Response &Customer
Readiness
Relationship Customer Interface Management Bill Payments &
Management Selling
• 1.1.1.4 Selling Customer Relationship Selling
Receivables Management
Bill Payments & Receivables
Management
Bill Invoice Bill Inquiry
Management
• 1.1.1.5 Order Handling CRM Marketing
Order Problem
Customer Management
Bill Invoice Handling
Bill Inquiry
Support
CRM & Fulfillment
Marketing QoS / SLA
Customer Management Handling
• 1.1.1.9 Retention & Loyalty Readiness
Support & Response
Fulfillment
Order
Handling
Handling
Problem
Handling
Handling
Management
QoS / SLA Charging
Manage
Readiness Management Billing Events
Manage
Response Charging
Billing Events
Retention & Loyalty
Service Management & Operations Retention & Loyalty

Service Management & Operations

SM&O Service Service Service Service Guiding &
Support
SM&O & Configuration
Service Problem
Service Quality
Service Mediation
Readiness & Activation Management Management Service Guiding &
Support & Configuration Problem Quality
Mediation
Readiness & Activation Management Management

Resource Management & Operations

Resource
RM&O Management
Manage
& Operations Resource Resource Resource Resource
Support & Trouble
Resource Performance
Resource Mediation
Resource&
RM&O Support
Readiness Workforce
Manage Provisioning
Resource Management Management Reporting&
Trouble Performance Mediation
& Readiness Workforce Provisioning
Management Management Reporting
Resource Data Collection & Distribution
Resource Data Collection & Distribution
Supplier/Partner Relationship
Management
Supplier/Partner Relationship S/P S/P Problem S/P S/P Settlements
Management Requisition
S/P Reporting
S/P &
Problem Performance
S/P & Payments
S/P Settlements
S/PRM Management
Requisition Management
Reporting & Management
Performance Management
& Payments
Support
S/PRM & Management Management Management Management
Readiness
Support &
Readiness Supplier / Partner Interface Management
Supplier / Partner Interface Management

15
Request-to-Answer:
Where to Get eTOM Level-3 Detail?

eTOM Level-3 Detail: GB921 Addendum D

eTOM Level-4 Detail: GB921 Addendum DX
http://www.tmforum.org

16
Request-to-Answer:
Relevant eTOM Level-2 Decompositions, Part 1
Level-2

Customer Interface
Management
(Red checkmark = block used in process sample)
Level-3

Manage Request Mediate & Orchestrate

Manage Contact Analyse & Report on
(Including Self Customer
Customer
service) Interactions
Level-2

Retention &
Loyalty

Level-3

Establish & Terminate Personalize

Customer Relationship Build Customer Analyze & Manage Customer Profile for Validate Customer
Insight Customer Risk Relation & Loyalty Satisfaction

Level-2

CRM Support &

Readiness

Level-3
Support Customer Support Order CRM Support & Support Retention & Support Marketing Support Customer
Interface Handling Readiness Loyalty Fulfilment Support Selling QoS / SLA
Management
+ + + + + + +

Manage Customer Manage Product Manage Sales Support Bill Invoice Support Bill Payments & Support Bill Inquiry
Manage Campaign Inventory Offering Inventory Inventory Inventory Receivables Inventory Handling
+ + + + + + +

Note: For Level-3 block details, consult TMForum GB921 Addendum

17
Request-to-Answer:
Relevant eTOM Level-2 Decompositions, Part 2

Level-2

Selling

Level-3

Qualify Opportunity Negotiate Sales Acquire Customer Cross/Up Selling Develop Sales Manage Sales
Manage Prospect
Proposal
Contract Data Accounts

Level-2

Level-2 Order Handling

Marketing Fulfillment
Response Level-3
Track & Manage
Level-3 Determine Customer Customer Order Complete
Authorize Credit Customer Order
Order Feasibility Handling

Issue & Distribute

+ +
Track Leads
Marketing Collaterals

Issue Customer Report Customer Close Customer

Orders Order Handling Order
+ +

Note: For Level-3 block details, consult TMForum GB921 Addendum D

18
Request-to-Answer:
Sample Flow in eTOM Level-3

BPMN Start Customer selects

Customer
product & provides
request
Symbol configuration info…

Determine Customer Order Feasibility assumes that a Sales Proposal was

established and a Customer Order will be issued to execute this proposal, then
the Detemine Customer Order Feasibility should be invoked after the execution
of Develop Sales Proposal.

Product Offerelaborated
Market Product & Customer

Symbol
BPMN End

Issue & Distribute Determine available & submitted

Develop Sales
Manage Contact Marketing Customer Order
Proposal
Collaterals Feasibility
Sales proposal
received by
customer

Customer identified

Check customer
provisioning (for
existing
Productnot Check customer)
Manage Request Sales request available product Validate
(Including Self Manage Prospect availability Customer
Service) Satisfaction
Information Customer
request Costomer satisfaction
fulfilled Subscription validated
Inventory
Service

Sevice
Inventory

These process models use the

Computing and
(Application,
Resource

Network)

common BPMN process

Resource
Inventory notation standard. Start with
Wikipedia if you want to know
more about BPMN notation.
Supplier

Partner
/

19
Flow 2: Order-to-Payment

▪ Overview
▪ This process deals with all activities which convert the customer request or an accepted offer intoa
‘Ready for use’ product.
▪ This process involves capturing customer order information, triggering the relevant provisioning
process and handing over the order to the Service layer.
▪ Once the product is successfully provisioned, the customer order is closed and the customer
satisfaction is validated.
▪ Assumptions
▪ This scenario is relevant for products offered to the mass customerbase.
▪ Pre-order feasibility check verifies whether the requested product can be offered to the customer
based on the service / resource availability, the product portfolio, and the customer’s configuration.
▪ Pre-order feasibility check would not generally involve the reservation of resources prior to issuance
of customer order.
▪ However, there might be a reservation of some critical resources, depending on the operator‘s
policies and procedures.
▪ Examples
▪ Customer calls to order high-speed internet
▪ Customer walks into a shop to buy a mobile phone with service

20
Order-to-Payment:
Key Elements
Tasks
• Handle customer contract Order-to-Payment
• Handle customer data
• Handle customer order
Input Output
• Check credit worthiness
• Order monitoring • Accepted offer • Invoice
• Check order entry • Contract • Ready for service confirmation
• Initiation of production order • Inventory information • Hardware, firmware, software
• Convert the customer interaction • Customer data • Order confirmation
• Consider service / resource / • Product elements, their relations and
supplier partner layer constraints
• Testing of services and • Suppliers, distributors, subcontractors, etc.
resources (SLAs)
• Activation of products
• Trigger to start data collection for
billing Critical Issues
• Generate & provide invoice • Rework rate • Reliability
• Trigger to start ongoing operation • Short cycle time between contract • Availability of relevant resources (e.g.
• Order splitting closure and service usage (Time to services, CPE, field service rep, partners)
Customer (TTC))
• Trigger to perform cross- or up-
selling activities • In-time delivery of different product
elements
• Time of order handling
• Ability to offer seamless services

21
Order-to-Payment:
Footprint in eTOM Level-2
eTOM Level2

• 1.1.1.1 CRM - Support & Order-to-Payment

Readiness
• 1.1.1.2 Customer interface
Operations
Operations
Management
Operations Support & Fulfillment Assurance Billing & Revenue Mgmt
• 1.1.1.3 Marketing Fulfilment Readiness
Operations Support Fulfillment Assurance Billing & Revenue Mgmt
Customer Interface Management
• Response &Customer
Readiness
Relationship Customer Interface Management Bill Payments &
Management Selling Receivables Management
• 1.1.1.4 Selling Customer Relationship Selling Bill Payments &
Management
Bill Invoice
Receivables
Bill Inquiry
Management
• 1.1.1.5 Order handling CRM
Support
Marketing
Order Problem
Customer Management
Bill Invoice Handling
Bill Inquiry
CRM & Fulfillment
Marketing QoS / SLA
Customer Management Handling
Order
Handling Problem
Handling
• 1.1.1.9 Retention & Loyalty Readiness
Support &
Readiness
Response
Fulfillment Handling Handling
Management
QoS / SLA Charging
Manage
Billing Events
Manage
Response Management Charging
• 1.1.1.10 Bill Invoice Mgmt Retention & Loyalty
Billing Events

Service Management & Operations Retention & Loyalty

• 1.1.2.1 SM&O Support &
Service Management & Operations
Readiness SM&O Service Service Service Service Guiding &
Support
SM&O& Configuration Problem
Service Quality
Service Mediation
• 1.1.2.2 Service Configuration Readiness
Support &
Service
& Activation
Configuration
Management
Problem Management
Quality
Service Guiding &
Mediation
Readiness Management Management
& Activation & Activation

• 1.1.3.1 RM&O Support & Resource Management & Operations

Readiness Resource
RM&O Management
Manage
& Operations Resource Resource Resource Resource
Support & Trouble
Resource Performance
Resource Mediation
Resource&
Workforce Provisioning
• 1.1.3.2 Resource RM&O Support
Readiness
& Readiness
Manage
Workforce
Resource
Provisioning
Management
Trouble Management
Performance Reporting&
Mediation
Management Management Reporting
provisioning Resource Data Collection & Distribution
Resource Data Collection & Distribution
• 1.1.4.1 S/PRM Support & Supplier/Partner Relationship
Management S/P S/P Problem S/P S/P Settlements
Readiness Supplier/Partner Relationship
Requisition Reporting & Performance & Payments
Management S/P S/P Problem S/P S/P Settlements
• 1.1.4.2 S/P Requisition S/PRM
Support
S/PRM&
Management
Requisition Management
Reporting & Management
Performance Management
& Payments
Management Management Management Management
Management Readiness
Support &
Readiness Supplier / Partner Interface Management
• 1.1.4.5 S/P Settlements & Supplier / Partner Interface Management
Payments Management

22
Order-to-Payment:
Relevant eTOM Level-2 Decompositions, Part 1
Level-2

Customer Interface
Management
(Red checkmark = block used in process sample)
Level-3

Manage Request Mediate & Orchestrate

Manage Contact Analyse & Report on
(Including Self Customer
Customer
service) Interactions
Level-2

Retention &
Loyalty

Level-3

Establish & Terminate Personalize

Customer Relationship Build Customer Analyze & Manage Customer Profile for Validate Customer
Insight Customer Risk Relation & Loyalty Satisfaction

Level-2

CRM Support &

Readiness

Level-3
Support Customer Support Order CRM Support & Support Retention & Support Marketing Support Customer
Interface Handling Readiness Loyalty Fulfilment Support Selling QoS / SLA
Management
+ + + + + + +

Manage Customer Manage Product Manage Sales Support Bill Invoice Support Bill Payments & Support Bill Inquiry
Manage Campaign Inventory Offering Inventory Inventory Inventory Receivables Inventory Handling
+ + + + + + +

Note: For Level-3 block details, consult TMForum GB921 Addendum D

23
Order-to-Payment:
Relevant eTOM Level-2 Decompositions, Part 2

Level-2

Selling

Level-3

Qualify Opportunity Negotiate Sales Acquire Customer Cross/Up Selling Develop Sales Manage Sales
Manage Prospect
Proposal
Contract Data Accounts

Level-2

Order Handling

Level-3
Track & Manage
Determine Customer Customer Order Complete
Authorize Credit Customer Order
Order Feasibility Handling
+ +

Issue Customer Report Customer Close Customer

Orders Order Handling Order
+ +

Note: For Level-3 block details, consult TMForum GB921 Addendum D

24
Order-to-Payment:
Relevant eTOM Level-2 Decompositions, Part 3
Level-2

Bill Invoice
Management Level-2

SM&O Support
Level-3
& Readiness
Apply Pricing,
Discounting, Produce & Distribute
Adjustments & Create Customer Bill Bills
Rebates Invoice Level-3
+ + +
Enable Service Support Service Enable Service
Manage Service Configuration & Quality Management Support Service &
Problem
Inventory Activation Specific Instance
Management
Rating
+ + +

Level-2

Service Configuration
& Activation
Level-2

Level-3 RM&O Support

Allocate Specific Service
Track & Manage Service Implement, Configure &
& Readiness
Design Solution Parameters to Test Service End-to-
Provisioning Activate Service End
Services
+ + + + + Level-3
Enable Resource Support Resource
Enable Resource Enable Resource
Performance Trouble Data Collection &
Report Service Provisioning
Issue Service Orders Close Service Order Recover Service Management Management Distribution
Provisioning + + + +
+ + +
Manage Resource
Manage Logistics
Inventory

+ +

Note: For Level-3 block details, consult TMForum GB921 Addendum D

25
Order-to-Payment:
Relevant eTOM Level-2 Decompositions, Part 4

Level-2
Resource
Provisioning

Level-3

Allocate & Install Configure & Activate Track & Manage Service
Test Resource
Resource Resource Provisioning

+ + + +

Report Resource Issue Resource

Close Resource Recover Resources
Provisioning Orders
Order
+ + +

Level-2

S/P Requisition
Management

Level-3

Select Supplier/ Determine S/P Pre- Track & Manage S/P Receive & Accept S/P
Partner Requisition Feasibility Requisition Requisition
+ + +

Initiate S/P Requisition Close S/P Requisition

Report S/P Requisition
Order Order
+ + +

Note: For Level-3 block details, consult TMForum GB921 Addendum D

26
Order-to-Payment:
Sample Flow in eTOM Level-3
Order
Entry Invoice
Market Product & Customer

Determine Track and manage Create Submitted

checked Complete
Manage Close Customer
customer order Issue Customer customer order Customer CustomerBill
Contract Order
order
feasibility handling Order Invoice
Offer Invoice
Accepted Customer CreditWorthiness Check recieved by
Identified Checked Customer Customer
provisioning
Acquire Authorize Validate
CustomerData Credit production Customer
order
Customer generated Satisfaction`
Data
Collected Customer
OrderStatus
Satisfaction
provided
Inventory
Or

ServiceReady for
Check Service
use
Availability

Allocate specific Implement

service Parameters configure Test Service Close
Issue Service
Service
Service

End to End Service Order

Inventory Order to service activate service
Service
Services Service Sub-order
Services Ready
Track & Manage Identified Configured& collected &
Identified & Available for
Service Provisioning Activated ServiceTested
Using

Resource
Identified
Computing & Network)

Check Configure &

Supplier/ Resource(Application,

Issue Allocate and Close Resource

Resource Activate
Resource Install Resource Test Resource Order
Availability Resource
Order
Resource
Inventory
Resources Resource Sub-order collected
Identified & Configured& & ResourceTested
Track & Manage Activated
Available
Resource
Provisioning

Supplyneeded Delivery
executed
Partner

Initiate S/P Track & Manage S/P Receive & Accept S/P
Requisition Order Requisition Requisition

27
Flow 3: Usage-to-Payment

▪ Overview
▪ This process deals with all activities related to the handling of the product/serviceusage.
▪ The accuracy of pricing is ensured and all usage data is captured and duly processed for billing
information requests and bill generation.
▪ Assumptions
▪ This scenario is relevant for productsoffered to the mass customer base.
▪ The process elements ‘Mediate Resource Usage Records‘ and ‘Guide Resource Usage Records‘ are
not always applicable.
▪ ‘Perform Rating‘ element is usually under the Customer layer for customized products, and under the
Service layer for standardized products.
▪ Examples
▪ Customer makes toll calls
▪ Customer receives a report of all long-distance phone calls made last month

28
Usage-to-Payment:
Key Elements
Tasks
• Customer uses product Usage-to-Payment
• Collect usage data
• Manage customer QoS / SLA
Input Output
• Execute self service
• Execute self administration • Ready for service • Close session
• Analyze usage records • Usage of product • Invoice
• Mediate usage records • Customer administration service • Usage data repot
• Rate usage records • Change of product administration
• Generate invoice • Trigger to cross and up-selling
• Provide invoice
• Trigger to perform cross- or up-
selling activities
• Generate customer insights
• Product insights
Critical Issues
• Network insights
• Timely and accurate invoice • Transparency about billing relevant
• Identify relevant marketing marketing activities)
activities • Monitoring of service level / QoS
• Usage record collection
• Achieved service level
• Consistency of tariff configurations
• Usability

29
Usage-to-Payment:
Footprint in eTOM Level-2
eTOM Level2

• 1.1.1.1 CRM - Support & Usage-to-Payment

Readiness
• 1.1.1.2 Customer interface
Operations
Operations
Management
Operations Support & Fulfillment Assurance Billing & Revenue Mgmt
• 1.1.1.7 Customer QoS / Readiness
Operations Support Fulfillment Assurance Billing & Revenue Mgmt
Customer Interface Management
SLA Management &Customer
Readiness
Relationship Customer Interface Management Bill Payments &
Management Selling
• 1.1.1.9 Retention & Loyalty Customer Relationship Selling
Receivables Management
Bill Payments & Receivables
Management
Bill Invoice Bill Inquiry
• 1.1.1.10 Bill Invoice Management
CRM Marketing Customer Management
Bill Invoice Handling
Bill Inquiry
Support Order Problem
CRM & Fulfillment QoS / SLA
Customer Management Handling
Management Readiness
Support &
Marketing
Response
Fulfillment
Order
Handling Problem
Handling Management
QoS / SLA Manage
Handling Handling Charging Billing Events
Manage
• 1.1.1.13 Charging Readiness Response Management Charging
Billing Events
Retention & Loyalty
• 1.1.1.14 Manage Billing Service Management & Operations Retention & Loyalty

Events Service Management & Operations

SM&O Service Service Service Service Guiding &
• 1.1.2.5 Service Guiding & Support
SM&O & Configuration
Service Problem
Service Quality
Service Mediation
Service Guiding &
Readiness
Support & & Activation
Configuration Management
Problem Management
Quality
Mediation Readiness & Activation Management Management
Mediation

• 1.1.3.6 Resource Resource Management & Operations

Mediation & Reporting Resource
RM&O Management & Operations Resource Resource Resource
Manage Resource
• 1.1.4.1 S/PRM Support & Support &
RM&O Support
Readiness Workforce
Manage Provisioning
Resource
Trouble
Resource
Management
Trouble
Performance
Resource
Management
Mediation
Resource&
Reporting&
Mediation
& Readiness Provisioning Performance
Workforce
Readiness Management Management
Resource Data Collection & Distribution
Reporting

• 1.1.4.5 S/P Settlements & Resource Data Collection & Distribution

Supplier/Partner Relationship
Payments Management Management
Supplier/Partner Relationship S/P S/P Problem S/P S/P Settlements
Management Requisition
S/P Reporting
S/P &
Problem Performance
S/P & Payments
S/P Settlements
S/PRM Management
Requisition Management
Reporting & Management
Performance Management
& Payments
Support
S/PRM & Management Management Management Management
Readiness
Support &
Readiness Supplier / Partner Interface Management
Supplier / Partner Interface Management

30
Usage-to-Payment:
Relevant eTOM Level-2 Decompositions, Part 1

Level-2
Level-2
Service
Resource Mediation Guiding &
& Reporting Mediation

Level-3 Level-3

Mediate Resource Mediate Service Report Service Usage Guide Service Usage
Usage Records Report Resource Usage Rebates Rebates Rebates
Usage Records
+ +

Level-2

Manage Billing
Events

Level-3

Guide Billing Events Report Billing Event

Enrich Billing Events Mediate Billing Events
Records

+ + + +

Note: For Level-3 block details, consult TMForum GB921 Addendum D

31
Usage-to-Payment:
Relevant eTOM Level-2 Decompositions, Part 2

Level-2 Level-2

Charging Customer Interface

Management

Level-3 Level-3

Apply Rate Level Manage Customer Manage Request Mediate & Orchestrate
Perform Rating Aggregate Items For Manage Contact Analyse & Report on
Discounts Charging Hier… (Including Self Customer
Charging Customer
service) Interactions
+

Level-2

Customer QoS/SLA
Level-2
Management

Bill Invoice
Management Level-3

Assess Customer Track & Manage Customer Close Customer QoS

Manage QoS/SLA
QoS/SLA QoS Performance Performance Degradation
Level-3 Violation
Report
Performance Degradation Report
Apply Pricing, + + +
Discounting, Produce & Distribute
Adjustments & Create Customer Bill Bills
Invoice Create Customer QoS
Rebates
Performance Report Customer QoS
+ + +
Degradation Report Performance

+ +

Note: For Level-3 block details, consult TMForum GB921 Addendum D

32
Usage-to-Payment:
Sample Flow in eTOM Level-3

Check Customer Customer Billing

Account Information Provided
Market Product & Customer

Use Service/
Resource
Close Assess Customer Manage Request Produce &
Session Distribute Bill
QoS/SLA (Including Self
Performance Service)

Bills produced
Create Customer
Usage info & distributed
Bill Invoice
provided to customers
Report Billing
Event Records

Apply Pricing,
Guide Billing Perform Discounting,
Events Rating Adjustment &
Rebates

Mediate Service
Usage Record
Service

Guide Resource Report Service

Usage Record Usage Record
Supplier/ Resource(Applicat
Partner ion, Computing &
Network)

Mediate
Report Resource
Resource
Usage Record
Usage Record

33
Flow 4: Problem-to-Solution

▪ Overview
▪ This process deals with a technical complaint (problem) initiated by the customer, analyzes it to
identify the source of the issue, initiates resolution, monitors progress and closes the trouble ticket.
▪ The basis for a problem is an unplanned interruption to a product / service or reduction in the quality
of a product/service. (In comparison, the process “complaint-to-solution” deals with customer inquiries
in which the customer is not pleased with a product or handling speed of an inquiry etc.)
▪ Assumptions
▪ This scenario is relevant only for technical complaints which are termed as‘problems’.
▪ Problems such as no outgoing call or SMS and faulty handset, may be resolved at first level support
or re-directed to other layers
▪ Examples
▪ Customer calls to report that there is no internet access
▪ Customer calls to report a cable channel has choppy video

34
Problem-to-Solution:
Key Elements
Tasks
• Handle trouble (e.g. customer Problem-to-Solution
incident)
• Handle customer retention and
loyalty Input Output
• Receive trouble (e.g. customer
incident) • Customer trouble (e.g. customer incident) • Resolved trouble (e.g. customer incident)

• Qualify trouble (e.g. customer • QoS monitoring report • Record on customer satisfaction
incident) • Customer retention philosophy • Credit note or invoice (if applicable)
• Manage trouble (e.g. customer • Identified improvement potential (if
incident) applicable)
• Track and monitor trouble (e.g. • Trigger to cross and up-selling
customer incident)
• Ticket handling
• Trigger to perform cross- or up-
selling activities
Critical Issues
• Availability of contact center and channels • Usage of relevant information for the
• Response time of the trouble (e.g. continuous process improvement
incidents) • Permanent elimination of the problem
• Time to solution / conclusion reason

• Ratio of Ist and 2nd level resolutions

• Customer satisfaction measurement
• Stabilize endangered customer relationship

35
Problem-to-Solution:
Footprint in eTOM Level-2
eTOM Level2

• 1.1.1.1 CRM - Support & Problem-to-Solution:

Readiness
• 1.1.1.2 Customer interface
Operations
Operations
Management
Operations Support & Fulfillment Assurance Billing & Revenue Mgmt
• 1.1.1.6 Problem Handling Readiness
Operations Support Fulfillment Assurance Billing & Revenue Mgmt
Customer Interface Management
• 1.1.1.9 Retention & Loyalty &Customer
Readiness
Relationship Customer Interface Management Bill Payments &
Management Selling Receivables Management
Bill Payments & Receivables
• 1.1.1.10 Bill Invoice Customer Relationship Selling
Management
Bill Invoice Bill Inquiry
Management Management Problem
CRM Marketing Customer Management
Bill Invoice Handling
Bill Inquiry
Support Order Problem
Handling
CRM & Fulfillment
Marketing QoS / SLA
Customer Management Handling
• 1.1.1.12 Bill Inquiry Readiness
Support & Response
Fulfillment
Order
Handling
Handling
Handling Management
QoS / SLA Charging
Manage
Readiness Management Billing Events
Manage
Response
Handling Charging
Billing Events
Retention & Loyalty
• 1.1.2.3 Service Problem Service Management & Operations Retention & Loyalty

Management Service Management & Operations

SM&O Service Service Service Service Guiding &
• 1.1.3.3 Resource Trouble Support
SM&O & Configuration
Service Problem
Service Quality
Service Mediation
Service Guiding &
Readiness
Support & & Activation
Configuration Management
Problem Management
Quality
Management Readiness & Activation Management Management
Mediation

• 1.1.4.3 S/P Problem Resource Management & Operations

Reporting & Management Resource
RM&O Management & Operations Resource Resource Resource
Manage Resource
Support & Trouble
Resource Performance
Resource Mediation
Resource&
RM&O Support
Readiness Workforce
Manage Provisioning
Resource Management Management Reporting&
Trouble Performance Mediation
& Readiness Workforce Provisioning
Management Management Reporting
Resource Data Collection & Distribution
Resource Data Collection & Distribution
Supplier/Partner Relationship
Management
Supplier/Partner Relationship S/P S/P Problem S/P S/P Settlements
Management Requisition
S/P Reporting
S/P &
Problem Performance
S/P & Payments
S/P Settlements
S/PRM Management
Requisition Management&
Reporting Management
Performance Management
& Payments
Support
S/PRM & Management Management Management Management
Readiness
Support &
Readiness Supplier / Partner Interface Management
Supplier / Partner Interface Management

36
Problem-to-Solution:
Relevant eTOM Level-2 Decompositions, Part 1
Level-2

Customer Interface
Management
(Red checkmark = block used in process sample)
Level-3

Manage Request Mediate & Orchestrate

Manage Contact Analyse & Report on
(Including Self Customer
Customer
service) Interactions
Level-2

Retention &
Loyalty

Level-3

Establish & Terminate Personalize

Customer Relationship Build Customer Analyze & Manage Customer Profile for Validate Customer
Insight Customer Risk Relation & Loyalty Satisfaction

Level-2

Bill Invoice
Management

Level-3
Apply Pricing,
Discounting, Produce & Distribute
Adjustments & Create Customer Bill Bills
Rebates Invoice
+ + +

Note: For Level-3 block details, consult TMForum GB921 Addendum

37
 Problem-to-Solution:
Relevant eTOM Level-2 Decompositions, Part 2
Level-2 Level-2

Problem Handling Problem Handling

Level-3 Level-3

Isolate Customer Report Customer Track & Customer Create Service Trouble Diagnose Service Correct & Resolve Track & Manage
Close Customer
Problem Problem Problem Problem Report Report Problem Service Problem Service Problem

+ + + + + + +
+

Create Customer Correct & Recover Report Service Close Customer Survey & Analyze
Problem Report Customer Problem Problem Service Problem Service Problem

+ + + + +

Level-2 Level-2

Resource Trouble S/P Problem Reporting

Management & Management

Level-3 Level-3

Initiate S/P Problem Receive S/P Problem Track & Manage S/P
Survey & Analyze Localize Resource Correct & Resolve Track & Manage
Report Report Problem Resolution
Resource Trouble Trouble Resource Trouble Resource Trouble
+ + + + + + +

Report Resource Close Resource Create Resource Report S/P Close S/P Problem
Trouble Trouble Report Trouble Report Problem Resolution Report
+ + + + +

Note: For Level-3 block details, consult TMForum GB921 Addendum D

38
Problem-to-Solution:
Sample Flow in eTOM Level-3
Customer Customer
Request Feedback
(incident)
Isolate Customer Correct & Recover Close Customer
Manage Contact
Problem Customer Problem
Problem Report
Market Product &

Customer Authenticated & Problem Problem Problem

Authorized identified & resolved resolved
solveable
Manage Request at this level
Customer

Create Customer Create Customer Validate Customer

(including self
Problem Problem Report Bill Invoice
service)
identified Satisfaction
& Classified Track & Manage
Ticket created
Problem analyzed and not solved at this level
CustomerProblem

Service problem resolved Service Problem status

reported

Create Service Track & Manage Problem solved

Report Resolution Service Problem Report Service
Problem analyzed & Problem
Service

solvable at this level

Diagnose Correct & Resolve Close Service

Problem analyzed & Resource problem Service Problem Service Problem Problem Report
resource affected resolved

Resource trouble status reported

Create Resource Track & Manage Resource Report Resource
Problem solved
Trouble Report Trouble Resolution Trouble
Problem analyzed &
solvable at this level
Computing &
(Application,
Resource

Network)

Localize Correct & Resolve Close Resource

Resource Trouble Resource Trouble Report
S/P Problem
identified

S/P Problem
resolved
S/P problem status provided
Supplier/
Partner

Initiate S/P Track and Manage S/P Report S/P

Problem Project Problem Resolution Problem Resolution

Problem tracked & managed

Conclusion

▪ In this guided PowerPoint walkthrough, we have reviewed the following customer-

centric, end-to-end flows, and how they can be constructed out of eTOM
processes:
▪ Request-to-Answer
▪ Order-to-Payment
▪ Usage-to-Payment
▪ Problem-to-Solution
▪ Remember, the eTOM framework does not contain process flows itself. eTOM
gives you the elements with which to build a process (flow), and these elements
are organized by process (hierarchy). To connect with business people, you need
to have flows!
▪ This should help you on process projects, when you have to build process flows
using eTOM.

40
For More Information

▪ TMForum
▪ eTOM primary archive – PDF: https://www.tmforum.org/resources/suite/gb921-business-
process-framework-r14-5-1-pdf/
▪ eTOM alternate archive – Word: https://www.tmforum.org/resources/suite/gb921-
business-process-framework-r14-5-1-word/
▪ Within archive, find:
▪ eTOM Process Flows: GB921E End to End Process Flows R13.5.0.docx
▪ eTOM Level-3 Detail: GB921 Addendum D eTOM
▪ eTOM Level-4 Detail: GB921 Addendum DX

41
Enterprise Transformation Planning
Authorization to
1. Start the ETP Sub Phase
Proceed

2. Understand the Business

3. Identify where to focus

w

5. Understand Best Practices 6. Understand the

4. Understand the Customer and Technology Trends Competition

7. Develop vision and Case

for Action w

8. Identify Process
9. Develop New Principles
Requirements
w w

10. Create Enterprise 11. Identify Quick Hit 12. Identify Infrastructure
Transformation Plan Projects Projects

13. Review Strategy with

14. Conclude ETP Sub phase
Senior Management

ETP Complete
w = Workshop
42
Business Area Architecture
Authorization to
1. Start the BAA Sub Phase
Proceed

5. Survey Best Practices and 6. Survey Customer

4. Survey Present Business Technology Trends Perspective

4. Survey Available
4. Survey Present Systems
Application Packages

4. Develop Vision of 5. Define Business Principles, 6. Define system Principles,

Business Area Constraints and Assumptions constraints and Assumptions

4. Define Business 5. Build and Demonstrate 6. Develop Conceptual

Processes Feasibility Prototype Entity Model

4. Determine Package
4. Capture Business Volume
Software Direction

4. Identify Applications and

Functions

14. Distribute
13. Plan Organization
Applications and
and Staff
Data
Package Evaluation
& Selection
4. Define TI Sub phase
Requirements

4. Design TI Conceptual
Architecture

4. Complete Application 5. Specify and Acquire 6. Analyze Cost and 6. Plan Transition and
Architecture Development TI Benefits Releases

5. Review for Consistency and

Completion

5. Conclude BAA Sub Phase

BAA Complete

43
Process Hierarchy -
Sample

STC
Telecom Knowledge Library – An
Overview
 A TSP Knowledge Library

The knowledge library is a distillation of knowledge from various process transformations and design projects that we have
done for TSPs over the years. It consists of two key areas: The Process Library and the Value Blueprint (Metrics) Repository

Areas Covered
Processes Covered
•Across SIP and FAB areas
❖Segments •Product, segment and channel agnostic
✓Retail •Across BSS and OSS domains
✓Enterprise
✓Wholesale
Value Blueprint Repository
❖Channels
✓Call centre •Processes Mapped to Metrics Mapped to Best Practices
✓Self Service •A Balanced Scorecard Framework of Metrics
✓Retail Shop/ Dealer shop •A Top Down ready reckoner to see what actions drive
✓Account Manager value

❖Products
✓Mobile voice and internet Total e-2-e Process Models - 180
✓Fixed voice and internet
✓IPTV/SAT TV/ Hybrid TV •Mapped to organizational swim-lanes
✓Enterprise Products •Cross-system process models
•Key to system capabilities and integration requirements
 Evolution of the Knowledge Library

The Knowledge Library has evolved over years of transformative engagements with Telecom Service Providers with
various business models and from multiple geographies.

Repository Development Typical Engagements These Engagements

Our knowledge repository is include:
deployed in typical BPR 2 Scoping and
engagements for rapid
implementation selection of • BSS/OSS Transformation
Differentiated
Process Areas • Process Harmonization
Enriched Process
Library • Value Blueprinting and KPI
1 3 Dashboarding
Understand Analysis of “as-is”
Business Priorities • Targeted Lean Six Sigma
processes and
Enriched Best Practice pain areas Process Improvements
Repository
• Rapid Data Based Process
Discoveries

Enriched Metric • Process Centre of

Repository Excellence Setups
5 4
The repository is enriched
with best practices and Implementation Design “to-be” For Tier 1 TSPs across Europe,
improvements devised from processes applying Asia-Pacific, LATAM, Middle
during the engagement requirements best practices and East, North America and Africa
design principles
 Process Repository: Architecture

Our process repository is built on a ‘two tower’ approach, where we have standard eTOM blocks in one tower, e2e
business scenarios in the other; with a clear mapping between the two.

Process Elements Business Scenarios

Process elements are building blocks of end-to-end business process An end-to-end business scenario is an integrated view of a set of
scenarios. These are: interconnected activities carried out to achieve a common business
objective across STC, like Lead to Activate. These are:
• A description of the ideal ways of working
• Designed by concatenating process elements
• Decomposition of Leaf nodes of eTOM
• Provide an end-to-end view for IT realization and integration
• Contain process attributes of RACI, System/Capability, Business Rules
• Measured through KPIs
Our E2E Business Scenario Framework

Our E2E Scenario Framework –

• Effectively marries the Product Life

Cycle and the Customer Life Cycle

• Retains the “outside-in” perspective

throughout the lifecycle

• Provides an end-to-end view of

processes across organizational units
and systems

• Is compliant to the eTOM Framework

• Enables process segmentation to

ensure high returns on
transformational investment
 Process Repository: Samples

Two Tower Approach Browse-able Repository High Level Value Chains

e2e Process Scenario Flows

 Value Blueprint Repository

What is Value Blueprint?

We can say it is a map for Telco’s , value drivers are the destinations where organizations need to reach. Levers
and action items are the path to get there also there are the very important biz metrics acting like GPS to ensure
that the organization is on the right track.

Assessment tool covering the There is a laundry list of Exhaustive list of Helps measure, communicate,
Telco value drivers of Revenue action items and associated Business and improve and report on org
and Margin, Operational levers that positively impact dependent metrics tied activities.
efficiency and Customer Telco organizational value. to improvement levers. Aids in identifying solution
experience. components
 Value Blueprint: Metric Framework

Our Value Blueprint utilizes a metric framework to establish key KPIs which are then mapped to process areas with
typical best practices or action items, which enables us to focus attention to things that matter most to the
enterprise!
Customer Experience Internal Efficiency

Access Time Quality Cost Time Quality

Be Aware Acquisition

• Mean Customer Call Wait • % Calls Abandoned

Time • Distribution of Customer
Interact • Request Elapsed Time Requests CRM
• % First Call Resolution • Volume of Customer
Requests
• % Service Usability • Mean Time Order to • % Orders Requiring Rework
• Mean Duration to fulfill • # Hours Per Fulfillment Issue
Queries Activation
service order • % Orders Pending Error Fix
Choose • % Orders Delivered by
• % Service Activation • Order to Activation Time by Fulfillment
Failures Process Type
commit date
• % Early Life Failures

• Incident Resolution Time • % SLA Violations • Service Problem Resolution • Mean Time Between Failures
• % Problems resolved by • % Problems reported by Time • % Maintenance Time Used for
customers
Manage due date
• % Problems dealt within
Repair Assurance
• Mean Time to Resolve Service • % Problems by Cause
SLA Problems
• % Repeat Problems
• Days to Prepare Bill • Mean Age of Billing Errors
• % e-Payments received • Mean Transaction • Hours per Payment from • %XDRs falling into suspense
• % Bills Inaccurate
Posting Time • Receipt to Posting • # Times Billing Suspense
Pay % Billing Contacts
• Hours per Pricing Change Files Recycled per month
Billing
• % Payment transactions • % Bills Adjusted Internally
• % Bills from Last Cycle • Hours per Bill Fault
by method resolution
 Value Blueprint Samples

Business Process Frameowk (eTOM) Criticality

Improvement
Activity Additional
Telco Org Value Value drivers Levers Action Items L1 L2 Org. Value Risk
Status Comments
Value Drivers
Telecom Time Enable identification of the contact, its Customer relashionship Customer Interface Customer info updated
Mapped to Best Organizational Value Customer Experience development, enhancement and update. management management Medium Medium Medium every week.
Customer relashionship Customer info updated
Time
Practices and Make available the latest customer info.
Improve routing of calls to the
management
Customer relashionship
CRM - Support & Readiness High Medium Medium every week.
Time
Process Areas appropriate staff management CRM - Support & Readiness Medium Medium Medium
Jobs not distributed
Time Focus on freeing the time of specializaed Customer relashionship according to CE skill
staff management CRM - Support & Readiness High High Medium level.
Average hold time is 50
Time Reduce wait time during customer Customer relashionship Customer Interface sec close to benchmark
interaction management management Low High Low value.

Performance

Baseline Benchmar Forecasted Value

KPI's Lever Calculation
value k Value value Analysis
Value Driver
# Seconds for All Customer
Mapped KPIs Average Hold Time Time Call Waiting Time / # 40sec 50 sec 45sec
Customer Requests
Benchmarked and
Measured Average Handle
# Minutes for All Customer
Time Request Handling / # 4-9 min 10- 14 min 8-12 min
Time
Customer Requests
# Customer Requests
First Call Resolution
Time Handled to Completion on >71% > 58% >65%
(FCR)
First Call
 Process Mining – Ensuring Process Change

Process mining Natural Process Flows (NPFs)

algorithms

Data Extraction Data Mining Rapid Intelligent Process Mining Insights

• RAPID INTELLIGENT PROCESS MINING (RIPM) is an X-RAY of the as-is process

• RIPM uses system logs to “generate” the as-is process and makes the pain-points in it manifest!

• It shows variants that exists in the current state process, which can be used a key input to standardization and
‘should-be’ design
Alignment with Industry Best Practice
Best Practice - Case
Best Practice with the Business Process Library
Value from a Process Library
B2C Process Hierarchy
Aligning L3 Processes to E2E Architecture- Sample
RAPIDS - An End to End Use Case

Customer(s) Customer Interaction Multi Operator Backend

4. Visit Channel
COCO/FOFO & 6. Fetch details of
Get new SIM Prospective Customer

New Flexi Bundling

Existing 7 Select Custom Product
Customer Customer 5. Records Inventory state. & Services
FPO Engine
1. Refer new 9 Custom Quad-Play
Customer 10. Collects Identity, address proof Offer 8 Fetch Products &
Bundle Created Services
and Customer acquisition Design and
documents. Delivery
11. Collect cash, book order, issue
Onboarding
Service Designthru
& 13. Validates, Processes
receipt
SocialDelivery
Order NW 12. Submits order information. and Orchestrates Order.
14. Creates Customer & Billing
A/c.
2. Enter New
Customer 3. Sync data to 15. Associate Services
details CRM as provisioned
Prospect

Quad Service Design &

Order Delivery
Play
26. Send Generated Invoice Convergent
Billing
21 Watch Video on
25. Rate & Bill Customer
Demand

24. Generate Usage

17 Provision Services
16. Credit free
QOS 100 free minutes
one time
discount to
18 Use Broadband 22 On the fly Boost QOS – increase BW Existing & New
Customer

Referral Bonus

23 Use Network
LTE
19 Make 20 Watch Network
Voice calls channels - IPTV
Level 0

Level 0:

Strategy, Infrastructure and

Product
The Strategy, Infrastructure & Product Process
Grouping includes processes that develop
strategy, commit to the firm, build infrastructure,
develop and manage products, and that develop
and manage the Supply Chain. In the eTOM,
infrastructure refers to more than just the IT and
resource infrastructure that supports products
and services. It includes the infrastructure
required to support functional processes, e.g.,
CRM, HR, Marketing. The Strategy, Infrastructure
and Product processes direct and enable
Operations.
These processes are not day-to-day processes that
interact with the customer on a regular basis.
They are processes that plan, commit, build,
develop, assess and determine direction.
Level 1

Level 1:

1.2.1 Marketing and Offer

Marketing and Offer Management Management
This horizontal functional process grouping focuses on the
knowledge of running and developing the core business for
an Information & Communication Service Provider enterprise.
It includes functionalities necessary for defining strategies,
developing new products, managing existing products and
implementing marketing and offering strategies especially
suitable for information and communications products
Marketing and offer management are well known business
processes, especially in the more competitive e-business
environment, where the rate of innovation and brand
recognition determine success. Although most companies
carry out all these activities, depending upon the size of the
company, they are combined in a variety of ways. These
processes are enabling processes, but also the key processes
that are accountable for commitment to the enterprise for
revenue, overall product results and profit and loss. These
processes deal with the creation of product, markets and
channels; they manage market and product strategies,
pricing, sales, channels, new product development (and
retirement), marketing communications and promotion
Level 2

Level 2:

1.2.1.5 Product and Offer

Development and Retirement
Product Development & Retirement processes develop and
deliver new products or services and product or service
enhancements and new features, ready for implementation
by the Operations processes. Additionally they handle the
withdrawal of product offerings from the marketplace.
Product Development and Retirement processes are project
oriented (day to day management of product offerings are
handled by the Operations processes). The key measures of
this process are how effectively are the enterprise’s products
and services broadened and the time to market for new
products and services or features. These processes also
manage major product and service updates and
enhancement. Business Case development tracking and
commitment are key elements of this process, as are project
management discipline with defined quality gates.
 Level 3

Level 3:

1.2.1.5.5 Develop Detailed Product Specifications

The Develop Detailed Product Specifications processes develop and document the detailed product-related technical, performance and operational
specifications, and customer manuals. These processes develop and document the required product features, the specific service and resource
requirements and selections, the specific performance and operational requirements and support activities, any product specific data required for the
systems and network infrastructure. The processes ensure that all detailed specifications are produced and appropriately documented. Additionally
the processes ensure that the documentation is captured in an appropriate enterprise repository.
Level 4

Level 4:
Develop Detailed Product Specifications - Consumer
 Level 5
This process aims at developing detailed technical, performance and operational specifications for the
approved product concepts:

1. Determine product/Product Offering features

• The technical and performance features of the product/offer to be developed is determined in this step.
• Features are derived from the concept paper and the approved business proposal
2. Prioritize product/product offering features
• The features determined are prioritized using the Quality Function Deployment – NPD templates provided
• Customer experience parameters are rated and impact of features on these parameters is scored and weighted.
• Features of highest priority are selected
3. Define product/ product offering specifications
• Features are decomposed into specifications using the templates to maintain traceability
4. Determine service components to be reused
• Based on the product specifications service components in the Enterprise Service Catalogue that can be re-used are determined
• Service Identifiers are documented
5. Identify Service Requirements to be built
• Requirements to be built as new service components are documented in the format and template necessitated by the ‘Service
Development and Retirement’ processes
6. Register service requirements in system
• Documented service requirements are registered in the SDM workflow tool
7. Finalize Product Specifications based on inputs from resource and service
• Once specification corrections are received from SDM and RDM departments, modifications are made to product specifications .
8. Prepare Product Specifications Document
• Product specifications are documented and handed over to the ‘Manage Product Development’ process.
Process Repository: Two Tower approach

Wipro's Business Scenario Model

Strategy, Infrastructure and Product Operations

1.2.1 Marketing and Offer Customer Service Strategy to Product

CRM
Management

Service Development and

Service Management and Operations
Management

Resource Development and Resource Management and

Management Operations

Supply Chain Development and Supplier/Partner Relationship

Management Management

Enterprise Management Billing Lead to Activate

Enterprise Knowledge and

Strategic and Enterprise Risk
Effectiveness Research
Enterprise Planning Management
Management Management

Stakeholder and
Financial and Asset Human Resources
External Relations
Planning Management
Management
 eTOM Business Process Decomposition
Hierarchical Level Model Type Used

Value Added Chain Diagram

Level 0 Very High Level Process Grouping as per eTOM

Level 1 represents the high level value chain as prescribed by eTOM

Examples – Value Added Chain Diagram
Level 1 • Customer Relationship Management
• Service Development and Management

Level 2 is a subset of level 1.

It represents the ‘Core Processes’ of a high level value chain as prescribed
by eTOM
Level 2 Examples –
Value Added Chain Diagram
• Order Handling
• Problem Handling

Level 3 is a subset of level 2.

Level 3 It represents the ‘business processes’ within each L2 process Value Added Chain Diagram

Level 4 is a subset of level 3.

Level 4 It represents the activities contained within each of the L3 business Value Added Chain Diagram
processes

Level 5 is a subset of level 4.

BPMN collaboration diagram
Level 5 Detailed expansion of a Level 4 processes capturing activities, roles, and
(BPMN 2.0)
associated information.
 Business Scenarios - Overview

The process architecture consists of two views of processes –

Business Scenarios and Process Elements.

Business Scenarios Process Elements (Capabilities)

An end-to-end business scenario is an integrated view of Process elements are building blocks or capabilities for
a set of interconnected activities carried out to achieve a end-to-end business process scenarios. These are:
common business objectives of CSP , like Lead to
• L4/L3 Process Models
Activate. These are:
• Decomposition of Leaf nodes of eTOM
• Designed by concatenating process elements
• Contain process attributes of RACI,
• Use eTOM Leaf nodes System/Capability, Business Rules
• Provide an end-to-end view for IT realization and
integration
• Measured through KPIs
Business Scenarios (based on eTOM)

• All Business Scenarios are mapped

at the Leafnode level (that is
eTOM L4 level)
• In case if eTOM has only defined
levels till Level 3/2, then the last
leaf would be L3/L2
 Process Repository: Samples

Two Tower Approach Browse-able Repository

Business Scenario Flows

e2e Process Scenario Flows

Thank You
BP5- BUSINESS MODELLING: VALUE STREAM, PROCESS, SERVICE
Order Management is a major priority for process
transformation
Sales Order Customer Order Service &
Negotiation and Fulfillment Resource Order
Capture Management

• Catalog & Offer Management • Customer Order Validation • Service Order Orchestration
• Multi-Channel Sales Management • Customer Order Decomposition • Product/Service Order Decomposition
(Order Negotiation & Capture) • Customer Order Orchestration • Service Order Tracking & Management
• Customer/Prospect Data Acquisition • Customer Order Distribution
• Service Order State Management
• Customer Qualification • Customer Order Tracking &
Management • Service Order Validation
• Customer Credit Eligibility
• Customer Order State Management • Service Design/Assign
• Offering, Product & Service Availability
• Customer Order Lifecycle • Reserve/Assign/Procure Resources
• Order Establishment Management (incl Jeopardy)
• Service Configuration Management
• Price Estimation and Quoting • Receivables Management (interface)
• Service Activation Management
• Price/Quote Approvals • Billing Account Management
(interface) • Workforce management (truck rolls)
• Contract Management
• Appointment Scheduling • Service & Resource Testing
• Order Scheduling (Request) • Supplier / Partner Order Submission • Resource Shipment
• Customer Validation • Returns Processing
Streamlined OM systems need to close the • Supply Chain Management
• Customer Change Management • Order Analytics
loop between the 3 building blocks • Jeopardy Management
So what happens E2E in Order Management (L2)
Translated into a Process View - Add (in MACD) – End to End
For the Demo - Order Management Architecture – E2E Use
Cases

In scope
What we going to address in the Demo for Order Management
(L2)
Translated into a Process
1. Customer Information
Acquired and Managed
2. Feasibility toView
cover site - Add
survey, reservation of
(in MACD)
3. Decomposition of the
Customer Order into
– Demo Scope
4. Each Product Order will
be decomposed and
during order entry. resources and serviceability component Product Orders enriched into Service
happen here Orders

5. Service Design & Assign

request will be issued to
Cramer.

6. While a lot happen here

including design,
assignment of resources
** Recommend the use of ** Recommend this happen
(TN), activation, testing –
a Customer Info during order negotiation /
we will stucb these for the
Management System for entry to avoid jeopardy and
Demo
storing customer into. delay during OM
Another Depiction – High Level Scope for Demo
Initiate Quote
Quote Complete

Order Status

Submit Customer Order Order Status Notification

Design/Assign/Activate

Site Design Response

In scope for Demo Activate Billing

High Level Solution Architecture
Use Cases – CSR Perspective
Architecture – Demo Use Cases & Scenarios – Page 1
Handle Request for PRI Product from a Prospect (ADD) – Happy Scenario
– A new customer is interested in the “PRI” product offering.

– He/she works with a CSR (using Sterling CPQ) to configure the product offering

– The CSR explains to her/him the feature’s that are available

– The CSR prepares and saves a price quote that includes products/services and agreement details

– The Customer accepts the quote and when done the CSR submits the Customer Order for fulfillment.
• Alternatively the Customer holds off on completing the order while the are in the “shop around” stage but may come back later to complete

– Order flows through the various fulfillment stages of Solution Design, Service Activation & Activation of Billing

– The customer (contact person) is notified of order completion (on a UNI/Leg basis).
Architecture – Demo Use Cases & Scenarios – Page 2
Handle Request for PRI Product from a Prospect (ADD) – Jeopardy Scenario
– A new customer is interested in the “PRI” product offering.

– He/she works with a CSR (using Sterling CPQ) to configure the product offering

– The CSR explains to her/him the feature’s that are available

– The CSR prepares and saves a price quote that includes products/services and agreement details

– The Customer accepts the quote and when done the CSR submits the Customer Order for fulfillment.

– An Solution Design activity in the service order management process fails for a specific site

– An alert is raised and a task is created in a specific work queue for an engineer/technician

– The engineer/technician investigates the failed order and resubmits the task / activity

– The Order flows through the rest of the fulfillment stages of Solution Design, Service Activation & Activation of Billing

– The customer (contact person) is notified of order completion (on a UNI/Leg basis).
Use Cases – Engineer / Technician Perspective
Architecture – Demo Use Cases & Scenarios

Query for Customer Order Details & Status (CSR)

– An existing Customer will query their order details and status

– A CSR will query the system (SterlingOM) for details on a specific order based on Customer information such as customer
name, customer address or CustomerOrderID provided by the customer

– The CSR provides relevant details on the order to the Customer, such as order status (complete, in progress etc), any items
that are in jeopardy, any items that can not be activated at this time, and any changes to the Firm Order Commit Date.

– The CSR may also provide details on what products and services were part of the original order (this may lead to an
upsell/cross sell use case which would result in a supplimentary order to an in-flight order).

Search for Orders (CSR)

– A CSR will query the system (SterlingOM) for a list of orders based on a specific search criteria (such as orders entered by a
specific CSR, orders for a specific customer account, orders within a specific region, orders for a specific product or service
etc.)

– The CSR scrolls through the list of orders and may optionally drill down to see the order details and status

– The CSR may refine the search and re-run the search as necessary
Architecture – Demo Use Cases & Scenarios

Look at Customer Order Activities Audit (CSR or Engineer)

– A CSR or an Engineer/Technician will query the sytem (SterlingOM) for Audit level details on a specific Customer Order (Use case may
first use Search to first identify the specific order)

– The system will display an Audit of all the Transactions that the order has flowed through along with the intermediate statuses

– The Engineer may drill down to a second level in the Audit to see the specific XML message(s) that were issued and subsequently
received

Query for Service Order Details & Status (CSR or Engineer)

– Based on a Customer initiated request to a CSR, a CSR may request an Engineer/Technician to investigate the details of an individual
Service order. (or an Engineer may initiate the query based on a known resource limitation, outage or alert)

– An Engineer/Technician will query the system (SterlingOM) for details on a specific order based on CustomerOrderID or based on the
Search use case(s)

– He/She will see a list of Service Orders associated with the search, along with the status of the Service Orders

– The Engineer may drill down to a second level in the Service Order to see details of what was include (including technical level details on
the order)

– The Engineer may drill down to a further level in an Audit to see specific Tasks and specific XML messages as necessary.
Architecture – Demo Use Cases & Scenarios
View Alerts and Failed Orders Queue (Engineer)
– An Engineer/Technician will log into a specific failure queue and view a list of orders in alert status. There may be different
queues for different types of Alert (if specialized engineers are used for different types of alerts).
– The Engineer will select one of the alerts and review the task associated with that alert. They may in addition look at Audit
level details on a specific task to determine the root cause of the Alert, or this may be obvious from the Alert and Task
information.
– The Engineer will correct the error(s) that caused the alert. This may be as simple as ensuring an end system is up and
available, or it may require manual lookup in other end point systems and possible changes to the original order XML.
– The Engineer may re-submit the task that was in alert status and validate that the process is now proceeding correctly (or has
successfully reached completion).
– This use case may sometimes involve allocation/assignment of a specific task to a specific Engineer or Technician so that the
resulting activities can be tracked and managed, and so that a large pool of tasks/alerts can be handled by a pool of
engineers.
Architecture - System Context
Overall Order Management ADD Process for Demo
Customer Order Management Process in Stubbed. But we recommend this be
done before the order comes into core
A Case with OM package customization OM. See definition of OM slide

Service Order created based on order

lines. Sterling CPQ has performed the
first level of decomposition already. BIG
Point of Note
Service Order Management Enrichment from the Catalog of the
Service Order with attributes that
would be needed by Cramer and other
downstream systems.

Service Orders generated, breaking

down the order further. This is done
dynamically based on order line and
also can be made rules based
Service Order Management
Each transaction represented as eTOM – A Deeper Look
L3. Within them would be 1..N Telecom
For the purposes of this Demo, not all
the activities and steps that would
Pack business service invocations typically happen E2E have been
implemented with detailed blueprints
for these

Notice States. State transition

definitions as defined within each
transaction

Recommended for every transaction to

have the following states - RUNNING,
FAILED, COMPLETED, RESUMED,
SUSPENDED, ABORTED
Transaction Events / State Transitions
Transaction Events / State Transitions

Modeling State transitions within each

transaction

Recommended set of states to be modeled for each of the transactions,

• RUNNING
• FAILED
• COMPLETED
• RESUMED
• SUSPENDED
• ABORTED
Native Invocation of Telecom Pack Business Services

Telecom Pack abstracts the OSS/BSS integration from

Sterling OM flows. This step represents a well defined
OSS/BSS functions exposed as a SOA service. Read:
Component Reuse

These business services are TM Forum

standards based. Interfaces mapped to
TAM, eTOM and data semantics to SID
Order Search List
Logged in as a
CSR
L1Type
Viewof Order of an Order - Customer Order View
Msg- Customer
Order Will contain Customer. Order Due Date CSR who
one of MACD Should be the for Order configured the
key back to CIM Overall order in CPQ

Customer
Contact for
Overall Order

Automagically Decomposed.
READ: CPQ and OM using the same
catalog
L2 View of an Order – One of the Service Order View

Notice status. Link back to

recommended statuses

Due Date for

that Service
Order

Depicting the
Site of Service
Order
L3 View of an Order – Enriched & Detailed Service Order
Attributes

Site / Service
Address

Enriched attributes
for a given
product/service
L4 View of an Order – Task Level Statuses

At any given point

that path the
order has taken
Applying Sterling OM + Telecom Pack

Sterling OM Pipelines

Common
Language

Telecom Pack Intelligent

Business Services

Common
Language
Service Orchestration &
Integration
OSS/BSS Applications
Telecom Pack - SID based Common Messaging Model
Order Management ADD Processes – Encompassing More
Steps
Order Management Architecture –RECOMMENDATIONS for all
of these topics
Modeling Product Offerings / Products / Services / Resource Integration with OSS/BSS
– Modularization of entities – Application agnostic services and interfaces
– Aggregation of products/services/resources/discounts – Common Messaging Model
Catalog Synchronization – Dynamic end point selection
– Billing, Inventory, Order Entry, Order Management Order Management User Interface
Structuring of Processes / Workflows Handling In-flight Order Changes / Supplements / Amends
– eTOM based
– Product Agnostic
– Transactions & Tasks
– Rule based execution of tasks
– Dynamic selection of SOA Service endpoints
Order Decomposition & Enrichment
Order Task Dependency Management
– Product / Service Order Level Holds
– Dependency management between service orders
Order Management
Scope
BPM/Workflow expectations

Nokia Internal Use

Long Term solution: OM Ambitions for 2018
Offer Process

Synchronize opportunity, offer, configuration with PO Opportunity ID

Customer experience Automated Configuration
Catalog handling
Maximized digitalization through Quotation
B2B and E-Portal Supply Chain

Demand planning,
Real time Communication Availability to promise
during order execution Tools interconnected
through Portal Order Management process

Automated Transactions
Supplier
Tools interconnected
Maximized
Robot
Global Services digitalization

Maximized Finance
digitalization BPO
Maximized
Robot
digitalization
NEW ORDER MANAGEMENT PLATFORM SOLUTION

Order management platform is about

Document management
Database access/usage
Tasks and processes (end to end) as shown in the figure below
Traceability
Roles and responsibilities (with backup roles)
Interfacing to parallel process areas (PM, purchasing, offering, HR)
Flexible possibility to reporting
Optimally OM tooling would be built based on
Generic company wide databases
Configurable workflows / Business Process Management (BPM) & automation with clear User Interfaces (UI)

Company wide BPM / management tooling - with OM models (& others)

Company wide (fast access/In memory) databases -to be used for OM (& other process areas)
Company wide reporting solution to provide UI and access for OM as needed
Outcome in practice company wide architectural layer for Workflow tools and databases, used for process
management by different process areas, flexibly access neighboring flows.
Its needs to built and link this process tightly to parallel processing Offering, PM etc –(deep collaboration)
 Long Term solution: How do OM projects fit into NG ERP Landscape? Target: 2018
Go/No Go Bid/ No bid Approved/ Not Win/ Loss Execute
Approved

Gate 6 (CTC)
Gate 3 (OQ)

Contract
Gate 4 (OA)

closure)
Gate 5 (CA)
Identify Develop Create Offer Win the Case Prepare for Deliver
Gate 2

Opportunity Opportunity Delivery

E-Commerce Contract LifeCycle Management (CLM)

Lead Opportunity Offer Configuration Pricing Offer to Order preparation Ordering

Customer Master Data

SAP CRM (Sales & Marketing) SAP ERP

Configurable Workflow per contract/segmentation

End to end Order Contract

Contract
closure)
Contract Solution Order
Management tasks Process (contract
Preparation
Capture &
Order
for OM execution
and Processes industrialization)
execution
Preparation

Order Monitoring
 Long Term solution: How do OM projects fit into NG ERP Landscape? Target: 2018
Go/No Go Bid/ No bid Approved/ Not Win/ Loss Execute
Approved

Gate 6 (CTC)
Gate 3 (OQ)

Contract
Gate 4 (OA)

closure)
Gate 5 (CA)
Identify Develop Create Offer Win the Case Prepare for Deliver
Gate 2

Opportunity Opportunity Delivery

E-Commerce Contract LifeCycle Management (CLM)

Lead Opportunity Offer Configuration Pricing Offer to Order preparation Ordering

Customer Master Data

SAP CRM (Sales & Marketing) SAP ERP

PEGA scope expectation

Configurable Workflow per contract/segmentation
Contract
End to end Order Solution Contract

Contract
closure)
Management tasks Order
Process
Order Management activities
Preparation
Capture &
Order
and Processes (contract for OM
Preparation
execution
industrializati execution
on)

WAVE/ EINSTEIN Order Monitoring

PEGA SCOPE (expectation)

PEGA SCOPE (if needed)

 Current solution for order handling: from order receipt to cash receipt
PEGA SCOPE (expectation)
Few
B2B Manual F&C
Receives, registers and Stores
Customer CPO (any format) Reporting
Customer Purchase Orders of OI
CPO Receipt Confirmation
CPO Validation
Order
entry
FRAGMENTED WORKFLOW & MANUAL REPORTING

Exception if no match found TCC

Manual matching of CPO with tools
CAE
ALM offered CPQ/ERP configurations
Config
tools /
Exception Reporting ORDER EXECUTION xls
Few
B2B
Manual issuance and tracking of GS
ALM Tracking of expected delivery dates Internal Nokia Sales Orders Tracking of expected delivery dates
to factories, suppliers, subcos
Delivery creation, Shipment organization
Material availability
and notification
BPO Manual Deliveries

Customer Customer Acceptance Manual Receipt and processing of

GS
Customer Acceptance

Manual Invoice issuance / dispatch to customer

BPO Manual Invoicing <
ERP
F&C
Customer Customer Payment Tracking Payments Received
Manual confirmation of payment receipt

Robotics introduction
 Future solution for order handling: from order receipt to cash receipt
PEGA SCOPE (expectation)
B2B
Receives, registers and Stores Financial F&C
Customer CPO (any format) Reporting
Customer Purchase Orders layer
E-portal

Automatic CPO Acknowledgement

CPO Validation Order
Automatic CPO Confirmation entry Continuous
TCC
platform Automated
Exception if no match found Automatic matching of CPO with CAE
FULLY AUTOMATED WORKFLOW & REPORTING

Validity
ALM offered CPQ/ERP configurations Checking
CPQ

Exception Reporting ORDER EXECUTION

B2B
Automated issuance and tracking of GS
ALM Tracking of expected delivery dates Internal Nokia Sales Orders Tracking of expected delivery dates
to factories, suppliers, subcos
Delivery creation, Shipment organization
Material availability
and notification
BPO Automated Deliveries

Customer Automated Receipt and processing

E-portal

Customer Acceptance NDP GS

of Customer Acceptance

Invoice issuance / dispatch to customer

BPO Automated Invoicing <
Financial
layer F&C
E-portal

Customer Customer Payment Tracking Payments Received

Automatic confirmation of payment receipt

Robotics full deployment

 fA CAE – Order management
II. Order Capturing & entry into the ERP 1.B L* to L100 : Recurrent Orders with high CCC Maturity Level / Gate
5
FRAME CPO (B2B
CUSTOMER CONTRACT Or manual) PRODUCTS :
ION
FIXED NETWORKS
MN
OFFER LEAD
SALES LEAD

PM
Request for Receive CSO ref
Project creation Receive PO
------------------------- Notification if
Create & provide requested
PFC WBS

L* / L030
OMFO Validate & send Order
Receive
PO notification Receive CSO ref
Acknowledgement

CAE

L010 Register PO in Order Auto-Structuring Give Blue

SIMPLE with CDR-CPO/B2B L100 Export Alliance
Oder Registration Planet CSO
ORDER DESK & CCC SO into Blue Planet
Tool Reference

TOOLS
BLUE ALLIANCE ALLIANCE ALLIANCE
ALLIANCE BLUE ALLIANCE
PLANET B2B or E-MAIL B2B or CDR-CPO B2B or CDR-CPO
FE PLANET CREQ
Auto. Notification & CCC

FORMER ALU ROW PERIMETER

 II. Order Capturing & entry into the ERP 2. L* to L100 : Recurrent Orders with Contracted Quote / Gate 5

fA CAE – Order management

RFQ in
FRAME Reference CPO with
CUSTOMER CONTRACT CQ ID
To FC PRODUCTS :
CCC : ION / WLS (MN)
CSV : ION T / WT (MN)
OFFER LEAD
SALES LEAD
Request for
PM Receive CSO ref
Project creation Receive PO
------------------------- Notification if
Create & provide requested
PFC
WBS

OMFO Receive
Receive CSO ref
PO notification

Create & provide BOQ with CQID

CAE -----------------------------------------
Automatic
Creation of
Register CDR-OPA
CSO-OPA
BOQ & csv BOM BOQ with CCC Ref

L* / L030 Validate L010 Register PO in Link CSO-OPA L100 Send Blue

SIMPLE & send Order Oder Registration with CDR-CPO Export Alliance Planet CSO
ORDER DESK Acknowledgement Tool Use of csv BOM or CCC SO into Blue Planet Reference

TOOLS
ALLIANCE
BLUE ALLIANCE ALLIANCE CDR/FE ALLIANCE BLUE ALLIANCE
ALLIANCE CDR-CPO &
PLANET CONFIGURATORS CDR-OPA Auto. Notification
CCC or csv file FE PLANET CREQ

FORMER ALU ROW PERIMETER

 II. Order Capturing & entry into the ERP 3. L* to L100 : Medium Complex Orders / Gate 5

fA CAE – Order management

CPO ALL PRODUCTS

CUSTOMER ----------------------------
CAE BOM determination
Except for IONT & WT
L* / L030 Validation &
SALES LEAD Acknowledgement
OFFER LEAD & registration

PM Request for Provide Requested

Receive PO Delivery date Receive CSO ref
Project creation Notification
------------------------- if requested
PFC Create & provide
WBS
L010 Register PO In Oder L070 Request for
OMFO Registration Tool CSO creation Receive CSO ref

CAE BOM Determination

Order L090 Advise

OP&S Structuring & Alliance SO
Receive Scheduling Ready for export
PO
Notification Send BP
ORDER DESK L100 Export Alliance CSO
SO into Blue Planet Reference

TOOLS
BLUE ALLIANCE ALLIANCE Alliance FE BLUE
SFDC ALLIANCE
PLANET CDR-CSO CREQ C(AE)REQ PLANET
OLPDocs CONFIGURATORS CREQ
Auto-Notification

FORMER ALU ROW PERIMETER

 II. Order Capturing & entry into the ERP 4. L* to L100 : One-shot Complex Orders

fA CAE – Order management

G4 ALL PRODUCTS
CUSTOMER RFQ CPO
-----------------------
CAE BOM Determination
SALES LEAD For IPR / FN /WLS
Contract L* / L030 Validation L010 AA & IMS
OFFER LEAD Elaborate & Approval Acknowledgement Register
Send back RFP and Transfer & registration PO
Meeting In Oder
------------------ Provide
PM Creation of
Registration
Contract Info
Receive CSO ref
Tool
Project & planning
WBS
PFC
Receive PO
Notification L070 Request for
OMFO KICK-OFF CSO creation Receive CSO ref
MEETING
CAE Support Offer BOM Determination &
Lead if requested finalisation out of BOQ

L090 Advise
COD OP&S Decide on Order configuration
Alliance SO
Future CSO structuring & scheduling
Receive PO Ready for export
Notification Structure in
COD OM Blue Planet L100 Export Alliance Send BP
SO into Blue Planet CSO Ref

TOOLS
SFDC ALLIANCE Alliance
OLP BLUE ALLIANCE
CDR-CPO CTC CONFIGU CDR & FE
CONFIGURATORS Docs PLANET CREQ
Auto-Notif. checklist RATORS C(AE)REQ

FORMER ALCATEL-LUCENT PERIMETER

 fAOrders
III Order release & order execution 1. From L100 to L295 / Simple & Medium Complex CAE –/Order management
HW & SW
Gate 5
CUSTOMER Proceed to Receive ALL PRODUCTS
Invoice payment DP Commitment
Provide inputs
PM for CIF

ALM Priority allocation

Risk mitigation

Order Booking Confirm Or Escalate if

OMFO SOX Comp. Check Delivery Plan CCRD not met

L100 Comlete Order Check inputs

ORDER DESK Check credit Issue and send DP L200/L205
for Coming Provide Delivery
Create Billing Plan status Support allocation Book &
Into Force Plan & variations
(if requested) If requested Release Order
(if necessary)

CREDIT MANAGER Support credit status

ALLOCATION TEAM Allocate cash

Create & send

HWSC PROCUREMENT PO L230 Order
Out of PR Promising
OEM SUPPLY CHAIN L225 & Monitoring

L295 Inbound delivery

3PL
management

Receive, acknowledge L295 Make PO available

VENDORS & confirm in agreed shipping point

TOOLS

BLUE BP / BP BLUE BLUE BLUE CDO esc. BLUE

PLANET PLANET CT-RR
FSCM PLANET PLANET Tool PLANET

FORMER ALU ROW PERIMETER

 fA CAE – Order management
III Order release & order execution 2. From L100 to L295 / Complex Orders / under progress

CUSTOMER Proceed to Receive ALL PRODUCTS

Invoice payment DP Commitment
Provide inputs
PM for CIF

ALM Priority allocation

Risk mitigation

Order Booking Confirm Or Escalate if

OMFO SOX Comp. Check Delivery Plan CCRD not met

L100 Comlete Order Check inputs

ORDER DESK Check credit Issue and send DP L200/L205
for Coming Provide Delivery
Create Billing Plan status Support allocation Book &
Into Force Plan & variations
(if requested) If requested Release Order
(if necessary)

CREDIT MANAGER Support credit status

ALLOCATION TEAM Allocate cash

Create & send

HWSC PROCUREMENT PO L230 Order
Out of PR Promising
OEM SUPPLY CHAIN L225 & Monitoring

L295 Inbound delivery

3PL
management

Receive, acknowledge L295 Make PO available

VENDORS & confirm in agreed shipping point

TOOLS

BLUE BP / BP BLUE BLUE BLUE CDO esc. BLUE

PLANET PLANET CT-RR
FSCM PLANET PLANET Tool PLANET

FORMER ALU ROW PERIMETER

WORKFLOW REQUIREMENTS
Requirements:
•Managing service events triggered by different sources of tools and processes from Nokia.
•Following up of defined control points and proactively manage inquiries and requests initiated from/to Nokia or any third party stakeholder involved in the
process without waiting for trigger or instruction unless there’s a decision point identified.
•Liaison with multiple contacts related to order management.
•Registering service events (requests and issues) as a work item with unique identifier.
•Ability to link service events to particular SAP business transactions.
•Ability to manage and split requests for multiple sub processes or end-customer cases using automation.
•Dispatching the service event to resolver in minimum time for processing.
•Providing timestamp for the start and closure of the service event and to any blocking point or dependency throughout the process.
•Maintaining data for operational capacity planning, visibility and Service Level Agreement calculations.
•Capturing issues to collect and aggregate data for continuous improvement.
•Creating a single platform for communication across all markets about service events.
•Simple messaging enabled between individuals limited to exchange of information but not for service request.
•Inquiry management system in place with connection to work item and the capability to manage inquiry-feedback with multiple stakeholders in a chain.
•Using real time visibility of the open work items and backlog to define operational daily priorities.
•Ability to easily extend workflow management for additional process domains without the need of major redesign.
•Recognize priority of the service requests and process them accordingly.
•Transparency, simplicity and completeness in SLA data. It is service provider to ensure that all service request subject for SLA measures a registered in
workflow.
•Handling of escalations using workflow.
•Workflow is required to support quality processes by creating visibility about transactional and process quality issues and the source/root cause of them
•Provider to own the lifecycle of the request from the moment it is captured.
WORKFLOW REQUIREMENTS
This chapter describe Nokia initial expectations for managing Order Management Operations workflow. Final specification will be
updated and detailed in RfQ and agreed with Nokia Market representatives.
Supplier is expected to share solution proposals for the listed items. Supplier - based on its experience - is encouraged to
introduce any further idea or concept by disclosing required details and supporting facts/result for understanding which could
contribute to Nokia’s future success.
The provider will perform detailed assessment on Nokia SAP tool standards and any workflow impacting tool and process
requirements prior to designing its workflow tool solution.
The provider is expected to capture and process automated catalogue based requests without Nokia intervention.
Provider in its responsibility will maintain its workflow solution in accordance with current and future Nokia tool, milestone and
process standards.
•Requirements:
•Managing service events triggered by different sources of tools and processes from Nokia.
•Following up of defined control points and proactively manage inquiries and requests initiated from/to Nokia or any third party
stakeholder involved in the process without waiting for trigger or instruction unless there’s a decision point identified.
•Liaison with multiple contacts related to order management.
•Registering service events (requests and issues) as a work item with unique identifier.
•Ability to link service events to particular SAP business transactions.
•Ability to manage and split requests for multiple sub processes or end-customer cases using automation.
•Dispatching the service event to resolver in minimum time for processing.
•Providing timestamp for the start and closure of the service event and to any blocking point or dependency throughout the
process.
•Maintaining data for operational capacity planning, visibility and Service Level Agreement calculations.
•Capturing issues to collect and aggregate data for continuous improvement.
•Creating a single platform for communication across all markets about service events.
•Simple messaging enabled between individuals limited to exchange of information but not for service request.
•Inquiry management system in place with connection to work item and the capability to manage inquiry-feedback with multiple
TICKETING SYSTEM REQUIREMENTS

Ticketing System tool

The Provider will implement a Web Interface allowing:
•To display a request type catalog
•any Nokia person or delegates to capture any request type
•to display the request type status to any requester (request coming through Web Interface or through email)
•to display the CSO status to any requester based on Nokia policy milestones
•to follow up the activities in real time (in out, pending, on time or not) for single request type or at CSO level to display trends in term of volume and
performance

The provider will implement a workflow tool allowing:

•to capture all requests coming via Web, email, automatic notification, batch
•to dispatch and prioritize the request to the right agents & /or robot
•to follow up any items including in bulk request
•to display on line the relevant work instruction for the agent for remaining manual tasks
•to cross check Agent authorisation/qualification for the request type
•to display the workflow status
•to capture the effort & the lead time associated to the request
•to identify any pending time due to Nokia or other dependencies
•to capture starting, pending time and closure with date/hour/minute
•to provide on real type back log report
•The workflow is enabling to attach and store necessary docs (different lists, PODs etc.)
• web based (user portal where you can log the request or drill down the report) as than it would be easy to bring in any stake holders we want to use it
TICKETING SYSTEM REQUIREMENTS (CON’T)

• The capture and effectively management rework/revision process for corrections or approval chains in place
• Workflow should cover all Logistics Milestones from L* to X650
• Any future change in Nokia Logistics Milestone definitions is to be reflected in providers workflow management system
• Critical Service Level (CSL-Service Provider’s ownership) and Key Measurements (KM-Nokia ownership) should be completely linked to LMSs
• Selection of Order Complexity should be mandatory for all SRs (Service Requests) at the time of Customer Purchase Order (CPO) Receipt. (Completion
of these SRs create CPO IDs. This step is also applicable for Scratch Purchase Orders/Free of Charge Purchase Orders for creating FOC PO IDs
• Service Requests for all Tasks can be created in sequential steps of LMSs. Meaning Service Requests for Sales orders can be created only by selecting
CPO ID, Service Request for Invoice can be created only by selecting Sales Order, Service Request for Shipping Requests can be created only by selecting
Invoice and DNs and so on.
• Integration of other Nokia tools should be automated and avoid manual intervention. Operations Control Tower development team should have close
coordination and involvement.
• Time stamps should be at the time when an Shipping Request is handed over from Nokia to Service Provider and vice versa
• Tabs for handing Shipping Requests may detail its different statuses, example (1) Return (2) Re-submit (3) Completed (4) Rejected (5) Approved (6)
Corrections – Out of Rejected Shipping Requests (Root cause for corrections may be by Nokia or Service Provider or other Business Partners)
• Lead-time and Effort should be measured for each activity (Tab) e.g. (1) Return 2hrs – Any Shipping Request which needs clarification or missing inputs
should be returned to sender (3) Completed – Lead-time based on identified CSL/KM And so on
• Tool should provide Complaint Menu which may be used for measuring Quality, Claims for Damage/Loss
• Tool should have separate menu only for Inquiries having separate maid ID, Mobile #, On-line Chatting
 fA CAE – Order management
II. Order Capturing & entry into the ERP 1.B L* to L100 : Recurrent Orders with high CCC Maturity Level / Gate
5
FRAME CPO (B2B
CUSTOMER CONTRACT Or manual) PRODUCTS :
ION
FIXED NETWORKS
MN
OFFER LEAD
SALES LEAD

PM
Request for Receive CSO ref
Project creation Receive PO
------------------------- Notification if
Create & provide requested
PFC WBS

L* / L030
OMFO Validate & send Order
Receive
PO notification Receive CSO ref
Acknowledgement

CAE

L010 Register PO in Order Auto-Structuring Give Blue

SIMPLE with CDR-CPO/B2B L100 Export Alliance
Oder Registration Planet CSO
ORDER DESK & CCC SO into Blue Planet
Tool Reference

TOOLS
BLUE ALLIANCE ALLIANCE ALLIANCE
ALLIANCE BLUE ALLIANCE
PLANET B2B or E-MAIL B2B or CDR-CPO B2B or CDR-CPO
FE PLANET CREQ
Auto. Notification & CCC

FORMER ALU ROW PERIMETER

 II. Order Capturing & entry into the ERP 2. L* to L100 : Recurrent Orders with Contracted Quote / Gate 5

fA CAE – Order management

RFQ in
FRAME Reference CPO with
CUSTOMER CONTRACT CQ ID
To FC PRODUCTS :
CCC : ION / WLS (MN)
CSV : ION T / WT (MN)
OFFER LEAD
SALES LEAD
Request for
PM Receive CSO ref
Project creation Receive PO
------------------------- Notification if
Create & provide requested
PFC
WBS

OMFO Receive
Receive CSO ref
PO notification

Create & provide BOQ with CQID

CAE -----------------------------------------
Automatic
Creation of
Register CDR-OPA
CSO-OPA
BOQ & csv BOM BOQ with CCC Ref

L* / L030 Validate L010 Register PO in Link CSO-OPA L100 Send Blue

SIMPLE & send Order Oder Registration with CDR-CPO Export Alliance Planet CSO
ORDER DESK Acknowledgement Tool Use of csv BOM or CCC SO into Blue Planet Reference

TOOLS
ALLIANCE
BLUE ALLIANCE ALLIANCE CDR/FE ALLIANCE BLUE ALLIANCE
ALLIANCE CDR-CPO &
PLANET CONFIGURATORS CDR-OPA Auto. Notification
CCC or csv file FE PLANET CREQ

FORMER ALU ROW PERIMETER

 II. Order Capturing & entry into the ERP 3. L* to L100 : Medium Complex Orders / Gate 5

fA CAE – Order management

CPO ALL PRODUCTS

CUSTOMER ----------------------------
CAE BOM determination
Except for IONT & WT
L* / L030 Validation &
SALES LEAD Acknowledgement
OFFER LEAD & registration

PM Request for Provide Requested

Receive PO Delivery date Receive CSO ref
Project creation Notification
------------------------- if requested
PFC Create & provide
WBS
L010 Register PO In Oder L070 Request for
OMFO Registration Tool CSO creation Receive CSO ref

CAE BOM Determination

Order L090 Advise

OP&S Structuring & Alliance SO
Receive Scheduling Ready for export
PO
Notification Send BP
ORDER DESK L100 Export Alliance CSO
SO into Blue Planet Reference

TOOLS
BLUE ALLIANCE ALLIANCE Alliance FE BLUE
SFDC ALLIANCE
PLANET CDR-CSO CREQ C(AE)REQ PLANET
OLPDocs CONFIGURATORS CREQ
Auto-Notification

FORMER ALU ROW PERIMETER

 II. Order Capturing & entry into the ERP 4. L* to L100 : One-shot Complex Orders

fA CAE – Order management

G4 ALL PRODUCTS
CUSTOMER RFQ CPO
-----------------------
CAE BOM Determination
SALES LEAD For IPR / FN /WLS
Contract L* / L030 Validation L010 AA & IMS
OFFER LEAD Elaborate & Approval Acknowledgement Register
Send back RFP and Transfer & registration PO
Meeting In Oder
------------------ Provide
PM Creation of
Registration
Contract Info
Receive CSO ref
Tool
Project & planning
WBS
PFC
Receive PO
Notification L070 Request for
OMFO KICK-OFF CSO creation Receive CSO ref
MEETING
CAE Support Offer BOM Determination &
Lead if requested finalisation out of BOQ

L090 Advise
COD OP&S Decide on Order configuration
Alliance SO
Future CSO structuring & scheduling
Receive PO Ready for export
Notification Structure in
COD OM Blue Planet L100 Export Alliance Send BP
SO into Blue Planet CSO Ref

TOOLS
SFDC ALLIANCE Alliance
OLP BLUE ALLIANCE
CDR-CPO CTC CONFIGU CDR & FE
CONFIGURATORS Docs PLANET CREQ
Auto-Notif. checklist RATORS C(AE)REQ

FORMER ALCATEL-LUCENT PERIMETER

 fAOrders
III Order release & order execution 1. From L100 to L295 / Simple & Medium Complex CAE –/Order management
HW & SW
Gate 5
CUSTOMER Proceed to Receive ALL PRODUCTS
Invoice payment DP Commitment
Provide inputs
PM for CIF

ALM Priority allocation

Risk mitigation

Order Booking Confirm Or Escalate if

OMFO SOX Comp. Check Delivery Plan CCRD not met

L100 Comlete Order Check inputs

ORDER DESK Check credit Issue and send DP L200/L205
for Coming Provide Delivery
Create Billing Plan status Support allocation Book &
Into Force Plan & variations
(if requested) If requested Release Order
(if necessary)

CREDIT MANAGER Support credit status

ALLOCATION TEAM Allocate cash

Create & send

HWSC PROCUREMENT PO L230 Order
Out of PR Promising
OEM SUPPLY CHAIN L225 & Monitoring

L295 Inbound delivery

3PL
management

Receive, acknowledge L295 Make PO available

VENDORS & confirm in agreed shipping point

TOOLS

BLUE BP / BP BLUE BLUE BLUE CDO esc. BLUE

PLANET PLANET CT-RR
FSCM PLANET PLANET Tool PLANET

FORMER ALU ROW PERIMETER

 fA CAE – Order management
III Order release & order execution 2. From L100 to L295 / Complex Orders / under progress

CUSTOMER Proceed to Receive ALL PRODUCTS

Invoice payment DP Commitment
Provide inputs
PM for CIF

ALM Priority allocation

Risk mitigation

Order Booking Confirm Or Escalate if

OMFO SOX Comp. Check Delivery Plan CCRD not met

L100 Comlete Order Check inputs

ORDER DESK Check credit Issue and send DP L200/L205
for Coming Provide Delivery
Create Billing Plan status Support allocation Book &
Into Force Plan & variations
(if requested) If requested Release Order
(if necessary)

CREDIT MANAGER Support credit status

ALLOCATION TEAM Allocate cash

Create & send

HWSC PROCUREMENT PO L230 Order
Out of PR Promising
OEM SUPPLY CHAIN L225 & Monitoring

L295 Inbound delivery

3PL
management

Receive, acknowledge L295 Make PO available

VENDORS & confirm in agreed shipping point

TOOLS

BLUE BP / BP BLUE BLUE BLUE CDO esc. BLUE

PLANET PLANET CT-RR
FSCM PLANET PLANET Tool PLANET

FORMER ALU ROW PERIMETER