Conceptual Level of the eTOM Framework


Nov 20, 2013 (4 years and 6 months ago)


Conceptual Level of the eTOM

The eTOM Business Process Framework positions the SP’s enterprise
within its overall business context: i.e. the business interactions and
relationships, which allow the SP to carry on its business with other
izations. Moreover, this work addresses the aspects of that
business, which are required for an eBusiness and eCommerce world.
Later in this document, Chapter 5 addresses the implications of the
eBusiness SP Enterprise, while Chapter 6 sets out the eTOM
siness Relationship Context Model which links the SP’s business
with that of other organizations.

The eTOM Business Process Framework represents the whole of a
service provider’s enterprise environment. At the overall conceptual
level, eTOM can be viewed

as having three major areas of process, as
shown in Figure 3.1.

Strategy, Infrastructure & Product

covering planning
and lifecycle management


covering the core of operational

Enterprise Management

covering corporate or
ss support management

This chapter introduces the eTOM Business Framework and explains
its structure and the significance of each of the process areas within it.
It also shows how the eTOM structure is decomposed to lower
processes. To assist the rea
der in locating the process area concerned
within eTOM, a graphical icon of eTOM, alongside the text is provided
(as here) to draw attention to the relevant eTOM area. This is
highlighted in red to indicate the focus of the following text or

The Conceptual Structure view provides an overall context that
differentiates strategy and lifecycle processes from operations
processes in two large process areas, seen as the two large boxes
towards the top of the diagram, together with a third area bene
which is concerned with enterprise management. It also differentiates
the key functional areas in four horizontal layers across the two upper
process areas. In addition, Figure 5.1 shows the internal and external
entities that interact with the enterpr

To understand the eTOM Business Process Framework, each process
area is analyzed and decomposed into further groupings and
processes. For each level of analysis or decomposition, the process
area, grouping or process itself is presented with a brief
, summary
level description. At this highest level, the three basic process areas
are outlined below.


Process Area is the heart of eTOM. It includes all
operations processes that support the customer operations and
management, as well thos
e that enable direct customer operations
with the customer. These processes include both day
day and
operations support and readiness processes. The eTOM view of
Operations also includes sales management and supplier/partner
relationship management.

Strategy, Infrastructure & Product
Process Area includes
processes that develop strategy, commit to the enterprise, build
infrastructure, develop and manage products, and that develop and
manage the Supply Chain. In the eTOM, infrastructure refers to m
than just the IT and resource infrastructure that supports products and
services. It includes the infrastructure required to support functional
processes, e.g., Customer Relationship Management (CRM). These
processes direct and enable the Operations pr

Enterprise Management
Process Area includes basic business
processes required to run any business. These processes focus on
Enterprise Level processes, goals and objectives. These processes
have interfaces with almost every other process in t
he enterprise,
whether operational, product or infrastructure processes. These are
sometimes considered corporate functions and/or processes, e.g.,
Financial Management, Human Resources Management processes,

The conceptual view of the eTOM Business Pr
ocess Framework
addresses both the major process areas as above and, just as
importantly, the supporting functional process areas, depicted as
horizontal layers. The functional areas reflect the major expertise and
focus required to pursue the business.
The four functional areas are
described below:

Market, Product and Customer

include those dealing with sales and channel
management, marketing management, and product
and offer management, as well as Customer
Relationship Management and ord
ering, problem
handling, SLA Management and billing.


processes include those dealing with
service development and configuration, service
problem management and quality analysis, and rating.


processes include those dealing with
velopment and management of the enterprise's
infrastructure, whether related to products and
services, or to supporting the enterprise itself.


processes include those dealing
with the enterprise’s interaction with its suppliers and
rtners. This involves both processes that manage
the Supply Chain that underpins product and
infrastructure, as well those that support the
Operations interface with its suppliers and partners.

Additionally, in the diagram, the major entities with which t
he enterprise
interacts are shown. These are the customers, the suppliers and
partners, as well as employees, shareholders and other stakeholders.

, to whom service is provided by means of
the products sold by the enterprise: the focus of the

, who provides products or resources used
by the enterprise directly or indirectly to support its

, with whom the enterprise co
operates in a
shared area of business

, who work for the enterprise to pursue its
ess goals

, who have invested in the enterprise
and thus own stock

, who have a commitment to the
enterprise other than through stock ownership.

©TeleManagement Forum April 2002