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BUSINESS PROCESS FRAMEWORK FUNDAMENTALS MODULE 0WELCOME AND INTRODUCTION
WELCOME AND INTRODUCTION
Notes:
COURSE INTRODUCTION
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eTom - enhanced telecom operation maps.
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The business process framework roots were in the information and communications services
industry. But it now covers the entire spectrum of enterprises doing business in digital world.
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The overall course objective is to enable you to begin using the framework in projects.
6 module with single learning objective:Module 1 Introduction to etom framework
Module 2 How the framework is structured
Module 3 Many uses of the framework
Module 4 Use in transforming an enterprise business process
Module 5 How conformance to the framework is measured
Module 6 How it can be used in other industry business model
WRAP UP
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BUSINESS PROCESS FRAMEWORK FUNDAMENTALS - MODULE 1
INTRODUCTION
WELCOME
Notes:
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FRAMEWORK INTRODUCTION
Notes:
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Description of the framework and its goals. Benefits realised.
THE BUSINESS PROCESS FRAMEWORK GENERAL DESCRIPTION
THE BUSINESS PROCESS FRAMEWORK GENERAL DESCRIPTION
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 The Business Process Framework, highlighted here in the Frameworx disc, describe the structure
of business process, such as Product Offering Development & Retirement, Order Handling and
Customer Experience Management, used by an enterprise to achieve its goals.
 The Business Process Framework in combination with the Information Framework offer a way to
explain “HOW” things are intended to fit together to meet a given business need.
 The Business Process Framework defines the appropriate business processes, and the Information
Framework adds definitions of information entities acted on and used by the processes, thus
providing a means for capturing the structure and the expected behavior to meet the need.
ABOUT THE BUSINESS PROCESS FRAMEWORK
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Five common questions that help explain what framework is:
 How is it structured? – The Framework is an enterprise-wide process decomposition or structured
outline. The structured is very rich but based on rules that are easy to understand. It structured
does not reflect or imply any form of organization structure.
 What are its origin? – The Business Process Framework supports the processes needed to do
business based in the digital world. The Business Process Framework has evolved over the years
from an enterprise operations focused model to one that now supports the processes needed to
do business based in the digital world.
 Why have a process framework? – The Business Process Framework covers the breadth of an
entire organisation. Such a framework provides a standard way of structuring, defining and
implementing business processes, defines consistent, common terminology, and allows reuse of
the investment in it. Framworx with an “X”, including the Business Process Framework, is the only
set of standards that guides enterprises in their journey through the digital world.
 What does the framework include? – The framework includes all concepts typical of an process
model including a standard process structure, terminology, process definitions and classification
scheme along with example process flows
 Is it a standard? – The Business Process Framework is a de-facto standard because of its use
throughout the world.
GOALS ACHIEVED BY THE FRAMEWORK
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There are number of goals that can be achieved by using the framework, along with example process
flows.
 Provide an enterprise wide process discipline – The first goal, provides a foundation for
enterprise wide process discipline to the development of business processes which easily adapts
to enterprise-specific process requirements and changes in the way enterprises conduct business
in the digital world.
 Manage complex business relationship – Which helps ensure successful management of complex
business relationships in today’s digital marketplace by enabling an enterprise to do business
efficiently and effectively with other enterprises via strong process integration among them.
 Create consistent process flows – by enabling the creation of consistent end to end process flows
to be created from a standard set of processes, also called process elements. (Process is a
shorthand for process element or activity, contained in a process flow). Standard set of processes
enables their re-use in any flow in which they are involved.
 Understand application portfolios – The framework provides the basis for understanding and
managing portfolios of applications in terms of business processes. It can also be used to specify
application requirements from a process perspective for the development of or procurement of
applications.
 Reducing management time and cost - Of reducing the management time and cost associated
with process related projects is achieved by using an industry standard process model that can be
used as a starting point rather than starting from scratch.
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CASE STUDY
VIRGIN MEDIA CASE STUDY
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BUSINESS PROCESS FRAMEWORK FUNDAMENTALS - MODULE 2
INTRODUCTION
FRAMEWORK STRUCTURE
Notes:
FRAMEWORK STRUCTURE INTRODUCTION
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Learn about three key framework concepts followed by an exercise that will reinforce the need for
a standard process decomposition.
 Walkthrough of the framework followed by case study that describes how to use the structure of
the framework to define the boundaries or scope of a project.
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KEY FRAMEWORK CONCEPTS
KEY FRAMEWORK CONCEPTS (1 of 2)
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 Three key framework concepts that are used in its structure. And Why is the need for a standard
structure.
 The Business Process Framework provides a standard structure for cataloguing business processes.
KEY FRAMEWORK CONCEPTS (2 of 2)
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TWO KEY CONCEPTS
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 Three Key concept is core processes, domain and tasks
The structure of a core process, one of the key concepts. A core process is a collection of processes
that manages the lifecycle of one or more key business entities, such as an offering to the market
and its specification, or definition. Example of core process that manages the lifecycle of an
offering to the market will be developed from the top down.
Figure above is the core process that manages the lifecycle of the offering.
The MAROON BOX – the Naming guideline is to use a noun or nouns in the name. Typically, the
name begins with one or more nouns that represent the key business entity whose lifecycle is
being managed. In this example the key business entity is Product Offering followed by the two
nouns Lifecycle and Management.
The GREY BOX – is the collection of first level tasks, another key concept. Each task at this level,
referred to as a first level task. Typically, manages a single state in the lifecycle of a key business
entity, in this case an offering. The naming guideline for tasks is to begin with an active verb
followed at some point by the name of the key business entity. Example Develop Detailed, which is
an additional word inserted into the name, Product Offering follows this guideline. NOTE: Each
word in the name of a process begins with a capital letter. Most tasks at this level decompose into
at least one or more level of tasks.
The RED BOX – Next level of task often represents the steps taken to complete the task, such as
the steps to complete gathering and analysing ideas for new offerings.
One additional point is that no process is duplicated in the framework.
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DOMAIN CONCEPT (THIRD CONCEPT) (1 of 2)
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The third key concept is called the domain is a collection of core processes associated with a
specific management area.
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Domains that make up the framework are consistent with the key domains/concepts in the
Information Framework and the Application Framework.
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Figure above (with the arrow shown) is the entire Product domain, made up of a set of first level
core that manages the lifecycle of all product related key business entities. Depending on the
complexity, some core processes may be decomposed into lower level core processes.
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To summarise, the first level of the decomposition is domains, followed by one or more levels of
core processes and then by typically tow or more levels of tasks.
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DOMAIN CONCEPT (THIRD CONCEPT) (2 of 2)
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THE COFFEE SHOP PROCESS
THE COFFEE SHOP PROCESS FLOW EXERCISE (1 of 2)
Notes:
THE COFFEE SHOP PROCESS FLOW EXERCISE (2 of 2)
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A simple Process flow which shows the sequence in which tasks are performed.
THE COFFEE SHOP PROCESS FLOW EXERCISE SOLUTION (1 of 3)
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THE COFFEE SHOP PROCESS FLOW EXERCISE SOLUTION (2 of 3)
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What happen when a standard process framework is not used:
 Little commonality among the recorded flows
 Difficulty in classifying processes into a related group as a core process
 Possibility of unknown duplication where the same process has different names
 Process flows recorded in many systems and not in a single model
 Overlapping processes
 Duplicate flows that do not have the same goals
This is much more than just the standard structure of the Business Process Framework. It’s about the
contained within the structure which provides a starting point for developing industry standard based
process flows.
What to consider when developing flows:
 First, used a tool that can select process elements that would be imported in a tool for developing
a flow
 Second, use a simulation tool to test the flow
 Last, use of a process automation tool manages the execution of the flow
THE COFFEE SHOP PROCESS FLOW EXERCISE SOLUTION (3 of 3)
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BUSINESS PROCESS FRAMEWORK CONTENT WALKTHROUGH
BUSINESS PROCESS FRAMEWORK CONTENT WALKTHROUGH (1 of 4)
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Notes:
First you will see the complete set of domains that make up the framework.
BUSINESS PROCESS FRAMEWORK CONTENT WALKTHROUGH (2 of 4)
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Figure above is the Business Process Framework domains.
 They are aligned with domains that make up the top-level structure of the Information Framework
and Application Framework.
 (First Domain) Market Sales Domain – Support the Sales and Marketing activities needed to gain
business from customer and potential customers. On the Sales side, this includes sales contacts or
leads or prospects through the sales-force and sales statistics. Market includes market strategy
and plans, market segments, competitors and their products, through to campaign formulation.
 (Second Domain) Product Domain – Concerned with the Lifecycle of products and information
related to products lifecycles. It includes the strategic portfolio plans, products offered, product
performance, product usage, as well as the product instances delivered to customers.
 (Third Domain) Customer Domain – Represents individuals or organisations that obtain products
from an enterprise such as a service provider. It represents of all types of contact with the
customer, the management of the relationship, and the administration of customer data.
Customer also includes customer bills for products, collection of payment, overdue accounts, and
the billing inquiries and adjustments made as a result of inquiries.
 (Fourth Domain) Service Domain – Concerned with the definition, development, operational
aspects of Services used to realise offerings to the market. Includes agreement on Service levels to
be offered, deployment and configuration of Services, management of problems in Service
installation, deployment, usage, or performance and quality analysis. Also includes planning for
future services, service enhancement or retirement and capacity.
 (Fifth Domain) Resource Domain – Concerned with the definition, development and operational
aspects of the applications, computing and networks which represent the infrastructure of an
enterprise. Resource management has three important objectives. (1) To associate Product and
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Services to Resources and provide detailed enough set of Resource entities to facilitate this
association. (2) To ensure that Resources can support and deliver Products offered by the
enterprise. Management of Resources involves planning, configuration, and monitoring to capture
performance, usage and security information. Also include the ability to reconfigure Resources in
order to fine tune performance, respond to faults, and correct operational deficiencies in the
infrastructure. Resources also provide usage information which is subsequently aggregated to the
customer level for billing purposes. (3) To enable strategy and planning processes to be defined.
(Sixth Domain) Engaged Party/Business Partner Domain – Includes all data associated with
individuals or organisations that are of involved with an enterprise. It represent planning of
strategies for engagement with parties, all types of contact with the party, the management of the
relationship, and the administration of party data. The Engaged Party domain includes data and
processes related to the party bills for products, collection of payment, overdue accounts and the
billing inquiries and adjustments made as a result of inquiries.
(Seventh Domain) Enterprise Domain – It provides support and sets policy for the overall
enterprise. It also include activities that are common to all enterprise across all industries such as
accounting and human resource management.
(Eight/Final Domain) Common Domain – Common Process Patterns and it contains processes
such as Cataloging, Capacity Management, and Configuration Specification and Configuration
Management. They represent reusable components that can be used to define business processes,
such as Product Capacity Management, Service Capacity Management, Resource Capacity
Management. A key characteristic of Common Process Patterns domain is they CANNOT EXECUTE
on their one and ALWAYS require specialisation. Example, defining capacity has no meaning unless
it is put in the context of a process such as defining product capacity.
BUSINESS PROCESS FRAMEWORK CONTENT WALKTHROUGH (3 of 4)
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Notes:
Small graphic on the lower right within some core processes. It indicates the status of the core
process’s development. Not Fully Developed status for a domain, core process, or process at any
level in the decomposition means that it is empty or almost empty, but it has been identified as
required.
Development is based on member contributions and none have yet been made for these
processes.
Preliminary status is typical work that is delivered over a series of iterations. Any object in the
framework with a preliminary status is usable as it is, but a deeper study is in-progress to complete
the content of it. NOTE even a preliminary object is APPROVED by the Frameworx team and TM
Forum, it won’t be included in TM Forum Conformance Certification as it has to be completed.
Some modification might be made. Objects with no graphic mean that the have been fully
developed.
Core processes in domains, except for Enterprise and Common Patterns domains, are also
categorised. There are two categories.
First level categorisation is often referred to as process areas. There are TWO: (1) Strategy,
Infrastructure and Product often called SIP and (2) Operations often called Ops.
An understanding of the SIP process area is best obtained by looking at the description of its
vertical subcategories, which often referred to as process groupings:-
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The Strategy and Commit process grouping provides the focus within the enterprise for
generating specific business strategies and gaining buy-in within the business for them.
o Product Lifecycle Management drives and supports the development of offerings for
customers,
o while Infrastructure Lifecycle Management delivers of new or enhanced infrastructure on
which the offerings are based. Their focus is on meeting customer expectations whether
as offerings, the infrastructure that supports the operations functions and products, or
engaged parties, such as suppliers and partners, involved in adding value to the
enterprise’s offering to customers. Some of the core processes, such as Marketing
Campaign Management belong to more than one category.
An understanding of the Ops process area is best obtained by looking at the description of its
vertical subcategories, which are also often referred to as process groupings.
o The Fulfilment process grouping is responsible for providing customers with their
requested products in a timely and correct manner. Its translates the customer’s business
or personal needs into a solution, which can be delivered using the specific offerings in the
enterprise’s portfolio.
o Assurance is responsible for the execution of proactive and reactive maintenance activities
to ensure that services provided to customers are continuously available and for
performing to service level agreements or quality of service performance levels. It receives
problem reports from the customer, informs the customer of the problem status, and
ensures restoration and repair, as well as ensuring a delighted customer.
o Billing and Revenue Management is responsible for the collection of appropriate usage
records, determining charges and billing information, production of timely and accurate
bills, for providing pre-bill use information and billing to customers, for processing their
payments, and performing payment collections. In addition, it handles customer inquiries
about bills or other billing related inquiries.
o Operation Support and Readiness is responsible in for providing management, logistics
and administrative support to the Fulfilment, Assurance and Billing and Revenue
Management, referred to as the FAB process groupings, and for ensuring operational
readiness in the fulfilment, assurance and billing areas. In general, processes in this
grouping are concerned with activities that are less single customer specific than those in
FAB.
The Product Lifecycle Management process was used as an example for explaining the concept of
a core process, as shown in the figure above it is actually a third level core process.
o The First level core process is Product Specification & Offering Development & Retirement
o All processes that focus on the lifecycle of a key business entities are grouped together
o The next process is Product Offering Development & Retirement
o The Product Offering Lifecycle Management process. Below is the third level process–
 Product Offering Lifecycle management
 Product Offering Pricing
 Product Offering Cataloging
 Product Offering Agreement Management
 Product Offering Prototyping
 Product Offering Promotions Development
o
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Every process had a brief description and if needed an extended
 The category indicates the level of decomposition at which the process exists. Ash
shown in figure below
 Domains are considered to be level one,
 Since this process is third level, its level number is 4
 Process identifier is a unique identifier for the process
 A different numbering scheme was used in the past. The process original, or
previous, identifier is filled in for processes that were in the framework when this
was the case.
 The maturity level represents the state of the process in the TM Forum approval
process. Example Team Approved, Member Evaluation or TM Forum Approved.
 Explanatory tab is for future work but some processes do have this information
available.
 The Association tab contain links to other diagrams related to the process.
Product Offering Lifecycle Management decomposes further as indicated by the plus sign at the
bottom of its graphic.
First Level task – Product Offering Lifecycle Management
Second Level task – Gather & Analyse New Product Offering Ideas
Absence of plus sign meant that process does not decompose further.
Unless a core process is in the not fully developed status, a core process will decompose into two
levels of tasks.
Some decompose into further levels based on their complexity
o
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Another Product Domain process – Product Capacity Management.
o It does not decompose further as the previous Product Domain process, as it reuses a
generalised set of Capacity Management processes in the Common Process Pattern
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o
domain
Capacity management process when they are added to the Service and Resource domain
will also reuse this generalised process
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Customer Domain process. Two core processes that will illustrate the framework’s consistent
structure and level of detail and to explain an apparent process gap in this domain.
o Gap in this domain – No SIP category processes in this domain
 This gap has begun to be filled with the addition of a Customer Experience
Management Strategy & Planning core process
 The decomposition of Customer Management
 This core process decomposes into for task level processes, two of which
decomposes further
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Engaged Party domain is previously known as Supplier/Partner domain
o In today digital’s world not every individual or organisation can be necessarily viewed in
these two generalised roles. Example, in a digital marketplace there may be an application
developer who sells application on an enterprise’s marketplace and as such, is considered
to be seller; or a broker who offers an enterprise’s excess capacity
o That is not to say that supplier/or partner are roles that interact with an enterprise
o Party Agreement Management is that it is reused/used to prepare agreement for any
Party, including customers, and for preparing template agreements, such as those
associated with product offerings and service level agreements
The Final process in this domain is Party Order handling, this process manages the lifecycle of
outbound and possibly inbound, orders to and from other parties. Example in digital marketplace
an order may be sent to another party such as a Seller from an enterprise that sells on behalf of
the party.
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Other Format of the Framework is available such as
o clickable HTML model,
o MDB format for use in Casewise Corporate Modeler, which is the tools used as the
repository for the Business Process Framework.
 A data model for use in any process modelling tool capable of importing MDB
format files example importing into Casewise tool if use it for process modelling
o XML format for use in XML Editors, binary model that can be loaded into Casewise
Corporate Modeler or where supported, can be imported into other process modelling
tools
o Excel spreadsheet format. The zip file also includes the a ReadME file and release notes
BUSINESS PROCESS FRAMEWORK CONTENT WALKTHROUGH (4 of 4)
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USING THE FRAMEWORK’S STRUCTURE AND CONTENT CASE STUDY
WALKTHROUGH
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WRAP UP WRAP
UP
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BUSINESS PROCESS FRAMEWORK FUNDAMENTALS - MODULE 3
(PART I of II)
INTRODUCTION
BUSINESS PROCESS FRAMEWORK USES
Notes:
1.2 BUSINESS PROCESS FRAMEWORK INTRODUCTION
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CASE STUDY
USING THE FRAMEWORK CASE STUDY (1 of 4)
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USING THE FRAMEWORK CASE STUDY (2 of 4)
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USING THE FRAMEWORK CASE STUDY (3 of 4)
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USING THE FRAMEWORK CASE STUDY (4 of 4)
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FRAMEWORK USES
FRAMEWORK USES (1 of 6)
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FRAMEWORK USES (2 of 6)
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Notes:
Uses of Business Process Framework
o Developing process flows
o Defining project scope
o Plan, design, test, and deploy applications
o Transforming business processes
o Procurement request support
o Role/organisation mapping
o Managing Key Performance Indicators
o Focus process related discussion
The importance of using a standard process decomposition and model.
Defining the scope project in terms of the involved processes
Using the framework to plan, design, test and deploy on it use in planning and design
Transforming business processes, used by an enterprise
What role the Business Process Framework plays in application and platform development when
there is an Application Framework which is part of Frameworx, with an “x”
One thing to keep in mind is that applications and platforms are developed to implement and or
support an enterprise’s business processes
o Business Process Framework can and should play a role in development, starting with
planning.
o The framework decomposition structure can be used as part of planning to define the
scope of processes involved in a project – from an application or a platform perspective
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o
o
One other role in planning: Organizing high level and detailed requirements, such as high-level use cases and
detailed used cases.
High level use case typically: Have an associated process flow
 Primarily support one of the vertical categories
 Contain an initial step, which is associated with a core process in a single domain
 Example high-level on-line shopping process flow could be organised within the
customer domain’s Order Handling core process and categorised as a vertical
process grouping Fulfilment related use case; On-boarding a seller’s offerings
process flow could be organised within the Engaged Parties Domain’s Party
Product Offering Development & Retirement core process and categorised as a
Product Lifecycle Management related use case.
 Detailed use cases can be similarly organised but organised using task level
process
 Example, the on-line shopping use case may have more detailed use cases, such as
one for accepting payment from the shopper
FRAMEWORK USES (3 of 6)
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FRAMEWORK USES (4 of 6)
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FRAMEWORK USES (5 of 6)
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This could be organised within the Manage Customer Payments process, or it could be organise
within the Collect Customer Payment process.
This lower level placement may be preferable, especially if there are a large number of payment
related use cases.
At some point the requirements may be migrated to some form of enterprise or organisation
repository of requirements which is organised in the same way.
Even if they are not migrated to an enterprise or organisation repository of requirements, there
are some added bonuses to using the Business Process Framework in this way
This approach captures the explicit linkage between the activities within the framework for the
business area within scope and the IT components which provide the automated solution for the
business requirements
Furthermore, it can provide the reference base for answering questions such as:
o Does automation for this function already exist?
o Can I rationalise my IT investments to remove duplication?
Saving time versus developing a proprietary classification structure or How about providing a
ready-made set of starting requirements – but not necessarily the complete set or using an
industry standard framework that simplifies internal and external communications regarding
requirements
Ensuring completeness of requirements as core processes and their tasks manage the complete
lifecycle of a key business entity.
One of the bonuses mentioned was that the framework’s processes “Provides a ready-made set of
starting requirements – but not necessarily the complete set”
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FRAMEWORK USES (6 of 6)
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 How is this bonus achieved during the design phase of an application or platform development
process?
o A look at the similarities and differences between the properties of a task level business
process and a use case provides answer to this question
 Each business process in the framework has a name, brief description and an
extended description
 Detailed use cases take on the form of ‘verb’ or ‘object or ‘entity’
 This is the same form as task level processes
 Both use cases and framework processes at this level achieve a business goal
 The goal of the process is typically stated in its first sentence or shown here in the
‘Rollout’ or ‘Launch’ Product Offering highlighted brief description
 A Use Case, representing a task inherit the properties of a Business Process and
adds more detail regarding the interaction between process and information
 The process into which a process decomposes can be used as the basis for a use
case’s steps and their description
 Using the framework in this way achieves the promised bonus
BUSINESS PROCESS FRAMEWORK AND PROCUREMENT (1 of 3)
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 The Business Process Framework can play an important role when procuring solutions from
external providers
o Example, when submitting a request for proposal or request for quote
o As with any framework related project, the template explains that scope of the
procurement from a process requirements perspective should be expressed in terms of
the framework
BUSINESS PROCESS FRAMEWORK AND PROCUREMENT (2 of 3)
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BUSINESS PROCESS FRAMEWORK AND PROCUREMENT (3 of 3)
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Notes:
Develop a Business Process related spreadsheet, such as the one shown here that can be used to
provide more detailed requirements, including any enterprise specific process that were added to
the framework
Note: the blue columns are prepared by an enterprise and the green columns are completed by
the respondent to the procurement request
This spreadsheet also allows respondents to state their solution’s level of conformance to the
framework
The score represents the degree of equivalence to a framework’s process, the higher the score the
higher the degree of equivalence
ROLE/ORGANIZING MAPPING
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The next use focuses on using the framework to perform “role” or “organisation” mapping
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Each process should have ONLY ONE OWNER
Which is a principle of Responsible, Accountable (the owner), Support, Consult, Inform called
RASCI analysis or if Support is not included, then it is called RACI analysis
Well known and used technique used to perform role and responsibility analysis within an
enterprise or part of an enterprise
How this difference of opinion can be resolved by using the Business Process Framework to
perform ‘RASCI’ analysis
RASCI ROLE AND RESPONSIBILITY CHART (1 of 2)
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 ‘RASCI’ Role and Responsibility chart that shows a Product Designer and Product Manager who
both believe that they own this process
RASCI ROLE AND RESPONSIBILITY CHART (2 of 2)
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Notes:
But if the analysis is taken to the next level of processes the ownership issue is resolved
The Product Designer is accountable for Product Specification Development & retirement which
manages the lifecycle of the specifications that are used as the bases for developing offerings
The designer is also responsible ‘indicated by the R’ for the process, which means that the process
is carried out by the designer
The Product Manager is consulted ‘indicated by the C’ for the process, this means the manager is
consulted before any decision or action is taken
The Product manager is accountable for Product Offering Development & Retirement, which
manages the lifecycle of offerings, including pricing, made to the market
Two responsibilities were not shown in this example:
o The first, support which are resources allocated to Responsible
o Unlike Consulted who may provide input to the task, Support will assist in completing the
task
o The second, responsibility is to Inform those who need to be informed after the
completion of a task
o The level of processes to which the analysis goes depends on how detailed you want to
perform the analysis
o However, if you do encounter process ownership issues, going to lower levels may resolve
them just as the ownership issue was resolved here
o We can also use organisation instead of roles to perform the analysis
MANAGING KEY PERFORMANCE INDICATORS
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Managing Key Performance Indicators or KPIs is a critical to the successful implementation of
processes and process flows.
Figure above is an example of process flow where a party, such as a partner or seller, can self-onboard themselves as an initial step to doing business with an enterprise
Before a process flow and its processes or one or more individual processes, are implemented
they should be tested ‘KPIs’, such as time or cost, can be associated with the flow and each
process in the flow
In this example a cost associated with each process execution is the ‘KPI’.
A process simulation tool can be employed to test the flow and make it come alive!
PROCESS FLOW SIMULATION
PROCESS FLOW SIMULATION SUMMARY
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The summary of the process flow’s simulation that shows the average time and cost for it to
execute
Simulation tools typically allow one or more ‘KPIs’ to be associated with each process within it,
assign values to the KPIs that can be specified to vary over the executions and to run a fixed
number of executions or allow a user to stop the simulation manually
Also, tools typically have a number of reports that can be generated
Here you can see cost information for each process within the flow
This enables a process analyst to evaluate the flow and the processes to see if they meet
expectation
Values for the ‘KPIs’ should also be collected and evaluated once the process flow and its
processes are implemented to ensure they are operating effectively and as expected
One more use of the framework that you may want to employ. Its for process related problem
solving
Question to ponder:o What method do you currently use?
o How do you focus discussion of processes that may contribute to the problem?
o How do you ensure that all processes have been considered?
Many organisation have no established methods for identifying the potential process-related
causes of problems, and therefore may rely on the subject matter expertise of members of a team
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
assembled to solve the problem, without any formal, or standard, framework to facilitate
discussions of potential problems, discussions can become unfocused and wander off in different
directions.
And without an enterprise wide framework to use, there is nothing to guarantee that all processes
are considered!
WRAP UP WRAP
UP
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BUSINESS PROCESS FRAMEWORK FUNDAMENTALS - MODULE 3
(PART II of II)
INTRODUCTION
BUSINESS PROCESS FRAMEWORK USES
Notes:
SCOPING A PROJECT EXERCISE SCOPING
A PROJECT EXERCISE
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SCOPING A PROJECT EXERCISE SOLUTION (1 of 2)
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SCOPING A PROJECT EXERCISE SOLUTION (2 of 2)
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Developing a solution to a challenge is an iterative process; the solutions presented here represent
the result of the first iteration and may vary from the solutions developed by you.
The justification for this solution is provided as it is presented
As further iterations are undertaken, analysis of the decomposition for each included first level
core process will help refine and further develop the scope to include lower level core and task
level processes.
The solution included additional roles that should have been included as part of the team or are
unmentioned roles played by the project team.
The suggested solution will start with the Strategy, Infrastructure and Product process category
and then move on to the Operations category
All Infrastructure Lifecycle Management processes were included because it was stated in the
exercise description that “The team also wants to ensure that F-Con’s infrastructure will be in
place and can support the new offerings and the CPE”
This processes put F-Con’s infrastructure in place and ensure that it is capable of delivering the
types of Products, Services and Resources necessary to achieve goals stated in F-Con’s strategy
Party Tender Management and Party Agreement Management were included in order to put out
tenders, such as requests for proposals, to potential parties that will provide the ‘CPE’ and
infrastructure.
The figures that show the ‘CPE’ in the exercise description are from other parties from whom F-
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Con will acquire the ‘CPE’ and sell it directly to its customers.
Its also assumed that F-Con does not manufacture the resource infrastructure necessary to
support its new offerings.
This should be implies that Procurement Managers should be part of the project team
Most of the Product Lifecycle Management processes were included, because it was stated in the
introduction to the student exercises description that “F-Con plans to develop an IP access
network will provide fiber to a customer premises,” and in the description for this exercise, that
“F-Con will be making customer premise or ‘CPE’ available associated with new fiber to the
premise offering.
The ‘CPE’ will also be bundled with these offerings
These processes deal with identifying the types of Products, Services and Resources that will be
necessary to support these requirements, as well as Marketing Campaigns used to promote them
Marketing Communications and Advertising use to let the market know of their availability and
Sales Channels will be used to offer these to the market.
This implies that Marketing Managers and Sales Managers may be or should be part of the project
team
Part Product Offering Development & Retirement was not included since this process manages the
lifecycle of offerings from other parties that will be on-board and sold on behalf of other parties
Let’s look at the reasons for not including some processes
o Strategy & Commit processes were not included because it was stated in the exercise
description that “The CPE will be bundled with these offerings. Product Managers and
Network Engineers are part of a project team implementing the strategy set forth by FCon executives to identify the types of CPE needed to support these offerings”
o This implies that F-Con’s strategy is already in place
Now let’s look at operations:
o All the Operations Support & Readiness processes were included because these processes
ensure that the Operations processes are ready to support F-Con’s infrastructure in the
delivery of F-Con’s offerings to the market
o Example, RM&O Support & Readiness Enable Resource Provisioning process and includes
planning and development of new and -or modified resource infrastructure
 This ensure the availability of sufficient resource infrastructure to support the
Resource Provisioning processes, monitoring, managing and reporting on the
capability of the Resource Provisioning processes
 Furthermore, Manage Workforce was included because this process is responsible
for managing the activities that put the infrastructure in place
 Party Relationship Development & Retirement was included in order to establish
relationships with parties that will provide the CPE and infrastructure
 Party Order Handling was included because this process is used to acquire CPE as
well as resource necessary to construct F-Con’s infrastructure
 Party Interaction Management was included because this process manages all
interaction with parties from which the CPE and resources needed to construct its
infrastructure
o The other operation processes:
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Deal with fulfilling, assuring and billing offerings delivered to the market where
not included because the exercise description did not mention those aspects of
the project
There may be another team working on this aspects of the overall project or it
may be the next step for the existing project team
WRAP UP WRAP
UP
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BUSINESS PROCESS FRAMEWORK FUNDAMENTALS - MODULE 4
INTRODUCTION
BUSINESS PROCESS FRAMEWORK USES
Notes:
FRAMEWORK AND BUSINESS PROCESS TRANSFORMATION
INTRODUCTION
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In this part of the course we will look at a typical first use of the Business Process Framework
where it is used to begin the development of an enterprise process model by adopting the
framework as part of a business transformation project.

There are three approaches that you will learn about, as well as how to extend your
implementation of the framework with processes specific to your enterprise

Techniques that assist in confirming an implementation will also be described.
DEVELOPING AN ENTERPRISE PROCESS FRAMEWORK
DEVELOPING AN ENTERPRISE PROCESS FRAMEWORK
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There are three approaches that can be used to develop an enterprise process framework which is
based on the Business Process Framework
They are bottom-up, top-down, and a combination of the two
If you only have process flows this is called the bottom up approach
o Because the processes or steps, in the flows are typically at the task and subtask level
If you only have a process decomposition this is called the top down approach
o Because the tasks and subtasks are typically organized into equivalent of core processes
NOTE: organizing process flows into some form of logical groupings is not the equivalent of a
decomposition, because the process in the flow typically come from multiple core processes.
DEFINING THE SCOPE OF THE PROJECT
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Notes:
An important first step before beginning is to define the scope of the project since seldom does an
enterprise undertake a project that covers its entire breadth of processes
The scope is defined in terms of the Business Process Framework’s domains and first level core
processes
Once again that the framework is used this way for any process related project
It demonstrates how the structure of the framework can be used to incrementally develop an
enterprise’s process model
Your enterprise may only use process flows and not have decomposition
Whatever type or types of flow you use, and are within the scope of the project, can be used to
assist in defining the scope in terms of the framework
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Example, you may use swim lane process flows or workflows that defines the logic of business
processes; or information flows that concerns the flow of data or information; or material flows
that concerns the actual physical items; or financial flows that depicts the movement of money
into or out of a business, project, or financial product.
 If you do have one or more decompositions they could be in many forms, including those in
spreadsheets or in a repository managed by a process modelling tool
 Their processes can be used to assist in defining the scope of the project in terms of the
framework
 IMPORTANT NOTE: that subject matter knowledge of your processes and the processes in the
framework are necessary to successfully define the scope of the project
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BOTTOM UP APPROACH EXAMPLE
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Notes:
All the processes in the flows and -or decompositions will be used as a starting point to create your
enterprise specific implementation of the framework
Here is small example of a flow that will be used as an example to demonstrate the bottom up
approach.
You may want to develop a similar spreadsheet. There is no need to have a separate for each flow.
You may want to have one for process flows that focus on one of the vertical process groupings,
such as Fulfilment, where the flows cross domains, or one for flows that focus on a domain or
domains that cross vertical process groupings.
This will help you identify any enterprise processes that map to a single framework process,
including (indicating) that they may overlap with one another or may be the same process with
different names
If you have decompositions, you may want to have spreadsheet for each domain.
Column C used to indicate whether the group of processes represent a flow or a decomposition to
distinguish the type of input to the development of the framework based decomposition
Column D is used to indicate the source of the input, since there may be more than one
organization, product line, or some other source involved in the project
Column E indicates that the current process can be or should be decomposed further into one or
more levels of sub-processes
The next part of the course describe some techniques that can be used to do this and the
framework’s core processes that support the flow and represent the scope are Selling in the
Market or Sales domain, Customer Management and Order Handling in the Customer domain, and
Workforce Management in the Resource domain.
You may wonder how these core processes where identified as those in scope
The NOUN in the process name can be used in some cases.
o Example, the customer related processes deal with managing the life of the customer key
business entity and Customer Management is the process that does this; and Workforce
Management deals with managing the lifecycle of an enterprise’s work force, including
their schedules.
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o
So having a basic understanding of the goal of a core process is essential in determining
the scope of a project such as this or any process related project
ADDING FRAMEWORK PROCESSES
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o
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Continuing on, the core processes in scope along with their decompositions (click) are added to
the spreadsheet.
They can be copied from the Business Process Framework in Excel format, which is one of the
formats you saw earlier.
Shown here is just a subset of the framework’s processes that were added to the spreadsheet
Now the mapping between the flow’s processes and the framework’s processes can begin
Column H will be used to indicate the type of equivalence:
 A gap in ‘eTOM’ that represents an extension or specialization of the ‘eTOM’.
 An ‘eTOM’ match degree of equivalence, such as full or partial support by the ‘eTOM’ process.
 The degree of equivalence for higher level ‘eTOM’ processes can be derived from the
equivalence of the lower levels.
 A gap in current processes – possible missing process in the model
 Multiple processes mapped to ‘eTOM’ process which represents possible overlap of current
processes or different names for same process that should be resolved.
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RESULTS OF MAPPING THE FRAMEWORK’S PROCESSES (1 of 2)
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Here are the results of mapping the framework’s processes to those in New Product New
Customer Flow
For the Equivalence type – nothing may have to be done other than replacing the enterprise
processes in the flow with the equivalent framework processes.
An enterprise can begin to transition to the use of the framework process
The existing process should not be discarded as it may provide more detail than the framework
process provides.
The framework process can be further decomposed using the existing process definition or
decomposition and modified as necessary using the guidelines that you will learn about next
The enterprise gaps mean that the framework has additional processes that are used to collect
customer information
They can be added to the flow. This may also point out something else
In this small example there were no descriptions for the current processes.
Therefore, assumptions had to be made about its goals and description, particularly when the
enterprise’s subject matter experts did not all agree on the specifics of what this process did
The three framework processes provided the missing descriptions that could be agreed upon by
the subject matter experts
The framework’s processes replaced the single process in the flow
The three Partial equivalence types this does not fully support the current process
o Example, the description of Acquire Customer Data does not mention verifying the
installation and billing address
o This can be added as an extension to the description of the framework process, or as
noted in the Decomp Required column, the level of granularity desired in the enterprise’s
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process model and the need for these processes to appear in the flow may dictate that the
process be added to the enterprise’s process model
o In this case as a sub-process of Acquire Customer Data, or since Acquire Customer Data
does not decompose further, as a sub-process of one of its sub processes, such as Capture
& Record Customer Data, which is not shown here.
o No gaps were found in the Business Process Framework
o But this is just one simple flow mapping example
o Gaps will be found
o When a gap is found eTOM domain, core processes, and or the task level process should
be mapped to the enterprise process in order to provide some direction where it should
be placed
o You may even find the need to add a core process, but keep in mind that it should adhere
to a core process’ definition and its decomposition will most likely be developed using the
task level processes that are typically contained in a process flow
All extensions to the framework should be added in the tool that you use as the repository for
your process model
You may also want to:
o Add a property to the processes that stores the original enterprise process’ or flow step’s
name.
 Add a property to the processes that stores the original enterprise process’ or flow
step’s name so the mapping to the framework process is maintained.
Or you may want to:
o Add a property to a framework process that stores the extension made to its description
 By doing so when a new release of the Business Process Framework is imported,
the tool you use will hopefully maintain any properties which have been added to
your enterprise’s process model
And finally, you may want to use an enterprise process identifier
o that indicates it is an extension to the framework and keeps all processes in
decomposition sequence when they are sorted
o A suffix is a good choice
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RESULTS OF MAPPING THE FRAMEWORK’S PROCESSES (2 of 2)
Notes:
MAPPING PROGRESS
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Notes:
Mapping progress and the resultant development of your enterprise’s adoption of the Business
Process Framework can be checked as the process in each flow in a spreadsheet has been mapped
This is done by sorting the spreadsheet by the framework’s process ID and then the Flow or Step
or Process Decomp ID, the result of which are shown here
This how you will see multiple enterprise processes mapped to the same framework process
In this case the equivalent framework process only partially supports them
Whether the equivalence the framework process is partial or full, the descriptions of the
enterprise processes should be compared to make certain there is no overlap, they are not
different names for the same enterprise process, or that their descriptions contain contradictory
text
When the mappings are complete this sorted view will show your enterprise’s implementation of
the framework’s processes that are contained within it
Any unmapped framework processes may indicate gaps in an enterprise’s decomposition –
process flows or missing flows that require further investigation
o Example, an investigation may result in the conclusion that the framework has filled a gap
in the current process model that was not found during mapping; or a framework process
is not applicable for an enterprise
o To that end, you have seen a simple technique that can be employed to begin using the
Business Process Framework as a source for your enterprise’s standards-based process
framework that achieved all the benefits of using a process decomposition as the source
for process flows that were described earlier
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THREE KEY CONSIDERATIONS
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At this point you may wonder if an enterprise may develop more than one process framework
based on the Business Process Framework
 There are three key considerations to take into account
o The first consideration is to ask if certain process areas and – or domains can be shared
across an enterprise’s business units and – or organization?
 Often the Enterprise domain and Common Process Pattern – domain processes
are the same for all business units and -or organizations and can be shared
 Strategy and Commit processes may also be shared
 Separate Operations processes can be developed for each organization and -or
business unit if the processes are significantly different
o The second consideration has to do with stability of the adaptation
 Beware of the introducing organizational considerations into your implementation
of the framework
 Be careful to distinguish any real process differences from organizational
groupings
 Often, differences arise because an enterprise wants to group the process in a way
that reflects their organization structure
 Remember the organizations change more frequently than the processes they
operate
 Also keep in mind that the framework’s processes can be used to assist in
organizational analysis, one of the uses of the framework, which you have learned
about
o The third consideration is to determine where to introduce specializations in your
framework, such as geographic, organizational, technological.
 Benefit can be gained by having one common framework with specializations
introduced at the lowest level of decomposition possible
 This enables the specialized processes to “inherit” the common characteristics of
processes at higher levels of decomposition
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HOW TO EXTEND/CONFIRM A FRAMEWORK IMPLEMENTATION
INTRODUCTION: HOW TO EXTEND/CONFIRM A FRAMEWORK
IMPLEMENTATION
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 Now that you have seen how mapping current processes to the Business Process Framework’s
processes not only begins implementation of the framework, but also identifies needed updates to
the framework’s processes and extensions to its as it evolves further into your enterprise’s process
framework
 Here you’ll learn some technique that can be used to develop the updates and extensions and to
confirm their completeness and correctness

SEMANTIC ANALYSIS: IDENTIFYING PROCESSES
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The first technique is formally called Semantic Analysis and is very useful if you are new to process
decomposition and can be used at any level at any level of decomposition
It analyses the description of a process in order to find the sub-processes into which it
decomposes
This is a very effective decomposition technique to use, because when someone describes a
process, verbally, visually, or in written form, the description typically includes the tasks they
perform to carry out the process
Here is the description of the Manage Appointments framework process to which View Available
Schedule and Book Installation Schedule that were mapped to this process when the starting
enterprise process model was developed earlier
It will be used to show how you can decompose it further and to map the two processes to its subprocesses
There are three things to look for in the process’s description that imply a process, either a core
process or a task:
o Number 1…Look for nouns upon which actions are performed
 Appointments are associated with particular work items to be done
o Number 2…Look for verbs that act on nouns
 View the availability of appropriate assignable staff
 Schedule an appointment
 Creating
 Cancelling
 Appointments
 Modifications
 Rescheduling
 Cancellation
 Appointments
o Number 3…Look for the phrases that imply actions on nouns
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o
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 Including required coordination with the customer
This technique can be used in combination with other decomposition guidelines that will
be presented
A word of caution:
 Verbs and phrases may represent processes in other areas of the framework or
applications that interact with the processes being identified
 If so then the interaction is typically represented in a process flow but can be
included in the description of a process and not as a separate process that
describes the interaction
 Request to CRM systems, for such coordination and updates
 In this case with the description of the coordination process
NOTE: as analysis proceeds, improvements to the original process definition may arise, to
maintain consistency with the emerging decompositions.
You may wonder if anything should be done with the remaining text
 First you will see the decomposition of Manage Appointments, then you will see
what can be done with the remaining text
SEMANTIC ANALYSIS: MANAGE APPOINTMENTS (1 of 2)
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 Here is the Manage Appointments decomposition
 Its sub-processes do not have to be arranged in any particular sequence since a decomposition is
not a process flow
 Some additional guidelines will be explained as we work through it
o First, unless a process always acts on multiple instances of business entities, such as
appointments, the process names associated with its should include a singular noun.
o You can see this in the sub-processes.
o So the name should be Manage Appointment
o View Staff Availability was generalized from the verb noun text “view the availability of
appropriate assignable staff”
o There may be other ways in which the staff can be viewed when scheduling an
appointment.
o This option can become part of the process’s description, which now gives away in part
the earlier mention of what happens to the remainder of Manage Appointments
description
o The mapping of enterprise process View Available Schedule can now be changed from
Manage Appointments to View Staff Availability
o Similarly, the enterprise process Book Installation Schedule mapping can be changed to
Schedule Appointment and the description of the Schedule Appointment could be
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o
o
o
updated to include booking an installation schedule as an example of an appointment
Coordinate Appointment was generalized from the phrase “including required
coordination with the customer”
There may be other roles with whom the appointment needs to be coordinated, such as
sales person or the technician that will be performing work
This additional text can be added to the description of the process
SEMANTIC ANALYSIS: MANAGE APPOINTMENTS (2 of 2)
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SEMANTIC ANALYSIS: USING REMAINING PROCESS TEXT
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Notes:
Now you will see what can be done with the remaining text
What was highlighted earlier is now in bold italics to be easier on your eyes
Some text in a process’ description states the goal or scope of a process
Some may provide the definition of an entity
Some can be used as the initial description of a sub-process (Bright yellow)
This text can be used as the initial description of both View Staff Availability and Schedule
Appointment since both qualify the text
 In-flight would become part of the description of Modify Appointment
o Example, the initial description could be “Modify Appointment is responsible for changing
an appointment, including inflight modifications to it”
o Using all the text possible, except for simple words that are not highlighted here, should
be one of your goals when using semantic analysis and achieving this goal helps to begin
describing sub-processes
o
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LIFECYCLE DECOMPOSTION – EXAMPLE (1 of 2)
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Notes:
The decomposition of Manage Appointment is often referred to as an example of lifecycle
decomposition.
Each task in the decomposition focuses on managing a single lifecycle through which an entity
moves during its time of interest to an enterprise, in this case Appointment.
Each process can be generalized into one that focuses on planning for, acquiring, using and
deposing of, an entity
You can see that there can be more than one process that focuses on a single lifecycle state
Semantic Analysis was used to develop this decomposition, but sometimes your starting point for
a process’ decomposition will only be the name of a process and a very brief, if any, description.
When this happens you can think of identifying sub-processes that perform “Plan”, “Acquire”,
“Use” and “Dispose” tasks, particularly when the entity is considered to be key to an enterprise
In fact, a process that manages the life of a key entity is considered to be a core process that was
defined earlier in this course and to indicate that the name of Manage Appointment should be
changed yet again (as shown at Figure below)
This decomposition will be revisited when you learn about how to confirm updates and extensions
to the framework
LIFECYCLE DECOMPOSTION – EXAMPLE (2 of 2)
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LIFECYCLE DECOMPOSTION
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Notes:
The lifecycle often depends on the category of entity
Plan, Acquire, Use or Dispose processes associated with lifecycle-based decomposition may take
on names specific to the type of entities or objects upon which they act
Tangible oriented entities, such as products, services, and resources may have processes such as
these
o Gather/Analyze
o Develop
o Deploy
o Assess
o Retire
 That manage their lifecycle
 These types of processes are contained in the Product Lifecycle Management
vertical process grouping
Intangible oriented entities such as strategies and plans, may have processes such as these
o Research/Analyze
o Formulate/Prepare
o Approve/Commit
o Assess
o Retire
 That manage their lifecycle
 These types of processes are contained in the Strategy & Commit vertical process
grouping
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Activity oriented entities such as orders and problems, may have processes such as these
o Issue/Create
o Analyze/Diagnose
o Fix, Monitor, Correct
o Close
 That manage their lifecycle
 These types of processes are contained in the Assurance vertical process grouping
NOTE: That the actual decomposition may only consist of a subset of these types of activities
There are many examples of this type of decomposition in the framework and while products and
services are intangible entities, they’re typically realized by in part some type of physical tangible
resource
CONFIRMING UPDATES AND EXTENSIONS
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Notes:
It’s time to revisit Appointment Management and use some guidelines to confirm it is correct and
complete and to learn about some additional guidelines
There is no process named Plan Appointment.
The View Staff Availability process was categorized as a planning process, but there is more
process than just this involved in planning an Appointment
o Example, Asking other parties such as customers about their availability, proposing some
possible appointment dates, and the location of the appointment
View Staff Availability can be generalized to Check Availability of Appointment Attendees and
along with the other suggested processes can become a starting point for decomposing Plan
Appointment
As a general guideline first level tasks in a lifecycle decomposition typically only have the name of
the key entity as part of their name as can be seen here
Associate Appointment with Work Item, following this guideline and Create Appointment could be
considered as sub-processes of Schedule Appointment
Sub-processes of the first level processes typically deal with the key entity, such as Appointment,
and entities associated with them, such as one or more Work Items.
At the first level there should be between five and nine, or 7 plus or minus 2, processes
The reason is that a key entity typically moves through no more than this number of states in its
life
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The Appointment Management process adheres to this guideline
As the decomposition progresses the guideline can be reduced to between three and seven, or 5
plus or minus 2 sub-processes, and a process should never decompose into a single sub-process in
final decomposition of a process
What this implies is that the higher-level process and the sub-process are the same!
It’s OK as a starting point, but as you progress the development of the higher-level process more
sub-processes should be identified
CONSISTENCY OF INPUTS, OUTPUTS AND GOALS
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Notes:
The next technique focuses on ensuring consistency of inputs, outputs, and goals of a process with
its sub-processes
 Shown here are the inputs to the Isolate Customer Problem process, one of the Problem Handling
core process’ sub-processes
 Customer Problem is input to the process
o Isolate Customer Problem and a Root Cause Notification is output from it
o The goal of Isolate Customer Problem is to identify the cause of the problem so that
corrective actions can take place
o Customer Problem is also input to one of its sub-processes, in this simple flow typically the
first one, which is Verify Product Configuration
 This insures the consistency of inputs between a process and its sub-processes
 Any inconsistency means that there is a missing sub-process that takes the input
and uses it to produce some result, or a goal of its own, that the sub-process that
accepts the input has not yet been found in the existing decomposition, or that it
may not be an input to the process Isolate Customer Problem
o The Root Cause of the Customer Problem is output from one of its sub-processes, typically
one of the last ones in the flow, which is Notify T&M Root Cause Customer Problem
 This insures the consistency of outputs between a process and its sub-process
 Any inconsistency means that there is a missing sub-process that produces the
output, and the sub-process that produces the output has not yet been found in
the existing decomposition, or that it may not be an output to the process Isolate
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Customer Problem
Note: That this does not imply that these are the only inputs and outputs of the Isolate
Customer process or its sub-processes
o This is particularly true when dealing with higher level processes, such as core processes
o The goals of the sub-processes taken together should match the goal of the higher-level
process and activities contained in the descriptions of the lower level processes taken
together should match the activities contained in the description of the higher-level
process
One of the BENEFITS of using Semantic Analysis is that when done correctly the goals are
consistent, otherwise the consistency of goals has to be checked by examining the description of
the process and its sub-processes,
o
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ADDITIONAL GUIDANCE
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Notes:
There are number of other techniques and guidelines for extending the Business Process
Framework that are out of scope for this course, but are taught as part of the Business Process
Framework Practitioner’s workshop
The summary here will provide you with some additional guidance
Retain the framework as a baseline
o While it is recommended to retain the framework as a baseline without changes, It is
certainly up to an enterprise implementing framework to make the choice
o However, it should be kept in mind that major departures from the baseline mean that
additional time will be spent translating and explaining the changes that were made to
others, such as other parties with whom an enterprise is engaged or internally, where the
baseline has been maintained
Implement a subset of process areas
o The basic structure shouldn’t be changed, but an enterprise may only be interested in a
subset of the process areas
 Strategy, Infrastructure, and Product or Operations, or in certain domains
 Example, an enterprise may not be interested in the Enterprise domain’s
processes and choose to not include it the framework implementation
Add core processes
o Core processes may be added such as Sales Capability Delivery, and so forth
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But task level processes, such as Manage Appointments, may be elevated to a core
process
Promote task level processes
o Elevating task level processes to core processes is dependent upon the importance by an
enterprise placed on the key entity whose lifecycle is managed by the process
Split task level processes
o Task level processes may be split into separate processes or decomposed into subprocesses, particularly when it is obvious when the name contains separators, such as ‘&’,
‘back slash’ and so forth
o Also, one or more task level processes may be added if an enterprise believes there is a
need
Specialize processes
o Task level sub-processes and below is typically where process specialization occurs,
including organizational, geographical, and technology specific extensions
o
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EXTENDING/CONFIRMING THE FRAMEWORK EXERCISE
EXTENDING/CONFIRMING THE FRAMEWORK EXERCISE
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EXTENDING/CONFIRMING THE FRAMEWORK SUGGESTED SOLUTION (1 of
11)
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EXTENDING/CONFIRMING THE FRAMEWORK SUGGESTED SOLUTION (2 of
11)
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EXTENDING/CONFIRMING THE FRAMEWORK SUGGESTED SOLUTION (3 of
11)
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EXTENDING/CONFIRMING THE FRAMEWORK SUGGESTED SOLUTION (4 of
11)
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EXTENDING/CONFIRMING THE FRAMEWORK SUGGESTED SOLUTION (5 of
11)
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EXTENDING/CONFIRMING THE FRAMEWORK SUGGESTED SOLUTION (6 of
11)
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EXTENDING/CONFIRMING THE FRAMEWORK SUGGESTED SOLUTION (7 of
11)
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EXTENDING/CONFIRMING THE FRAMEWORK SUGGESTED SOLUTION (8 of
11)
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EXTENDING/CONFIRMING THE FRAMEWORK SUGGESTED SOLUTION (9 of
11)
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EXTENDING/CONFIRMING THE FRAMEWORK SUGGESTED SOLUTION (10 of
11)
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EXTENDING/CONFIRMING THE FRAMEWORK SUGGESTED SOLUTION (11 of
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Notes:
WRAP UP WRAP
UP
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BUSINESS PROCESS FRAMEWORK FUNDAMENTALS - MODULE 5
INTRODUCTION
BUSINESS PROCESS FRAMEWORK USES
Notes:
CONFORMANCE TO THE FRAMEWORK INTRODUCTION
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Notes:
In this short of the course we will look at what it means to be conformant, sometimes referred to
as compliant to processes contained in the Business Process Framework
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FRAMEWORK CONFORMANCE OVERVIEW
FRAMEWORK CONFORMANCE OVERVIEW (1 of 2)
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Notes:
Here we’ll look at what Business Framework conformance means.
Conformance is measured by how close, or equivalent, an enterprise’s processes or software
functionality are to the framework’s processes
This can provide a baseline when considering process rationalization or improvement, supplier
selection, mergers and a host of other potential uses
You should note that the term conformance rather compliance will be used
Compliance and Conformance the Same. But in TM forum chose Conformance
This is deliberate, as TM Forum terms, conformance implies a less rigid approach to the process
Conformance may only be determined via a self-assessment
However, it can be assisted and certified by the TM Forum, for which there is a charge
A conformance assessment typically begins by identifying the domains and core processes at any
level that are within the scope of the assessment
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FRAMEWORK CONFORMANCE OVERVIEW (2 of 2)
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DECOMPOSITION FOR THE CORE PROCESS ORDER HANDLING
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Business Process Framework conformance scores are determined for first level task-based processes
Shown here is the decomposition for the core process Order Handling
The task into which it decomposes as shown in this example would be assigned a score based on the
conformance of the processes into which they decompose
o Example, Issue Customer Orders decomposes into two sub-processes:

Assess Customer Order and Issue Customer Order
Those processes are not shown here
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DETAILED MAPPING TO THE TRACK CUSTOMER ORDER PROCESS EXAMPLE
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Notes:
Shown here is an example that represents part of a detailed mapping to the Track Customer Order
process
This detailed mapping is used to determine the conformance score for its higher-level process
Task oriented phrases in the brief and extended description are mapped to one or more of their
equivalents in the solution
o Example, the task-oriented phrases highlighted in green are supported within the solution
equivalent as documented by the references to it
o Task-oriented phrases that are partially conformant and those that are not conformant are
highlighted using other colors, such as gray
One key point is that conformance is about EQUIVALENCE
o This means that the text of the equivalent process being assessed does not have to exactly
match the text in the Business Process Framework process, but it should imply that the
same task is being performed
CONFORMANCE SCORES
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Notes:
Once the mapping is completed a score is assigned to the process
Here are the conformance scores
A conformance score is not awarded to current Level 1 domains
Core processes are used to define the assessment scope ONLY
A conformance level is not awarded to them
The Certification Report highlights the coverage within a core process in terms of number of first
level tasks submitted for assessment out of the total number defined for the core process
For each first level task process conformance is determined according to the support for the
process’s implied tasks, as decomposed and described in it’s sub-process descriptions
A score of 3.1 to 5 is determined for it
A lower conformance score, such as 3.5, implies that there are some differences between the
Business Process Framework process and the equivalent process being assessed
The higher score means that there are fewer differences between the Business Process
Framework process and the process being assessed
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CONFORMANCE RESULTS
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Notes:
Once the mapping to a process or processes have been completed the final step is to summarize
the conformance score or scores
 Here is one way used to show a collection of scores for the three core processes listed at the
bottom of the figure
 Here the 7 over 7 indicates that all of the first level task processes were assessed for the core
process
 Here is the spreadsheet that shows the conformance percentage of the sub-processes that were
used to determine the score for the tasks
o Example, shown here demonstrates a high level of conformance in the areas assessed as
can be seen by the scores 5 and one of 4.7
o
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FRAMEWORK CONFORMANCE CASE STUDY FRAMEWORK
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CONFORMANCE CASE STUDY
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Notes:
WRAP UP
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BUSINESS PROCESS FRAMEWORK FUNDAMENTALS - MODULE 6
INTRODUCTION
BUSINESS PROCESS FRAMEWORK USES
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THE FRAMEWORK AND OTHER INDUSTRY PROCESS MODELS
INTRODUCTION
Notes:
 In this final module you will learn about other industry process models that may be used in
conjunction with the Business Process Framework and/or to extend the framework
 To see if the framework can be used to develop your enterprise’s implementation of the
framework
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OVERVIEW
THE FRAMEWORK AND OTHER INDUSTRY PROCESS MODELS OVERVIEW
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Notes:
People often ask about the relationship between the Business Process Framework and other
industry process models
And, if they can be used together
This module provides a summary of four other industry models:
o The first industry model has the acronym ‘ITIL’ previously managed by the ‘ITSMF’ or ‘IT
Service Management Forum’. But now managed by ‘AXELOS’ a UK government joint
venture
o The second industry model has the acronym, ‘COBIT’ or ‘Control Objectives for
Information and Related Technologies’ from ‘ISACA’, previously known as the ‘Information
Systems Audit and Control Association’
o The third industry model has the acronym, ‘PCF’ or ‘Process Classification Framework’, by
‘APQC’ to the ‘American Productivity & Quality Center’.
o The fourth and final other industry model has the acronym, ‘SCOR’, which has a registered
trademark of ‘Supply-chain operations reference’-model form ‘APICS’ or ‘American
Production and Inventory Control Society’
We acknowledge the copyright and trademarks in these models and thank their owners for
permission to use them here
You will also see the relationship between the framework and each one that shows how they
could be used together to develop your own enterprise process model
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ITIL FOUR PRACTICE AREAS (1 of 2)
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ITIL is a set of good practices for IT, or Information Technology, service management that focuses
on aligning IT services with the needs of business
It’s been found that ITIL can be used for more than just information technology services, but for
any enterprise who offers services to the market
ITIL consists of four practice areas and they are as follows:
o Service Strategy
o Service Design
o Service Transition
o Service Operation
Service Strategy includes Business Relationship Management, Strategy Manager for IT Services,
Service Portfolio Management, Financial Management, and Demand Management
Service Design includes Service Catalogue Management, Service Level Management, Capacity
Management, Availability Management, IT Service Continuity Management, and Information
Security Management
Service Transition which includes Service Asset and Configuration Management, Change
Management, and Release and Deployment Management
Service Operation includes Event Management, Incident Management, Problem Management,
and Request Fulfilment
These processes have a different status from other processes in the Business Process Framework
They represent a corporate policy that, where applied, guides the operation and behavior of other
processes and only reference ITIL processes and do not further decompose them
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The ITIL processes were placed in the Enterprise domain as shown here since one aspect of this
domain is to define policies for an enterprise
For a number of years, the TM Forum and the ‘ITSMF’ collaborated in the development of the
relationship between the two frameworks
As a result, a number of documents were developed, including:
o GB921W – which is for Working Together – ITIL and eTOM
o GB921L – developed for Leveraging Level 4 Process Elements and Process Flows for
Support of ITIL
o GB921Q – it was developed for frequently Asked Questions
o TR143 – it was developed for Building Bridges – ITIL and eTOM which was jointly branded
by both groups
They are available as part of the Business Process Framework documents that you saw during an
earlier tour of them
NOTE: there is a license fee charged for becoming a member of AXELOS and for used of ITIL
intellectual property
ITIL book can be purchased
ITIL FOUR PRACTICE AREAS (2 of 2)
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Notes:
An example of the ITIL Change Management practices mapped to Business Process Framework
core processes
You can make your own choice on whether to use ITIL and the Business Process Framework for
your enterprise
Many do as the choice to use both represents not only what processes are executed, but also good
practice on how to execute them
This mapping is also a reason for positioning ITIL practices since the Business Process Framework
should not include any duplication
Also you can see how much duplication there would be if in this example ITIL Change Management
practices were included as part of every core process!
ITIL CHANGE MANAGEMENT EXAMPLE
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LOWER LEVEL PROCESSES AND PRACTICES
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Notes:
Here is a bit more detail that shows lower level processes and practices for a process flow for a
particular type of change
Here is software bug fix
The processes, which are part of Resource Capability Delivery’s decomposition are the grey boxes
Placing ITIL good practices in the horizontal bars, called swim lanes, show detailed ITIL Change
Management good practices that specify how to carry out the process
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THE COBIT 5 PROCESS REFERENCE MODEL
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Notes:
Just like ITIL and some other industry frameworks and standards which can complement the
Business Process Framework ‘COBIT’ or Control Objectives for Information and Related Technology
is a mature framework that’s gained more and more acceptance in the IT world
COBIT provides good practices to control the quality and risk of key service deliver processes
across the enterprise for any type of offering to the market
The COBIT 5 process reference model divides the governance and management processes of
enterprise IT into two main process domains:
o Governance contains five governance processes that deal with the stakeholder
governance objectives
o They value delivery, risk optimization, resource optimization and include practices and
activities aimed at evaluating strategic options
They also provide direction to IT and monitor the outcome within each process and sub-processes
that evaluate, direct and monitor
Management contains four domains, in line with the responsibility areas of plan, build, run and
monitor, and provides end-to-end coverage of IT
The names of the domains are chosen in line with these main area designations, but contain more
verbs to describe them:
o The first domain is Align, Plan and Organize
o The second domain is Build, Acquire and Implement
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o The third domain is Deliver, Service and Support
o The fourth domain is Monitor, Evaluate and Assess
The business orientation of COBIT consists of linking business goals to IT goals, providing metrics
and maturity models to measure their achievement, and identifying the associated responsibilities
of business and IT process owners
A COBIT book can be downloaded at no charge and nominally priced memberships are available
EXAMPLE MAPPINGS (1 of 2)
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Notes:
The interesting thing you will see in the example mappings here is that COBIT domains are aligned
with eTOM verticals process categories
Plan and Organize practices support the Strategy & Commit vertical
NOTE: Formally named Infrastructure Lifecycle Management
Acquire and implement practices support Infrastructure Lifecycle Management
Deliver and Support practices support some Operations verticals
Monitor and Evaluate supports the Enterprise domain’s Enterprise Effectiveness Management
process
There is mention that COBIT provides further guidance in the area of innovation and emerging
technologies
Which is further described as about creativity, inventiveness, developing new products, making
the existing products more compelling to customers and reaching new types of customers
Additionally, innovation also implies streamlining product development, manufacturing and supply
chain processes to deliver products to market with increasing levels of efficiency, speed and
quality
However, there do not seem to be any practices that focus on the Product Lifecycle Management
vertical or the Billing & Revenue Management vertical
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EXAMPLE MAPPINGS (2 of 2)
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Notes:
 Here is a closer look at example mappings between the four COBIT Management domains
practices and processes in the Business Framework’s Enterprise domain
 Like ITIL, COBIT provides a way to combine good practice about how to carry out applicable
processes in the Business Process Framework and it is your choice as to whether the use of both
frameworks would be of benefit to your enterprise
APQC PROCESS CLASSIFICATION FRAMEWORK
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This APQC Process Classification Framework or PCF, a registered trademark, is an open standard
developed by American Productivity & Quality Center or APQC, non profit that promotes
benchmarking and best practices worldwide
The PCF is intended to facilitate organizational improvement through process management and
benchmarking, regardless of industry, size or geography
The PCF can be downloaded at no charge
However, there are no descriptions of any processes
Nonetheless higher-level descriptions can be developed from the names of the lower levels, which
can be quite long
Descriptions of the lower level processes such as goals, KPIs, and any implied sub-processes are for
members only and a membership fee is charged
There is a generic version of the PCF as well as industry specific frameworks such as airline,
banking and retail
Enterprises use the PCF to define processes comprehensively and without redundancies
Beyond being just a list, the PCF serves as a tool to support benchmarking, manage content, and
perform other important performance management activities
There are 13 categories of processes in the PCF as shown here, divided into two groups –
Operating Processes and Management and Support Services
o The Operating Processes categories are similar to the Business Process Frameworks SIP
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and OPs process areas;
the Management and Support Services categories are similar to the Enterprise domain’s
processes
The entire framework contains hundreds of processes
o
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EXAMPLE PCF MAPPINGS
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Example mappings between PCF and Business Process Framework
The challenge with the mappings is that PCF is not domain based, nor organized along process
areas or groupings
Develop Vision and Strategy maps to the Strategy & Commit vertical process grouping
Develop and Manage Products and Services maps to the Product Lifecycle Management vertical
process groupings
Market and Sell Products and Services is a bit of a challenge, because it maps to the Market and
Sales domain processes as well as some Customer domain core processes, such as Order Handling
and Customer Management
So you have to look at the PCF process and parse out the domain specific processes
Another interesting PCF process is Deliver Physical Products – This process deals primarily with
manufacturing hard goods, but it does have some processes that deal with procurement, which
map to the Engaged Party domain – The mapping is not shown
Deliver Services maps to Fulfilment vertical grouping with the exception of the Order Handling
process mentioned earlier
Manage Customer Service maps to the Assurance vertical grouping
Mapping the Management and Support Services group of process presents another challenge
Most of its processes map to processes in the Enterprise domain
But some of the lower level processes in Manage Financial Resources maps to process in the Billing
& Revenue Management vertical process grouping
Some of the Acquire, Construct, and Manage Asset process map to the Resource Capability
Management core processes
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DEVELOP AND MANAGE PRODUCTS AND SERVICES DECOMPOSITION
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Here is a look at the decomposition of the Develop and Manage Products and Service process
category
The next level process 2.1, here could be viewed as the equivalent of first level core process, in
this case the Business Process Framework’s Product Specification & Offering Development &
Retirement process
In this case there are two levels of task level sub-processes which is typical in the Business Process
Framework
The next task level process decomposes to two levels of sub-processes
In some case, the lowest level tasks provide more detail than what is the Business Process
Framework and represents an opportunity to extend the framework further
One thing to consider if you are thinking about using the PCF is to perform a detailed mapping of it
to the eTOM using the top-down approach to implementing the Business Process Framework.
This will help you to identify gaps in the framework and opportunities for extending it
SUPPLY CHAIN OPERATIONS REFERENCE (SCOR) MODEL (1 OF 2)
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Notes:
SCOR is an acronym for ‘Supply Chain Operations Reference’ model, which was developed to assist
businesses in understanding, structuring, and evaluating the performance of supply chains
The Design Chain Operations Reference model or DCOR, is a process framework in SCOR structure
linking typical research and development business processes, performance metrics and practices
into unified structure
The Customer Chain Operations Reference, or CCOR, model is a process framework in SCOR
structure linking typical sales operations and customer support
Managing for Supply Chain Performance or M4SC is a supply chain management framework for
leadership that begins to demonstrate how to implement SCOR tools, techniques and templates
throughout entire supply chains, not just at a project level
The Product Lifecycle Operations Reference model, trademarked as PLCOR is a process framework
in SCOR structure linking product lifecycle processes from the first idea to broad adoption in the
mass market, performance metrics and practices into a unified structure
A mapping from the anatomy of SCOR frameworks to the Business Process Framework is shown
later
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SUPPLY CHAIN OPERATIONS REFERENCE (SCOR) MODEL (2 OF 2)
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Notes:
SCOR is an integrated process and the SCOR model describes the business activities associated
with satisfying a customer’s demand, which include plan, source, make, deliver, return, and enable
spanning from the supplier’s supplier to the customer’s customer
 Most of the model includes analyzing the current state of a company’s processes and goals,
quantifying operational performance, and comparing company performance to benchmark data
 SCOR has developed a set of metrics and best practices information that companies can use to
evaluate their supply chain performance
 So, unlike the other industry models you have seen here SCOR provides both process frameworks
and best practice that can be used to extend and enhance the Business Process Framework
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EXAMPLE SCOR MAPPINGS
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Notes:
 Each of SCOR frameworks will be mapped to corresponding domains, vertical process grouping or
core process in the Business Process Framework starting with
o Product and process design
 This framework maps to the Product Specification & Offering Development and
Retirement core process and the Process Management and Support core
processes within the Enterprise Effective Management core process
o Sales and support maps to the Market and Sales domain and the Customer domain
o Management for supply chain maps to the Engaged Party domain
o Product Life cycle operation reference maps to the Product Lifecycle Management vertical
process grouping
WRAP UP WRAP
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UP
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BUSINESS PROCESS FRAMEWORK FUNDAMENTALS - MODULE 7
INTRODUCTION
WORKSHOP WRAP-UP
Notes:
COURSE SUMMARY
BUSINESS PROCESS FRAMEWORK FUNDAMENTALS SUMMARY
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Notes:
Once
CONGRATULATIONS
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CERTIFICATION
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FURTHER INFORMATION
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CONCLUSION CONCLUSION
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Notes:
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