ODF Overview
ODF-1001 Open Digital Framework Overview
R21-v1.11
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Introduction
Written by:
Andrew Chalmers & Marcus Ras
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competitors that restrict other parties’ actions or create barriers to market entry and the discussion or
exchange of confidential information pricing, business plans, or other confidential or commercially sensitive
data.
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Housekeeping
COURTESY
Please mute unless
asking a question
Q&A
Points of
clarification
as they arise.
Other issues at
start/end of
sessions
during the breaks/
end of day…
FEEDBACK
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evaluation survey
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Introductions
Name
&
Department
Your
Experience
Professional
Background.
Course and
Expectations
4
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Learning objectives of this course
To appreciate the
environment in
which businesses
operate
To understand
the benefits of
the ODA for the
industry, CSPs
and different
parties
To understand
previous work that
led to the Open
Digital Framework
To understand the
ODF and ODA
vision and
principles
To present a
high-level
understanding of
ODF elements
To look at some
of the challenges
involved in the
migration to ODF
and ODA in
particular
5
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ODF Overview Course Syllabus
Module 1
Open Digital Framework (ODF) Introduction
Module 2
Business Environment
Module 3
Development of Open Digital Framework (ODF)
Module 4
Open Digital Framework (ODF) Vision
Module 5
Open Digital Framework (ODF) Elements
Module 6
Migration Challenges
Module 7
Summary and Recommended Next Steps
6
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Acronyms
SID
TM Forum Information
Framework
TM Forum Business Process
eTOM
Framework
Open TM Forum Open APIs
APIs
TMF
TM Forum
The
TM Forum Application
TAM
Framework
Forum
ODA Open Digital Architecture
ODF Open Digital Framework
7
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Module 1:
Open Digital Framework
(ODF) Introduction
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well as with the TM Forum Antitrust Policies & Guidelines. Antitrust law prohibits agreements between
competitors that restrict other parties’ actions or create barriers to market entry and the discussion or
exchange of confidential information pricing, business plans, or other confidential or commercially sensitive
data.
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Module 1: Learning objectives
At the end of this module, you will be able:
Open Digital
Framework (ODF)
Introduction
To appreciate why digital businesses and digital
service providers in particular, need to consider
taking a “new approach” to their business
models, support software, infrastructure and
procurement policies
To understand how the TM Forum’s Open
Digital Framework (ODF) and Open Digital
Architecture (ODA) offers a way forward
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Why are we here today?
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The World is changing
The World Is Changing
“Communications service providers (CSPs) are the
lead partners in just 16% of the 600+ enterprise 5G
projects identified globally up to and including Q1
2021, down from 21% a year earlier”
Mary Lennighan, Telcom TV, Jul 7, 2021
“Telcos further side-lined in enterprise 5G market”,
Omdia
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The need for change
TMF white paper: A future vision for the software
market that the telecom industry needs to survive and thrive
The telecoms industry is going through a profound transformation. Market saturation, technical &
business legacy together with fast changing customer expectations have placed continuous
pressure on operating costs and operational agility.
To emulate and collaborate with the hyperscale and more nimble players, CSPs need to
fundamentally rethink their operating model and processes, speed of decision making, culture,
ways of working and systems that support them.
A rapid and radical shift to an open, modern software-based technology architecture that enables
new operating and business models is therefore needed
One which is loosely coupled, cloud native, data and AI driven made up of standard components
which can be easily procured and deployed
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A new approach to software
The Operator’s share of the industry
profit pool has declined over the
years and that trend continues
This decline has, in part, been
attributed to the slow reaction to
changing circumstances and a
failure to change business strategy
The drive to reduce costs, quicken
time-to-market and find new
revenue streams is becoming an
imperative
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A new approach to business models
For CSPs, capturing value in the digital infrastructure market will mean
offering attractive new services and embracing new business models
These new revenues will come from a broad range of services, typically
delivered in partnership with others. In many cases, there will be an
extended ecosystem of partners, commonly referred to as B2B2x.
5G, as part of the digital infrastructure market, holds the potential to
unlock new revenue streams from many industries, from manufacturing
to smart health, and from automotive to smart cities
The available margins and digitization business cases for these
industries will often require scale to be effective, meaning service
providers will need the capacity to deliver and operate 10x or 100x the
diversity of services they do today and 10x or 100x more efficiently
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A new approach to procurement
Legacy OSS/BSS were designed and customised to operate for a known product
set, to a known scale often on customised hardware configurations
The process of selecting and procuring software in the telecoms industry is an
expensive business. TM Forum research shows the cost to the industry is as much
as $1Bn per year, and those are only the direct costs.
The true cost of the inflexibility, risk and impact on business agility of running lengthy
RFP processes is certainly far higher
The procurement / implementation timescale is often measured in months
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A new approach to infrastructure
Central to addressing these issues, is the move away from traditional monolithic and
customised software silos to an infrastructure based on software which is
autonomous and powered by artificial intelligence
The need therefore is to adopt an infrastructure development model that can be
more easily integrated and deployed that will allow companies to treat operations as
flexibly as modern software, meaning that they can automate operational processes
from initial deployment to continuous upgrades and full lifecycle management
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The TM Forum’s answer –
The Open Digital Framework
(ODF)
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TM Forum’s Open Digital Framework (ODF)
The TM Forum Open Digital
Framework (ODF) provides a
migration path from legacy IT
systems and processes to
modular, cloud native software
orchestrated using AI
The framework comprises tools,
code, knowledge and standards
(machine-readable assets, not
just documents). It is delivering
business value for TM Forum
members today, accelerating
concept-to-cash, eliminating IT &
network costs, and enhancing
digital customer experience.
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ODA Business Benefits
Business agility
and interoperability
Partnering for new
services
By supporting an architecture based on modularity and reuse where
capabilities are exposed through industry agreed Open APIs
Enable new products and services to be created by providing services to, and
consuming services from, other business units, subsidiaries and external 3rd
parties from telco and increasingly other verticals
Simplification of
the IT estate
By enabling systems rationalisation
Reduced time to
market
By enabling the configuration and reconfiguration of systems and
capabilities through Open APIs to deliver new business solutions
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Module 1: Key Bullets
CSPs need to take a new approach to the way
they do business
Key Bullets to
Take Away
This approach needs to be holistic – software,
business models & infrastructure
The TM Forum’s Open Digital Framework
(ODF) provides a migration path from legacy IT
systems and processes to modular, cloud
native software orchestrated using AI
20
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Module 1: Learning Objectives Review
CSPs need to take a new approach to the way
they do business
Learning
Objectives
This approach needs to be holistic – software,
business models & infrastructure
The TM Forum’s Open Digital Framework
(ODF) provides a migration path from legacy IT
systems and processes to modular, cloud
native software orchestrated using AI
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Module 2:
Business Environment
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well as with the TM Forum Antitrust Policies & Guidelines. Antitrust law prohibits agreements between
competitors that restrict other parties’ actions or create barriers to market entry and the discussion or
exchange of confidential information pricing, business plans, or other confidential or commercially sensitive
data.
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For official TM Forum Training participant personal use/reference only.
Module 2: Learning objectives
At the end of this module, you will be able to:
To appreciate the changing nature of
“customers”
Business
Environment
Understand the importance of the business
ecosystem in supporting the business model
that a business adopts
To introduce the use of microservice in
OSS/BSS
Appreciate the evolving roles of microservices
and AI have with respect to the Open Digital
Framework
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Purpose of this module
This Module “sets the scene” by explaining some of the underlying aspects that
support a Business
The TM Forum Open Digital Framework (ODF) provides a migration path from
legacy IT systems and processes to modular, cloud native* software,
orchestrated using AI
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Ecosystems & Business
Models
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What is a business model
A business model is an outline of
how a company plans to make
money with its product and
customer base in a specific market.
At its core, a business model
explains four things:
What product or service a company will sell.
Value Proposition:
The promise you make to
the customer regarding the
value of the product or
service
Customer:
The organization or person
to whom you provide a
service or product
How it intends to market that product or
service.
What kind of expenses it will face.
How it expects to turn a profit.
Source: www.nerdwallet.com
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You then must consider
Money and your Capability
to deliver.
What is an ecosystem?
“A business ecosystem is the network of
organizations -including suppliers, distributors,
customers, competitors, government agencies,
and so on -involved in the delivery of a specific
product or service through both competition and
cooperation.
The idea is that each entity in the ecosystem
affects and is affected by the others, creating a
constantly evolving relationship in which each
entity must be flexible and adaptable in order to
survive, as in a biological ecosystem.”
Source: www.investopedia.com
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Example: Business Ecosystem Model e-Health
eHealth Business – Key Business Needs from the ecosystem
eHealth Business – Key Value Provided through the Ecosystem
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eHealth Business Ecosystem – Products and Services
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Example business models - Telco
A Telco that focusses almost
exclusively on providing
connectivity on a wholesale B2B
basis. Low margin – ultra low cost
Infrastructure
centric
Dumb Pipe
Outmoded
Player
A Telco that attempts to
provide a full portfolio of
infrastructure and
services, but is
underfunded to compete
effectively. Low marginhigh cost
A Telco that offers a full
and wide integrated
portfolio of infrastructure
and advanced digital
services. High margin,
ultra high cost
Smart Digital
Pipe
Services
centric
One or more Telco spinoffs that offer a portfolio
of digital services and
relies on parent or others
for their infrastructure
offering. High margin –
low cost
IDSP
A Telco that supplements
infrastructure and a
limited digital services
portfolio with an Open
API platform enabling 3rd
party go-to-market. High
margin – medium cost.
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Services Player /
Digital Partner
Acknowledgement:
Transforming the Telco
Martin Creaner
Ecosystem Partnering Toolkit
Partnering documentation
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Value proposition
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Value Proposition:
“A value proposition is a promise of value to be delivered,
communicated, and acknowledged. It is also a belief from the
customer about how value will be delivered, experienced and
acquired. A value proposition can apply to an entire
organization, or parts thereof, or customer accounts, or
products or services”
-Wikipedia
A value proposition is often articulated
in a marketing message!
33
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Value Proposition Example #1
Salesforce
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Value Proposition Example #2
JCB
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Exercise
Airbnb, Inc. is an American company that operates an online marketplace
for lodging, primarily homestays for vacation rentals, and tourism activities.
The platform is accessible via website and mobile app.
What do you think
Airbnb’s value
proposition is?
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Customers
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Customers
Customers are not just
people who “buy stuff”.
Today’s customer is
complex,
difficult to understand
and manage.
Business
Internal
Retail
–
Type
–
Individuals
Partners
–
Size
–
Families
Subsidiaries
–
Buyers
–
IT
support
A Customer may even be
an AI driven self-learning
machine.
38
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Two Perspectives
Company Perspective
“We are fully Customer
focussed and we
operate like a well oiled
machine”
-CEO
Customer Perspective
“ …this phone is so out
of date”
“…it took ages to get
through and then they
were useless”
39
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Today’s Environment
Social
Networks
Multi
Channel
Internet Of
Things
The
Cloud
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Understanding & managing customers
Customer profiling / creating persona
Customer journeys
Customer feedback - surveys
Real time analysis – Big Data
Predictive analysis - AI
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Machines as Customers
IoT Devices and Software Assistants
Will Select Products and Transact
Purchases...
Machine Customers Will Expand Many
Industry Markets and Might Shrink Others
Machine Customers Will Require Changes
in Sales and Marketing Disciplines
Source: Gartner
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The move to Microservices
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A Microservice
There is no single agreed definition for
what a microservice is, rather people
tend to talk about a Microservice
“A microservice is made up of lots
of small, specialised parts that are
loosely coupled to create a useful
application”
Nigel Poulton
Architecture
Each microservice exposes an API over
an IP network so that other
microservices can connect to it
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Microservice Architecture
Treats each function of an application as an independent service that can be altered,
updated or removed without impacting the rest of the application.
Attributes
Application is broken into modular loosely
coupled microservices
The microservices can be distributed
across Clouds and Data centres
Adding new features only requires
individual microservices to be updated
Network services must be software
defined and run as a fabric for each
microservice to connect to
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Microservices and AI
Microservices are becoming far too complex for
humans to manage on their own effectively
Because of the dynamic nature of their structure, their
complex dependencies and their sheer scale, machine
learning must be applied to assist with monitoring and
management tasks. AI is best suited to meet this
challenge and tackle it head on.
Martin Henley globability.com
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The Impact of AI
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Traditional Development & Operations
In a traditional software development environment, the people who
develop the software and the people who operate and manage the
software are often physically separate
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DevOps
Is a set of practices that combine software
development (Dev) and IT operations (Ops)
It aims to shorten the systems development
life cycle and provide continuous delivery
with high software quality
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AI Ops
AIOps automates various aspects of IT
and utilizes the power of artificial
intelligence to create self-learning
programs that help revolutionize IT
services
AIOps platforms combine big data and
machine learning (ML) functionality to
enhance and partially replace all primary
IT operations functions, including
availability and performance monitoring,
event correlation and analysis, and IT
service management and automation
The AIOps Service
Management Framework is
part of TM Forum’s Open
Digital Framework (ODF)
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Opportunities and Challenges of AI/ML in operations #2
Opportunities
1.Improved agility, speed, consistency and accuracy of decision making across
most enterprise processes and functions
2.Leverage IT industry investments
Heavy technology investments at a scale beyond individual SP are currently available as cloud native technologies
that can be applied to DP Customer Experience, Service and Resource Management optimization challenges
3.Virtualization of Application including network technologies such as 5G
The trend towards deployment on multi-cloud infrastructure leads to a volume and velocity of change that can only
be managed using closed control loop autonomic management augmented with AI/ML
IG1162
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Opportunities and Challenges of AI/ML in operations #2
AI Challenges
Business
Concerns
Network Specific
Challenges
What is the best practice for introducing AI/ML
progressively?
Regulatory concerns: Who’s in charge?
Technical
Concerns
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Opportunities and Challenges of AI/ML in operations #2
AI Challenges
Business
Concerns
Every network is unique
Networks are dynamic
Network Specific
Challenges
Networks are created by humans
Technical
Concerns
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Opportunities and Challenges of AI/ML in operations #2
AI Challenges
Business
Concerns
Network Specific
Challenges
Radical restructuring of OSS/BSS implementation will
likely be required
Machine learning depends on the availability of large
amounts of data to learn from - where can this data be
found and how do we capture it could be an issue
Technical
Concerns
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AI Ops Toolkit
Downloadable on the TM Forum website for members
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Business Module 2 Quiz
Quiz
Module 2:
Business Environment
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Module 2: Question 1
Why is it important
to understand the
ecosystem that a
business operates
in?
A. Because each entity in the ecosystem is
affected by the others
B. Because all entities need to be managed
together
C. Because a failure to deliver at any point will
break the entire ecosystem
D. Only the Communications Service Provider
needs to know how the entire ecosystem is
interconnected
57
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Module 2: Question 2
Business models
start with two
things. What are
they?
A. A product and a customer
B. A customer and a value proposition
C. A business plan and a potential market
D. A sales plan and a product range
58
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Module 2: Question 3
Which business model does
this describe?
“A Telco that supplements
infrastructure and a limited digital
services portfolio with an Open
API platform enabling 3rd party goto-market. High margin – medium
cost.”
A. Dumb pipe
B. IDSP
C. Smart Digital Pipe
D. Services player / Digital Partner
59
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Module 2: Question 4
Why is it important
to understand the
customer’s
perception of a
business?
So that you can continue to meet their
expectations
So that they will buy more of your products
So that you can improve in areas where the
customer perceives that improvement is
necessary
All of the above
60
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Module 2: Question 5
What is the main
purpose of a value
proposition?
A. To attract attention to the brand
B. To display a product range
C. To stand out from similar products
D. To introduce the brand to potential
customers by telling them what the
company stands for, how it operates, and
why it deserves their business
61
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Module 2: Key Bullets
Businesses rely on ecosystems of partners,
suppliers, outside agencies, customers etc. to
exist and develop
Key Bullets to
Take Away
The importance of customer retention is
paramount. Customer retention depends on having
a better understanding of our customers.
There is a distinct move towards the replacement
of monolithic, stand-alone applications with a much
more agile microservices-based architecture.
Increasingly managed via machine learning and AI.
62
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Module 2: Learning Objectives Review
To appreciate the changing nature of
“customers”
Learning
Objectives
To understand the importance of the
business ecosystem in supporting the
business model that a business adopts
To introduce the use of microservice in
OSS/BSS
To appreciate the evolving roles of
microservices and AI with respect to the
Open Digital Framework
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Module 3:
Development of the
Open Digital Framework
(ODF)
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well as with the TM Forum Antitrust Policies & Guidelines. Antitrust law prohibits agreements between
competitors that restrict other parties’ actions or create barriers to market entry and the discussion or
exchange of confidential information pricing, business plans, or other confidential or commercially sensitive
data.
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Module 3: Learning objectives
At the end of this module, you will be able to:
Describe the work that has led to the evolution
into Open Digital Framework ODF
Development of
the ODF
Be familiar with some of the terms and artifacts
that were developed in predecessors to the
ODF and are still part of the ODF today
Understand the main building blocks of the
Process, Application and Information
Frameworks
Be able to describe the TM Forum definition of
Product, Service and Resource
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Key Components
Frameworx comprises a suite of best
practices and standards that when adopted
enable a service-oriented, highly automated
and efficient approach to business
operations.
Let's take a closer look at each component.
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Key Components – Business Framework
Business Process
Framework
(eTOM)
Provides logical functional
groupings for enabling the
development of management
systems
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Key Components – Information Framework
Information Framework
(SID)
Provides a common information
model for aligning data with
pertinent business processes
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Key Components – Application Framework
Application Framework
(TAM)
Provides a standardized model
for grouping functions and data
into recognizable applications
or services
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Key Components – Open APIs
A suite of REST based Open
APIs enabling service providers
to transform their IT and
operational agility and
customer centricity, while
externally delivering a practical
approach to seamless end-toend management of complex
digital services
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Key Components – Metrics
Business Metrics Framework
(BMF)
Industry-agreed view of the
standard, quantifiable metrics
an enterprise requires to run its
business
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Evolution from NGOSS to the ODF
NGOSS
Frameworx
v5.0
Frameworx
v17.0
Frameworx
19.5
Open Digital Framework
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NGOSS
New Generation Operations Systems and
Software Initiative (NGOSS)
Introduced the concept of “views” –
Business, System, Implementation &
Deployment
Business Process Framework (eTOM)
Information Framework (SID)
Systems Integration Framework (TNA or
Technology Neutral Architecture)
Applications Framework (TAM)
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Frameworx
Renaming of NGOSS to reflect wider non-telco
usage
TNA replaced by Integration Framework
(TNA plus Business Services)
Business Systems, specify how applications
interact across interfaces
Notion of an Integrated Business Architecture
Linkage with The Open Group Architectural
Framework -TOGAF®
v5.0
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Evolution of Frameworx
In this version the Integrated Business Architecture
has been replaced by “Best Practices”.
Best practice in this instance refers not the best
way of doing things, but rather to a group of
artifacts that coalesce around a specific subject
such as Customer Experience Management,
Omni-channel, Revenue Assurance, etc.
For example, the CEM best practice included:
CEM ROI calculator
A guidebook
Metrics
A lifecycle model
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v17.0
Evolution of Frameworx – Frameworx 19.5
Integration Framework removed
Metrics embedded
Open APIs introduced
Best Practices removed
Common Domain-based structure
v19.5
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The Open Digital Framework (ODF)
Designed to provide a migration path from legacy IT systems to modular, cloud native software
orchestrated using AI
Open Digital Framework
Open Digital Architecture
Information Systems
Business
Business Capability
Repository
Concepts & Principles
Governan
Design Guides
ce
API Governance
AI Governance
Functional
Framework &
Architecture
Information
Framework (SID)
Maturity Tools
Metrics
Maturity Models
Data
Benchmark Data
Deployment & Runtime
Operations
Frameworks
Data Governance
Security Governance
Process Framework
(eTOM)
Transformation
Tools
ODA Canvas
Reference
Implementation
Implementation
Technical
Architecture &
Components
Open APIs
TM Forum
Data Models
AI Training Data
Legacy
Transformation
‘As-is’ OSS/BSS
Tools
Application Map (TAM)
Transformation Toolkits
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Common domain-based structure
The Process, Application and Information and Frameworks share a common domain-based structure
Process
Application
Information
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Frameworks building blocks: categories / areas
Strategy, to Readiness (S2R)
Provides the
focus for
generating
specific business
strategy and
gaining buy-in
from the business
for this
Operations
Day to Day
Operational
Support
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Frameworks building blocks: verticals
Strategy, to Readiness (S2R)
Strategy
Management
Capability
Delivery
Lifecycle
Management
Operations
Operations
Readiness
& Support
Fulfilment
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Assurance
Billing &
Revenue
Management
Process Framework verticals
Billing & Revenue Management:
responsible for the collection of
appropriate usage records, determining
charging and billing information,
production of timely and accurate bills.
Also responsible for payment of bills
Strategy Management: focuses on
generating and managing specific
business strategies, gaining
business buy-in and tracking the
effectiveness of the strategies &
adjusting as required.
Capability
Delivery: focuses
on the
development and
delivery of
capabilities
including;
definition, planning
and
implementation of
all necessary
infrastructures.
The Lifecycle
Management
vertical focuses on
the definition,
planning, design
and
implementation of
domain concepts /
assets (e.g.
building blocks) in
the enterprise’s
portfolio.
Operations
Readiness &
Support: responsible
for providing
management, logistics
and administrative
support to the FAB
process groupings,
and for ensuring
operational readiness
in the FAB verticals.
Fulfillment:
responsible for
providing
customers with
their requested
products in a
timely and
correct manner.
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Assurance responsible
for the execution of
proactive and reactive
maintenance activities
to ensure that services
provided to customers
are continuously
available and
performing to SLA or
QoS performance
levels.
Frameworks building blocks: Domains
Market & Sales
Product
Service
Resource
Business Partner
Enterprise
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Integration
Common
Customer
Combining the horizontals & the verticals
Strategy, to Readiness (S2R)
Strategy
Management
Capability
Delivery
Lifecycle
Management
Operations
Operations
Readiness
& Support
Fulfilment
Assurance
Billing &
Revenue
Management
Market & Sales
Product
Service
Resource
Business Partner
Enterprise
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Integration
Common
Customer
Product, service and resource relationship
Service
Provider
Service
Product
Marketing view ,
external
perspective
Service
Engineering
view , internal
perspective
Resource
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Modelling complex products and services in ODA
Complex product made up of offers, products, services, sub-services and two 3rd
party/supplier services
Offers
A
A
X
1
1
Y
Z
4
Z
Services
3
2
2
3
3 Vendor 2
Supplier 2 offer 3
product C
delivers sub-service
3
Products
3A
3B
3A
3B
3C
3C
Resources
Vendor 1
Supplier 1 offer 2
using product A
delivers service 2
Z
Z1
Z2
Z3
Z1
Z2
Z3
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Business Module 2 Quiz
Quiz
Module 3:
Development of the ODF
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Module 3: Question 1
Why was the name
NGOSS changed to
Frameworx?
A. Purely a marketing rebranding ploy
B. To reflect a wider non-telco usage
C. To confuse people
D. Because people called it Next Generation
rather than New Generation
87
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Module 3: Question 2
Which domain is
not touched by any
of the 7 vertical
groups contained in
S2R and
Operations?
A. Service
B. Business Partner
C. Enterprise
D. Customer
88
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Module 3: Question 3
Which two
Frameworks have
appeared in every
iteration from
NGOSS to ODF?
A. eTOM and TAM
B. eTOM and SID
C. SID and APIs
D. eTOM and Metrics
89
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Module 3: Question 4
Which of the 7
verticals are only
located only within
the Strategy to
Readiness (S2R)
area ?
A. Strategy Management; Capability Delivery;
Operations Readiness & Support
B. Fulfillment; Assurance; Billing & Revenue
Management
C. Market & Sales; Common; Enterprise
D. Strategy Management; Capability Delivery;
Lifecycle Management
90
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Module 3: Question 5
Operations
Readiness & Support
vertical is responsible
for what?
A.
Responsible for providing management, logistics
and administrative support to the FAB process
groupings, and for ensuring operational
readiness in the FAB verticals
B.
Responsible for providing customers with their
requested products in a timely and correct
manner
C. Responsible for the collection of appropriate
usage records, determining charging and billing
information, production of timely and accurate
bills.
D. Responsible for the development and delivery of
capabilities
91
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Module 3: Key Bullets
Key Bullets to
Take Away
The ODF builds upon Frameworx and other
artifacts developed by TM Forum members
All of the key aspects of Frameworx – eTOM, SID,
TAM (through the functional framework). APIs &
Metrics have been retained on the ODF
92
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Module 3: Learning Objectives Review
To describe the work that has led to the
evolution into Open Digital Framework ODF
Learning
Objectives
To become familiar with some of the terms
and artifacts that was developed in
predecessors to the ODF and are still part of
the ODF today
To understand the main building blocks of
the Process, Application and Information
Framework
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Module 4:
Open Digital Framework
(ODF) Vision
TM Forum is committed to comply with global antitrust laws and requires all present to comply therewith as
well as with the TM Forum Antitrust Policies & Guidelines. Antitrust law prohibits agreements between
competitors that restrict other parties’ actions or create barriers to market entry and the discussion or
exchange of confidential information pricing, business plans, or other confidential or commercially sensitive
data.
Property of TM Forum.
For official TM Forum Training participant personal use/reference only.
Module 4: Learning objectives
At the end of this module, you will be able to:
Describe the high level the elements of the
ODA architectural vision, the principles and the
functional architecture
ODF Vision
Discuss the vision and drivers and principals
behind the ODA
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The digital transformation challenge
Property of TM Forum.
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The CSP Challenge
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ODF and ODA Vision
Property of TM Forum.
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ODA Vision: Componentization
Digital Partner
Traditional CSP
Traditional CSP
BSS
BSS
BSS
OSS
Network (physical)
Digital SP domain
Zero-touch Interoperability
CSP domain
Operations
(processes & people)
Zero-touch Partnering
Partner domains
AI-Enabled, Real-Time Operations
Component
Component
Component
Cloud Native IT Production Components
Virtualized Infrastructure
99
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CSP Strategic Business Drivers
Support for Flexible
Business Models
Ecosystem Capable
Lower costs of operations
Multi-Vendor interoperability support
Agile Governance
Business Agility
Ability to exploit the power of the
cloud
100
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CSP Strategic Business Drivers
Support for Flexible
Business Models
Ecosystem Capable
Lower costs of operations
Multi-Vendor interoperability support
Agile Governance
Systems must support the wide range
of business models needed to be
successful in the digital marketplace.
Business Agility
Ability to exploit the power of the
cloud
101
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CSP Strategic Business Drivers
Support for Flexible
Business Models
Ecosystem Capable
Lower costs of operations
Multi-Vendor interoperability support
Agile Governance
A key concept is ‘sideways integration’,
referring to creating offers delivered in
partnership by multiple service
providers.
Business Agility
Ability to exploit the power of the
cloud
102
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CSP Strategic Business Drivers
Support for Flexible
Business Models
Ecosystem Capable
Lower costs of operations
Multi-Vendor interoperability support
Agile Governance
Automation is seen as key to long term
reduction in the cost of operating
ever more complex networks.
Business Agility
Ability to exploit the power of the
cloud
103
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CSP Strategic Business Drivers
Support for Flexible
Business Models
Ecosystem Capable
Lower costs of operations
Multi-Vendor interoperability support
Agile Governance
Systems must be capable of being
assembled from solutions provided by
multiple vendors, including
open source.
Business Agility
Ability to exploit the power of the
cloud
104
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CSP Strategic Business Drivers
Support for Flexible
Business Models
Ecosystem Capable
Lower costs of operations
Multi-Vendor interoperability support
Agile Governance
The architecture must maintain
maximum flexibility whilst allowing the
organization to maintain control of key
issues, including for example security
and privacy, through good governance
Business Agility
Ability to exploit the power of the
cloud
105
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CSP Strategic Business Drivers
Support for Flexible
Business Models
Ecosystem Capable
Lower costs of operations
Multi-Vendor interoperability support
Agile Governance
Agility is the ability to launch, scale up,
scale down and retire new services in
the shortest time, and with lowest cost
and risk.
Business Agility
Ability to exploit the power of the
cloud
106
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CSP Strategic Business Drivers
Support for Flexible
Business Models
Ecosystem Capable
Lower costs of operations
Multi-Vendor interoperability support
Agile Governance
Cloud technology is a key driver. All
aspects of the architecture and all
components must be able to make use
of this technology.
Business Agility
Ability to exploit the power of the
cloud
107
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TM Forum Open Digital Framework (ODF)
Comprises:
Open Digital Architecture
Architecture framework, common language and
design principles
Open APIs exposing business services
Standardized software components
Reference implementation and test environment
Transformation Tools
Guides to navigate digital transformation
Tools to support the migration from legacy architecture to ODA
Maturity Tools & Data
Maturity models and readiness checks to baseline digital
capabilities
Data for benchmarking progress and training AI
The TM Forum Open Digital
Framework (ODF) provides a
migration path from legacy IT
systems and processes to
modular, cloud native software
orchestrated using AI
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Open Digital Framework (ODF)
A blueprint for intelligent operations fit for the 5G era
Provides a migration path from legacy systems and processes to
modular, cloud native software orchestrated using AI
Practical tools
ODF comprises tools, code, knowledge and standards
(machine-readable assets, not just documents)
Delivering business value for TM Forum members
today
Accelerating concept-to-cash, eliminating IT & network costs,
enhancing digital customer experience
Developed through TM Forum’s collaboration
programs
Created and used by leading service providers and software
companies, building on TM Forum’s established standards
109
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Goals of the
Open Digital
Framework…
Transform business agility (accelerate concept-to-cash
from 18 months to 18 days)
Enable simpler IT solutions that are easier and cheaper to
deploy, integrate & upgrade
Establish a standardized software model and market
which benefits all parties (service providers, vendors &
SIs)
110
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The Open Digital Architecture, what is it?
Model or template for a final architecture
Reference for vendors
ODA is a reference architecture
111
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A set of reference architectures that help CSP’s
•
Business capability map & value stream mappings
•
Multi-layered model of the key business processes for efficient, agile
operations (eTOM)
112
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A set of reference architectures that help CSP’s
•
Functional architecture (a set of structured and simplified implementation independent views
enforcing decoupling)
•
Data architecture, with standard definitions for the information that flows through the
enterprise and between service providers & their partners (SID)
113
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A set of reference architectures that help CSP’s
•
•
•
Suite of 50+ REST-based Open APIs for standardized interoperability of IT systems
and partner integration
Definition of the ODA Components for reuse and simple integration
Standardized data model, enhanced for AI operations
114
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A set of reference architectures that help CSP’s
• Canvas – a standard technical framework and DevOps environment
for plug-and-play ODA components
• Lab-deployed reference implementation and test environment
115
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A set of reference architectures that help CSP’s
• Principles, design
guides,
metamodels
• Tools for agile
management of
the architecture
lifecycle
116
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ODA Economics
ODA Saves The Industry
Money
But Does
Not Commoditize
Software
Vendors can invest in
product rather than
services
Creates new
opportunities
Makes the industry more
successful
Reduces the cost and risk of integration for both vendors and CSPs
No need for expensive maintenance of customized legacy software branches
ODA components can be highly differentiated, despite standardization
(ODA components on the Canvas is analogous to silicon chips on a PCB)
More profitable (write once, deploy everywhere)
A software market for ODA-compliant components
New partnerships and go-to-market approaches
Lower barrier for introducing innovative new products
A bigger pie for all parties to share
CSPs can spend more on differentiating capabilities
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ODA Core Concepts
Standardized components connected via
Open APIs
Enables zero-touch interoperability and supports cloud
native deployment
Loosely coupled functional blocks
Simplifies the architecture and enables pace layering
Capabilities of components exposed
externally via Open APIs
Enables zero-touch partnering
Capability Driven Transformation: Business
capabilities > functions > components
Enables business / technical agility
Common language for Business (requirements) and IT
(design)
Enables the software marketplace
Component capabilities are
discoverable via Catalogs
New services can be designed from existing
services
No need for manual configuration of new service
chains
Standard data language (SID) & AIoptimized data model
Supports zero-touch interoperability
Supports AI training
Orchestration of business capabilities
to execute value stream workflows
(via eTOM)
Supports automation & intelligence (AI
Operations)
118
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Typical Elements of an Architecture (4 of 4)
Architecture
Vision
Principles
An architecture vision explains how the architecture
addresses the needs of a digital business.
The ODA vision also includes business drivers and
requirements.
Functional
Architecture
Definition Of
Components
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Typical Elements of an Architecture (4 of 4)
Architecture
Vision
Principles
The principles govern the architecture and define how it
operates and they are divided into sections covering a
number of areas.
Functional
Architecture
Definition Of
Components
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Typical Elements of an Architecture (4 of 4)
Architecture
Vision
Principles
A functional architecture:
Lays out loose groupings of components.
Creates a common language to describe various
functional blocks.
Functional
Architecture
Definition Of
Components
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Typical Elements of an Architecture (4 of 4)
Architecture
Vision
Principles
The decomposition of functionality into components is a
key feature of ODA, and so a definition of the
properties of a well-formed component has been
developed.
Functional
Architecture
Definition Of
Components
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ODA Principles
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ODA Principles
5 Characteristics of a good set of architecture principles:
1. They should be understandable
2. They should be robust
3. They should be complete
4. They should be consistent
5. They should be stable
124
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Principle Definition
How ODA defines a principle
1
Each principle has a
name
2
Each principle has a
statement
4
3
There is a rationale
that explains why
the principle is
important
There are
implications which
expand more on
specific examples of
the application on
the principle
125
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The Principle 5 Groups
Overarching
Business
Information and data principles
Application principles
Technology
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Overarching Principles
Different
stakeholders,
different
viewpoints
Technology
functions
must operate
as
businesses
Think out of
the box
Stepwise
evolution to
target /
Crawl, Walk,
Run
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Governance
is integrated
Business Principles
Business architecture
is reusable
Business architecture
is iterative
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Information Principles
Information is a shared asset
Information is accessible
Information is must be secure
Information must be analyzable
Information is quickly available
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Application Principles
Ease of use
Technology
is agnostic
Modular and
reusable
Decoupled
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Capability
Exposure
Convergence
with the
Enterprise
Architecture
Technology Principles
Catalog-based
API-based architecture
LEGO Blocks Architecture
Stepwise evolution to target
Interoperability
Control Technical Diversity
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Business Module 2 Quiz
Quiz
Module 4:
ODF Vision
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Module 4: Question 1
A.
Architecture principles are general rules and
guidelines that, when applied to an architecture,
will assure consistence, alignment and future
proofing
B.
To enforce adherence to the principles allows TM
Forum members a guarantee so they can pass
certification tests
What is the purpose
of having agreed
ODA principles?
C. Regulations require a set principles in order for
the TM Forum to publish ODA as a standard
D. ODA principles are tightly coupled to other
architectural models such as TOGAF and without
them these would not be possible
133
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Module 4: Question 2
How many
groupings of
principles are
there?
A. 3
B. 4
C. 5
D. 7
134
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Module 4: Question 3
Which of these is one
of the goals of the
Open Digital
Framework (ODF)?
A. Transform business agility (accelerate
concept-to-cash from 3 years to 18
months)
B. Enable simpler IT solutions that are easier
and cheaper to deploy, integrate & upgrade
C. Establish a strict set of rules and
implementations on how CSP should
design and operator their networks
D. None of the above
135
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Module 4: Question 4
Which one of these
is not part of the 5
principles?
A. Overarching
B. Technology
C. Implementation
D. Business
136
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Module 4: Question 5
Which element of
the Open Digital
Framework
contains the
Capability
Framework that
focuses on the
capabilities that an
organization
possess or need?
A. Business
B. Information Systems
C. Implementation
D. Deployment and runtime
137
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Module 4: Key Bullets
TM Forum Open Digital Framework (ODF) provides a migration
path from legacy systems and processes to modular, cloud
native software orchestrated using AI
TM Forum Open Digital Framework (ODF) comprises of
Key Bullets to
Take Away
Open Digital Architecture (ODA)
Transformation Tools with Maturity and data tools
Fundamental to the approach of ODA is the concept of Zero
Touch: Zero touch integration and Zero touch operations.
ODA consists of
Business Architecture
Systems Architecture
Implementation Architecture
Deployment & Runtime Environment
Governance
ODA 5 principal groupings are : Overarching; Business;
Information and Data principles; Application principles;
Technology
138
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Module 4: Learning Objectives Review
Learning
Objectives
To describe the high level the elements of
the ODA architectural vision, the principles
and the functional architecture
To discuss the vision and drivers and
principals behind the ODA
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End of Day 1
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Recap and summary of Day 1
We considered…
Module 1
Module 3
The need for change
The evolution of ODF
Introduced the ODF and ODA
The building blocks / structure of eTOM, SID and
TAM
Module 2
The underlying aspects of a business that need
to be considered before making business
transformation decisions.
Ecosystems
Business Models / Value propositions
Module 4
Described the high level the elements of the ODA
architectural vision, the principles and the
functional architecture
Discussed the vision and drivers and principals
behind the ODA
Customers
Microservices
The impact of AI
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Looking froward to Day 2
We will consider…
Module 5
Elements of ODF
Looking at each of the key elements of ODF in more details for each area
Module 6
Migration challenges
Providing understanding and an appreciation of some of the challenges in migrating to ODF
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ODF Overview
DAY 2
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Recap and summary of Day 1
We considered…
Module 1
Module 3
The need for change
The evolution of ODF
Introduced the ODF and ODA
The building blocks / structure of eTOM, SID and
TAM
Module 2
The underlying aspects of a business that need
to be considered before making business
transformation decisions.
Ecosystems
Business Models / Value propositions
Module 4
Described the high level the elements of the ODA
architectural vision, the principles and the
functional architecture
Discussed the vision and drivers and principals
behind the ODA
Customers
Microservices
The impact of AI
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Module 5:
Open Digital Framework
(ODF) Elements
TM Forum is committed to comply with global antitrust laws and requires all present to comply therewith as
well as with the TM Forum Antitrust Policies & Guidelines. Antitrust law prohibits agreements between
competitors that restrict other parties’ actions or create barriers to market entry and the discussion or
exchange of confidential information pricing, business plans, or other confidential or commercially sensitive
data.
Property of TM Forum.
For official TM Forum Training participant personal use/reference only.
Module 5: Learning objectives
At the end of this module, you will be able to:
Elements of ODA
At high level describe the elements of the ODA
Understand their purpose and structure
How they can be used in different business scenarios
Where to find further information
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Scenario-based walkthrough
In order to gain better understanding on how ODA can benefit an
organization and when and where adopting and using one or many
elements of ODA the following section will make use of scenario
driven context.
Note 1
There are many different
uses of the elements and
the the scenarios only
describe some common
uses of the elements
Note 2
These are just four common
scenarios and there are
others or variants of these.
Some companies may only
have the need address one
or a few of these while
others all of them and
perhaps more.
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The Jon Col SP Scenario
Jon Col SP has been an existing service provider
for some years with a sucessfull track record.
In order to, not only retain current customer base,
but also grow it.
Jon Col SP management has identified 4 key
areas of that would need to be addressed in order
be prepared for the future.
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Jon Col SP’s Challenges
Digital
Transformation
Partnerhips
Agile Product
Development
Rationalization &
effectiveness
In order to attract new customers and create more
value to existing customers Jon Col SP has
decided to transform its business and, in many
cases, realizing this through digital assets
New customers should be able to on-board
themselves regardless if they are business or
consumer customers
If an individual already exist within the system,
they should be able to see their current
engagements and switch between the different
engagements seamlessly.
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Jon Col SP’s challanges
Digital
Transformation
Partnerhips
Not all future capabilities that will be required in
the future are known nor will be possible or are
deemed strategic to build in-house. Therefore, it is
pivotal that entering partnerships and partner onboarding is made easy both to the organization
and IT-systems.
Agile Product
Development
Rationalization &
effectiveness
Jon Col SP are also considering of exposing
some of their functionality and offering it to
external parties.
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Jon Col SP’s challanges
Digital
Transformation
Partnerhips
Agile Product
Development
Rationalization &
effectiveness
To support the aim to attract new and retain
customers as well as leveraging on existing and new
partnerships Jon Col SP will need to adapt their
product development so that it can...
Be able to bundle products to create ’new’
products.
Enable better re-use of products that are offered
to business or consumers
Reduce time to launch new products with the
ability to target these to specific customer groups
Be able to bundle in-partner products with
existing and new in-house products
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Jon Col SP’s challanges
Digital
Transformation
Partnerhips
Agile Product
Development
Rationalization &
Effectiveness
Being an existing business Jon Col SP has over the
years acquired and through a number of mergers
inherited a number of IT systems. Some of the
existing systems (legacy) are deemed strategic and
will be used to support the business going forward.
A large number of legacy systems have been
earmarked to undergo investigation for retirement.
Especially since the company has decided to go for a
Cloud based IT strategy.
Note: Jon Col SP are not looking at reducing staff as a
result of the above but rather be able to support
expansion
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Reminder: ODA level 1 structure
Open Digital Architecture
Business
Governance
Business Capability
Repository
Information Systems
Process Framework
(eTOM)
Functional
Framework &
Architecture
Information
Framework (SID)
Concepts & Principles
Design Guides
API Governance
AI Governance
Deployment & Runtime
Operations
Frameworks
Data Governance
Security Governance
Open APIs
Canvas
Reference
Implementation
Implementation
Technical
Architecture &
Components
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TM Forum
Data Models
ODA Business:
Business Capability
Repository
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Goals Achieved using the Business element
Business
agility
Lower cost
of
operations
Be
consistent
and re-use
Develop
clearer IT
requirements
Reduce
management
time
and cost
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Business Capability
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Business Capability Definition
A business capability, a key component of business
architecture, “is the ability or capacity an organization
may possess or need, to achieve a specific purpose
or outcome.”
It would include capacity, materials and expertise
Business Capabilities are:
Unique and independent from each
other
The WHAT not HOW
Business Capabilities are not: :
A process
A service
A function
Technology
Redundant
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The Capability Library
The Capability Library is intended for use as a strategic
planning tool
It facilitates strategic decisions regarding the investment
in existing or new capabilities of the business to achieve
the strategic goals of the organization
One central Capability Library exists for the Organization
Note: The Capability Library Is Currently Under Development
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Proposed Business Capability Map Groupings & Level 1
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Business Capabilities Examples
Channel Management
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The Hierarchy of a Business Capability
The capability library is the central location to view and maintain the Business Capabilities of
the business. To make it easier to locate the relevant capability they are broken down or
decomposed into multiple stratification (3 - 4 for the TM Forum Library). The different levels
can be expressed as
Level 1 capabilities
Level 2 capabilities
Level 3 capabilities
Level 4 capabilities
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Business Capabilities Relationship to other Business
Architecture deliverables
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ODA Business:
Process Framework
(eTOM)
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The Process Framework (eTOM)
What is it (and what is it not)?
Formerly known as the enhanced Telecoms Operations Map (eTOM), it is a
comprehensive, industry-agreed, multi-layered view of the key business processes
required to run an efficient, effective and agile digital enterprise
It provides a static view, in that it is a list of tasks to be completed, these tasks being
organised into a hierarchy
It does not tell you HOW to do things – the Dynamic View (process flow that typically
describe in which order processes are executed
It is NOT an organizational framework although it could be useful when thinking
about how an organization is structured
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1
2
3
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4
1
Domain Concept
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Two Key Concepts
Problem
Handling
Product
Offering
Isolate
Customer
Lifecycle Management
Problem
Problem
Gather Customer
&Handling
Analyze New
Isolate
Product Offering
Problem
Ideas
Problem New
Handling
Develop
Product
Isolate Customer
Offering
Business
Problem
Proposal
Problem
Handling
Conduct
Product
Isolate
Customer
Offering Acceptance
Problem
Testing
Problem
Handling
GatherCustomer
Product
Isolate
Offering Ideas
Problem
Problem Handling
Isolate
Customer
Develop
Detailed
Problem
Product Offering
Problem
Handling
AssessCustomer
Performance
Isolate
of Existing Product
Problem
Offering
ProblemProduct
Handling
Identify
Isolate Customer
Offering
Problem Opportunities
and Requirements
Problem
Handling
ManageCustomer
Product
Isolate
Offering Exit
Problem
Problem
Handling
Develop
New
Product
Isolate Customer
Offering
Problem Opportunity
Concepts
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Problem
Handling
Rollout/Launch
Isolate
Customer
Product Offering
Problem
eTOM hierarchy
Process Categories / Areas
Domains
Core Processes
Market Sales
Level
2
Operations
S2R
Services
Strategy and
Planning
Core Processes or Task Processes
Level
3
Core Processes or Task Processes
Level
4
Service Delivery
Capability
Generate
Service Problem
Product
Customer
Service
Resource
Business
Partner
Enterprise
Service
development &
Retirement
SM&O Support
& Reediness
Service
Configuration &
activation
Service Problem
Management
Service Quality
Management ll
Service Guiding
&Mediation
Create Service
Trouble Report
Report Service
Problem
Diagnose
Service Problem
Close Service
Trouble Report
Correct &
Resolve Service
Problem
Survey &
Analyze Service
Problem
Convert Report
to Service
Problem Format
Estimate Time
For Restoring
Service
Tasks
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Track & Manage
Service Problem
Business Process Framework key uses
Developing process flows
Defining project scope
Plan, design, test, and deploy applications
Transforming business processes
Procurement request support
Role/organization mapping
Managing
Key Performance Indicators
Focus process related discussion
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Scope defined using eTOM
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System mapping using eTOM
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How the Business Elements support Jon Col SP’s challenges
Business scenarios
Business Capabillities
Digital Transformation
The Business capabillities can support identifying and defining
the capabilities required going forward. These capabilities can
be used as high level requirements that supported and realized
through IT.
Partnerships
Assisting with defining the capabilities needed in-house as well
those needed by a partner. Doing so comprehensive list of
required capabilities can be identified.
Agile Product Development
Current description of Product Development where not defined
so the TM Forum definition where adjusted so that it would
accounted for the ’agile’ part that will need to be supported.
Rationalization and Effectiveness
It was agreed that rationalization itself did not have an impact on the
current or future capabilities as such and therefore was not utilized. This
could be debated and perhaps others could have found uses.
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How the Business Elements support Jon Col SP’s challenges
Business scenarios
Business Process Framework
Digital Transformation
Using the eTOM map to identify processes that could be
fully, partially automated or be better supported through by
current or new IT solutions
Partnerships
Identify process steps that could be supported and also
executed by a business partner. Sharing the definition with the
partner to ensure that both parties have a common definition of
the process step.
Agile Product Development
Even though one could use the process framework in support of Agile
Product Development in some ways it is more in the process flow and
execution ’Agile is achieved and therefore we did not use eTOM
mappings initially.
Rationalization and Effectiveness
To identify which systems are supporting what processes a
mapping to IT systems was initiated to identify where there
where overlaps. Meaning are there multiple systems supporting
the same process steps and to what degree
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Key Business Element
Resources & tools
Business element uses
Main stakeholders: COO, CFO, CTO, CIO, CCO, Sales Director
Business Capability:
Main actors: Solution Architects, Business Analysts
Used to support the identification and description of business capalities in
scope. Identify supported processes, required or impacted information,
Supporting actors: Enterprise Architects, Integrators*
Business Process Framework:
Typical tools:
Worksheets, Process Tools, Visio, PowerPoint
Can assist the definition of process steps and allignement of
understanding of process steps. Not all companies will use all processes
and the identifiation and agreement of which is processes are used,
needed not needed is as important as alligning on the definition.
Note: A capability or processes could be expected to be the responsibility
or executed by another party or by a system. These frameworks focus on
the ’What’ not the ’How’
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Documentation
Business Capabilities
Work in progress current temporary work
can be found in the Business Capability C
Business Process Framework
GB921 Business Process Framework (eTOM)
Suite
Most commonly used documents are:
- GB921P Process Framework Primer R19.0.1
- GB921D L3 Process Decompositions v20.0.1
- GB921DX L4 Process Decompositions
v20.0.1
- GB921E End-to-End Business Flows v20.0.1
- GB921U Process Framework User Guidelines
R19.0.1
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ODA Information System:
Information Framework
(SID)
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Goals Achieved using the Information System element
Reducing
time to
market
/introduction
of new
technologies
Reducing
the cost of
integration
Support multiple
implementations
Facilitate
new/existing
development
Open Digital Architecture
Business
Governance
Reduce
management
time
and cost
Business Capability
Repository
Information Systems
Process Framework
(eTOM)
Functional
Framework &
Architecture
Information
Framework (SID)
Concepts & Principles
Design Guides
API Governance
AI Governance
Deployment & Runtime
Operations
Frameworks
Data Governance
Security Governance
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Open APIs
Canvas
Reference
Implementation
Implementation
Technical
Architecture &
Components
TM Forum
Data Models
The SID - What is it?
When applications need to share information, there must be a way
to describe what that information "looks like" so that when a data
set arrives at its target location, the receiving party can actually do
something with it.
The SID provides standard definitions for all the information that
flows through the enterprise and between service providers and
their business partners, that is, all entities identified in the Process
Framework
It provides a standard way of structuring, defining & implementing
information & behaviour
It provides a consistent terminology
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Domains a Framework key Structure
Common
Market/Sales
Product
Customer
Service
Resource
Business Partner
Enterprise
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Structure of an ABE
3
Customer ABE
1
Customer
Customer
Credit
Profile
Customer
Account
Customer Account
Contact
2
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Unified Modeling Language (UML) Class Diagram
*
1
CustomerStabilityMeasuredBy
*
1..*
CustomerAccountContactedVia
CustomerPosseses
1
*
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Structure of a Domain
All ABEs that completely define a key management area are grouped
together
Customer ABE
Customer
Customer Order
Customer Problem
Applied Customer
Billing Rate
Customer Bill
Collection
Customer Interaction
Customer Statistic
Customer SLA
Customer Bill
Customer Bill Inquiry
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Information Framework Structure
Example
L1
Aggregate
Business Entity
(ABE)
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Case Study
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Which parts of the framework were used?
Note - Example only utilizing an older framework version
Market/Sales
Market Strategy & Plan
Marketing Campaign
Contact/Lead/Prospect
Market Segment
Competitor
Sales Statistic
Sales Channel
Product
Strategic Product Portfolio Plan
Product Performance
Product Configuration
Product Specification
Product Offering
Product Usage
Loyalty
Customer
Customer Order
Customer Problem
Applied Customer Billing Rate
Customer Bill Collection
Customer Interaction
Customer Statistic
Customer SLA
Customer Bill
Customer Bill Inquiry
Service
Service Strategy & Plan
Service Performance
Service Specification
Service Configuration
Service Usage
Service Problem
Service Test
Resource
Resource Topology
Resource Performance
Resource Strategy & Plan
Resource Specification
Resource Configuration
Resource Usage
Resource Trouble
Product
Product Test
Customer
Service
Resource
Resource Test
Engaged/Party
Party Strategy
Party Service Level Agreement
API
Enterprise
Enterprise Effectiveness
Enterprise Risk
Workforce
SID Model used
Party
Additional Party Entities
Party Interaction
Party Problem
Party Statistic
Party Revenue
Common
Root
Location
Base Types
Capacity
Business Interaction
Catalog
Agreement
Party Privacy
Performance
Usage
Test
Trouble or Problem
Project
Federated Catalog
Marand contribution
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Policy
Party Order
Party Product Specification and
Offering
Calendar
Metric
Topology
Configuration and Profiling
User and Roles
Event
Product, Service, Resource usage
Entity Specification / Entity
Not shown, but also used, was the
CharacteristicSpecification/
CharacteristicValue pattern which enabled the various
attributes associated with different types (specifications) of
usage to be dynamically defined.
U s a g e S p e c i fi ca ti o n
n a m e : S tr i n g
d e s c r i p ti o n : S tr in g
va l id F o r : T im e P e r io d
l ife c yc le S ta tu s : In te g e r
1
S p e c i fi e s U s a g e
1
R e s o u rc e U s a g e S p e c
1
Se r vi c e U s a g e S p e c
P r o d u c tU s a g e S p e c
0 ..n
1
1 ..n
0 ..n
S e r vic e U sa g e S p e c P a r ti c ip a te s I n
0 ..n
R e s o u r c e U s a g e S p e c P a r ti c i p a te s I n
A to m ic P ro d u c tU s a g e S p e c
S p e c i fi e s S e r v ic e U s a g e
0 ..n
0 ..n
C o m p o s i te P r o d u c tU s a g e S p e c
0 ..n
U s age
u s a g e D a te : D a te
u s a g e S ta tu s : In te g e r
S p e c ifi e s P r o d u c tU s a g e
Composite /
Atomic
S p e c i fie s R e s o u r c e U s a g e
0 ..n
R e s o u r c e U ...
1
S e r vic e U s a g e
P ro d u c tU s a g e
0 .. n
0 ..n
1 ..n
P r o d u c tB u n d l e U s a g e C o m p r i s e d O f
0 ..n
S e r v ic e U s a g e P a r ti c ip a te s I n
0 ..n
R e s o u r c e U s a g e P a r ti c i p a te s I n
0 ..n
P r o d u c tC o m p o n e n tU s a g e
0 ..1
P ro d u c tB u n d l e U s a g e
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R21 Information Framework (SID)
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ODA Information Systems:
Functional Framework
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It begins with the Application Framework (TAM - GB929)
The TM Forum Application Framework
is a functional orientated framework of
reference. It describes the Service
Provider ecosystem of OSS/BSS
applications.
Customer
Order
Management
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Example functional decomposition
Available as a
single application
Candidate
Microservices
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Application Functions in Application Framework
GB929F
Every application in the Application
Framework consist of one or several
Application Functions.
The Application's descriptions in the
Application Framework will contain
descriptions of functions. In addition to
describing the contained functions
the descriptions often puts the
application
in a process context and describes
the business purpose.
193
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Definitions
Application Functions are (computerized) automated activities, provided for human
usage through User Interfaces or machine usage through Integration Services.
"Application Functions are actions constructed to produce a result. In a Function
Model each function ideally will produce one type of result. The ambition is that
Functions are defined at such granularity level that when invoked the entire outcome
will be accepted. "
The granularity level shall also only allow one Application Function in the Functional
Model for each described function. Re-use of functions in applications will be done
with references to the Function with a unique Function-Identity.
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TAM Appearances
TAM GB929D Description
Channel Guidance and Data Capture
leads the specific channel front ending
application with the captured
information required. For each
information element it can provide a
list of valid options to select from (e.g.
list of products available for the
customer, list of options to select from
a product). Finally, it receives the
captured information and publishes it.
Functional Framework – GB929F
Guided Customer Information
Capturing provides a step by step
guide at the channel to capture the
specific information items to be
collected (e.g. customer identification,
required product / order and the
pertinent data for the order). Including
Validation guidance – for each
information element, may provide set
of valid input
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ODA Information Systems:
Functional Architecture
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ODA Functional architecture
Systems of Engagement:
Multi-channel interactions with
people & systems (resp. Trough
front ends and secured APIs
exposed to partners
Systems of Records:
Operational processes act on
real world
The ODA functional
framework includes a
mapping of ODA functional
blocks to the Level 2
business processes of the
business process
framework and a mapping
to the level 2 aggregate
business entities or ABEs of
the information model
Normalized APIs between all systems
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Systems of Insights:
Analytical processes
produce insights on
business activity and
interact with operational
processes
ODA Functional Blocks: Engagement Management
The engagement management
block manages all interactions
between the parties, and
components in any of the blocks
Decoupled
Omnichannel Customer
experience
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ODA Functional Blocks: Party Management
The party management block
is very much involved in the
“who” and the “why” of all
interactions
Customers
Partners
Manage Party Information
Account Management
Receiving and order
Sending a bill
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ODA Functional Block: Core Commerce Management
The core commerce
management block could be
described as the ‘what’
Manages Products
Fulfillment of orders
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ODA Functional Block: Production
The production is effectively
what was the area of OSS in the
traditional descriptions of
telecoms architectures
Service Orchestration
Resource Management
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ODA Functional Block: Intelligence Management
The intelligence management
block is all of the functionality
connected to the management
of data generated by the
architecture.
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Further Decomposition
Extract of IG1167 – ODA Functional Architecture 4.3.3 Party Management Functionality
Functionality
Describe / Purpose
Customer
Relationship
Management
Manage the lifecycle relationships and interaction with customers and potential customers.
Relationships include both known and anonymous customers.
Partner
Relationship
Management
Manage the lifecycles of Partners with whom the enterprise has a relationship. Relationship with
new parties may be required to broaden the services an enterprise offers, to improve
performance, for outsourcing and out-tasking requirements, and so forth.
Billing Account
Management
Manages party’s billing account as it relates to the products purchased and/or consumed
throughout the appropriate billing cycle. This functionality is responsible for handling changes to
the billing account (for example, customer billing address, partner settlement information, etc.)
as it relates to the service portfolio.
Payment
Manages the processing of payments, supporting the performance of payment collections and
provides services to update account balance. (eTOM)
Invoicing
Manages the bill invoice is creation and the appropriate taxes, discounts, adjustments, rebates
and credits for the products and services delivered to customers have been applied.
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API Hub
Customer
Information
Management
Welcome
Payment
Management
Invoicing
Party
Management
Pre-sales
Front Ends
Engagement Management
Order management process flow
Manage Offer &
Product
Catalogue
Order
Capture
Customer Order
Orchestration &
Distribution
Manage
Technical
Catalogue
Service Order
Mgt (SOM)
Bill calculation
Order
follow-up
Rating & Usage
Follow up
Core
Commerce
Management
Charging
Resource Order
Mgt (ROM)
Production
Service Usage
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Functional Overlay
API Hub
Welcome
Billing (Inv/Pay)
Customer
Information
Management
Payment
Management
Party
Management
Invoicing
Pre-sales
Front Ends
Engagement Management
Customer
Product Catalogue
Manage Offer &
Product
Catalogue
Product Order
Billing (Rate & Bill)
Order
Capture
Customer Order
Orchestration &
Distribution
Product
Service
Manage
Technical
Catalogue
Service Order
Mgt (SOM)
Bill calculation
Order
follow-up
Resource
Rating & Usage
Follow up
Core
Commerce
Management
Billing (usage/charge)
Charging
Resource Order
Mgt (ROM)
Production
Service Usage
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How the Information System Elements support Jon Col SPs challenges
Business scenarios
Information Framework
Digital Transformation
After having identified which processes that needs to be
supported we can simalarly identify what information will need to
go into these processes, managed by them and output from the
process.
Partnerships
Using the SID to define information will save a great deal of time
communicating requirements surrounding information
requirements. In order to integrate with a Partner’s IT system
APIs are often used and the payload could be modelled based
on SID
Agile Product Development
It will be essential to understand what is a product and how it is
represented from an information standpoint. In order to
dynamically change product or create new ones the entities that
describe product can be agreed using SID
Rationalization and Effectiveness
By mapping information from used in connection to systems,
stored and managed by systems we can further understand
overlaps and gaps. This together with the mapping to processes
gives us a good picture of what system does what.
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How the Information System Elements support Jon Col SPs challanges
Information System scenarios
Functional Framework
Digital Transformation
Agile Product Development
Even though one could use the process framework in support of Agile
Product Development in some ways it is more in the process flow and
execution ’Agile is achieved and therefore we did not use eTOM
mappings initially.
Rationalization and Effectiveness
To identify which systems are supporting what function a
mapping to IT systems was initiated to identify where there
where overlaps. Meaning are there the same or similar functions
supported by the different systems and to what degree.
Systems of Records:
Operational processes act on
real world
Systems of Insights:
Analytical processes
produce insights on
business activity and
interact with operational
processes
Normalized APIs between all systems
Order management process flow
API Hub
Identify process steps and later functions that could be
supported and also executed by a business partner. Sharing the
definition with the partner to ensure that both parties have a
common definition of the process step.
Systems of Engagement:
Multi-channel interactions with
people & systems (resp. Trough
front ends and secured APIs
exposed to partners
The ODA functional
framework includes a
mapping of ODA
functional blocks /
domains to the Level 2
business processes of
the business process
framework and a
mapping to the level 2
aggregate business
entities or ABEs of the
information model
Customer
Information
Management
Welcome
Payment
Management
Invoicing
Party
Management
Pre-sales
Front Ends
Partnerships
ODA Functional architecture
Engagement Management
Using the Functional map to identify processes that could
be fully, partially automated or be better supported
through by current or new IT solutions
Manage Offer &
Product
Catalogue
Order
Capture
Customer Order
Orchestration &
Distribution
Manage
Technical
Catalogue
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Service Order
Mgt (SOM)
Bill calculation
Order
follow-up
Rating & Usage
Follow up
Core
Commerce
Management
Charging
Resource Order
Mgt (ROM)
Production
Service Usage
Key Information System Element
Resources & tools
Main stakeholders: COO, CFO, CTO, CIO, Sales
Director
Main actors: Solution Architects, Enterprise
Architect, Business Analysts
Information System element uses
Information Framework:
Definition of information entities used by an enterprise. The
entity definitions are often used to identify information
connected to processes or API’s either as input, managed by
or output.
Supporting actors: Integrators*
Functional Framework:
Typical tools:
Spreadsheets, Commercial UML tool, Visio,
PowerPoint
Identification of common re-usable functions in support of
capapbilities, processes and information requirements. The
functional framework defines non-technical system
requirements and can be used to describe system flows and
therefore also potential system integration points.
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Documentation
Functional Framework
GB1022 ODA Functional Architecture
Guidebook v1.1.0
IG1167 ODA Functional Architecture
Exploratory Report v6.0.0
Information Framework
GB991 Core Frameworks Concepts and Principles v19.5.1
GB922 Information Framework v20.5
GB922 User's Guide R18.0.1
Domain Specific Addenda
GB922 Common v20.0.1
GB922 Market Sales v19.5.1
GB922 Product v19.5.1
GB922 Customer v20.0.1
GB922 Service v20.0.1
GB922 Resource v19.5.1
GB922 Business Partner v20.0.1
GB922 Enterprise v19.5.1
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ODA Implementation:
Technical Architecture &
Components
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Goals Achieved using the Implementation element
API-based
architecture
Promote the
use of
microservices
Open Digital Architecture
Business
Governance
Business Capability
Repository
Component
models
Information Systems
Process Framework
(eTOM)
Functional
Framework &
Architecture
Information
Framework (SID)
Concepts & Principles
Design Guides
API Governance
AI Governance
Deployment & Runtime
Operations
Frameworks
Data Governance
Security Governance
Open APIs
Canvas
Reference
Implementation
Implementation
Technical
Architecture &
Components
TM Forum
Data Models
Version 2.0.0 ©TM Forum 2021
Property of TM Forum.
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Exploit
flexibility of
cloud
Dynamic
integration
Microservices are packaged up as Containers
Microservices are packaged up as
Containers
Containers isolate applications from one
another and the underlying infrastructure,
while providing an added layer of protection
for the application.
They are not tied to any specific
infrastructure: they run on any computer, on
any infrastructure, and in any cloud.
Containerisation encapsulates, isolates &
decouples the microservice
212
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Kubernetes (K8s)
Is a container orchestration platform
Takes the jumble of containers and
organises them into an meaningful
application.
It completely manages the life cycle of
containerized applications
It can dynamically…
Replicate applications
Scale the application
Fix broken applications
Update the application
Predict demand
…and more
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ODA Components – Standardised Containers
Docker image = container template
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Component characteristics
Components Expose capabilities
Components are self-contained
Components can be of varying granularity
Components are managed entities
Components are data driven
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Component anatomy
ODA describes 5 (1 primary and 4
supporting) sets of functions the
component must have to interwork
with the rest of the system
Each of these functions are
accessed through Open APIs
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Component anatomy
Security
The security functions control
access to the components other
interfaces, the authentication of
users trying to access those
functions and authorizing use of
the function according to
appropriate rules or policies.
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Component anatomy
Core application or function
This is core function that gives the
component its purpose. As we
have seen components can be at
varying granularity and so this
may range from a single API
exposing a single capability to
suite of APIs exposing a large
group of related functions.
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Component anatomy
Reporting Function –
Notification / Response
All components will have some
degree of logging and
performance recording
mechanisms, and these will be
managed and the data they
collect exposed through these
functions
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Component anatomy
Management / Operations Functions
These functions are responsible for 3
areas. Firstly, the operation of the
component, such as stop start, enable or
disable. Then the configuration of the
component. Although most configuration
information is passed when the
components core functions are called
there may be other universal
configuration items. Finally, some more
complex functions may expose
maintenance functions, both preventative
housekeeping and corrective
maintenance.
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Component anatomy
Environmental dependencies
As part of the lifecycle of a
component it will need to be
installed and upgraded. In order
to make this an automated
process, often called plug and
play, then the component must be
capable of declaring its
dependencies.
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Describing a component using Frameworx
TM Forum Frameworks:
A component can be described
by capabilities it exposes
Business Process Framework
it supports
Information Framework ABE it
acts upon
Functions from the functional
decomposition of the
Application framework
A capability is described in
terms of processes and not
process flows
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ODA Component Inventory & Taxonomy (Classification)
ODA Grouping mapped to ODA Functional Architecture Blocks
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ODA Implementation:
Open API’s
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Application Programming Interface (API)
Essentially a protocol that offers a window into an application that
can be used to allow that application to be accessed by a person,
programmer / developer or by another application
It forms the boundary of your domain. That gives you control and
visibility of traffic going in and out.
API platforms are specialized for the task
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Example: Amazon
Amazon is not just an Internet retailer, but also a ubiquitous
merchant portal. Amazon’s merchant platform is deliberately built
on APIs that allow easy onboarding of new merchants.
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What are the TM Forum Open APIs ?
A suite of APIs making it easier to create,
build and operate complex, innovative
services
That enables services to be managed end to end
throughout their lifecycle
IoT
In an environment where multiple partners are involved
in the service delivery
REST (REpresentational State Transfer)
based
Smart
City
Next Gen
OSS/BSS
TM
Forum
Open APIs
Big
Data
Based on industry strength key design
patterns to enable their rapid
implementation.
Available to everyone
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Smart
Grid
NFV
Representational State Transfer (REST)
A REST API defines a set of functions which developers can perform
requests and receive responses via HTTP protocol such as GET, PUT,
POST & DELETE
REST APIs use HTTP so they can be used by almost any programming
language. As the client and server are independent of each other, either can
be coded in any language.
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Domain Driven Open API Microservices
Resource
Catalog
Microservice
Party
Management
Microservice
API
API
Product Catalog
Microservice
API
Expose one Microservice per API managed Resource
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Service
Catalog
Microservice
Open API Structure – Level 1
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Open API Structure – Level 1
Property of TM Forum.
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Open API Structure - Level 2 Customer Domain
Customer
Customer
Management
API
customer
paymentMean
customerAcco
unt
Level 1
API
Level 0
API Domain
Product
Appointment
Ordering
Level 2
API
API
API Resource
C
appointment
productOrder
Service
Qualification
API
Billing
Management
API
serviceQualific
ation
billingAccount
schedule
productOffering
freeSlot
Qualification
Property of TM Forum.
For official TM Forum Training participant personal use/reference only.
customerBillingCycle
appliedCustomer
BillingCharge
settlementNote
Advice
API Overlay
Billing (Inv/Pay)
Customer
Customer
Information
Management
TMF666
API Hub
TMF629 Cust
Mgmt
TMF673
Geo Addr
Mgmt
TMF632 Party
Mgmt
Manage Offer &
Product
Catalogue
TMF620 Product
Catalog Mgmt
Payment
TMF676
Management
Payment
Mgmt
Account Mgmt
Invoicing
Pre-sales
TMF648
Quote Mgmt
Product Catalogue
Front Ends
Engagement Management
Welcome
TMF678 Cust
Bill Mgmt
TM685
Resource Pool
Mgmt
Product Order
Billing (Rate & Bill)
Order
Capture
TMF622 Product
Ordering
Party
Management
Bill calculation
TMF678 Cust
Bill Mgmt
Order
follow-up
Rating & Usage
Follow up
Customer Order
Orchestration &
TMF637 Product
Distribution Inventory Mgmt
Core
Commerce
Management
TMF679 Product
Offer Qual
Product
Manage
Technical
Catalogue
TMF633 Service
Catalog
TMF634
Resource
Catalog
Service
Service Order
Mgt (SOM)
Resource
TMF652
Resource
Ordering Mgmt
TMF641 Service
Ordering Mgmt
TMF640
Activate and
TMF638 Service
Configure
Inventory Mgmt
Charging
Resource Order
Mgt (ROM)
TMF664
Resource
Function
Activation
Billing (usage/charge)
TMF639
Resource
Inventory Mgmt
TMF673
Geo Addr
Mgmt
TMF635 Usage
Mgmt
Service Usage
TMF674
Geo site
Mgmt
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Production
ODA Implementation:
TM Forum & Data Models
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TMF Data Model Entities (Draft)
JSON
Schema
JSON
Schema
Property of TM Forum.
For official TM Forum Training participant personal use/reference only.
Principles
Adopting best in Breed Definitions and Common Data types from the TMF and
FiWARE
Convergence on Extension and Polymorphic Patterns
Uses Schema.org as repository for common definitions from our Harmonized data
models for wider acceptance in the Smart City communities
Schema.org
FiWARE
Smart City
Data Model
TMF Data
Model
TMF FiWARE
Harmonized
Smart City Data Model
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How Implementation Elements support Jon Col SP’s challanges
Business scenarios
Technical Architecture & Components
Digital Transformation
Partnerships
By having predictable standardized functions these can now be
published and used by partners. In some cases we can start
realizing self on-boarding and self use when exposing these
functions including external partners.
Component Overlay
API Hub
Customer
Welcome
Billing (Inv/Pay)
Customer
Information
Management
Payment
Management
Party
Management
Invoicing
Pre-sales
Front Ends
Engagement Management
Previous mappings can now be translated an in turn mapped to
implementable standard functions. These functions will in some cases
extend current functionality in existing systems and other will be
developed as part of new systems.
Product Catalogue
Manage Offer &
Product
Catalogue
Product Order
Customer Order
Orchestration &
Distribution
Product
Service
Manage
Technical
Catalogue
Service Order
Mgt (SOM)
Agile Product Development
Components that focus in particular on supporting product
catalogue and product ordering functions can be publised to
partners that can use these to integrate their offerings and
create new bundled offerings.
Rationalization and Effectiveness
By mapping information from used in connection to systems,
stored and managed by systems we can further understand
overlaps and gaps. This together with the mapping to processes
gives us a good picture of what system does what.
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Billing (Rate & Bill)
Order
Capture
Bill calculation
Order
follow-up
Resource
Resource Order
Mgt (ROM)
Rating & Usage
Follow up
Core
Commerce
Management
Billing (usage/charge)
Charging
Production
Service Usage
How Implementation Elements support Jon Col SP’s challenges
Business scenarios
Open API’s
Digital Transformation
In order to connect and or integrate systems with one another we can
use the Open APIs first describe but then later realize the integration
points. By using the Open APIs time can be saved but also simplifying
future integration.
Partnerships
On-boarding and connecting to partners can be realized faster. The
standardized open documentation allow for reduced dependancy on
proprietry knowledge among internal staff and integrators.
Agile Product Development
Similar to what was achieved using components and
connected to using components are using the Open
APIs that
Rationalization and Effectiveness
By mapping information from used in connection to systems, stored and
managed by systems we can further understand overlaps and gaps.
This together with the mapping to processes gives us a good picture of
what system does what.
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How Implementation Elements support Jon Col SP’s challenges
Business scenarios
TM Forum Data Model
Digital Transformation
For the time being current and new system were based on their
respective existing data models. In the future it may be decided to
develop new systems that could leverage on using TM Forum data
models
Partnerships
For some strategic partnerships it was identified that leveraging the
entities in the TM Forum data model and extending these with market
specific extension could make the on-boarding process and ease for
potential partners an attractive selling point.
Agile Product Development
Basing for instance a new Product Catalogue on the TM Forum
data model not only assures the flexibility and agility but also
allows for market specific extension that can be added when
need arises.
Rationalization and Effectiveness
It was decided that during the process of reducing the number of
systems and during the transition to more cloud-based solution there
was no need to map or transition to the TM Forum data model. A future
business case may change this.
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Key Implementation Elements
Resources & tools
Implementation element uses
Main stakeholders: CTO, CIO
Open API’s:
Main actors: Enterprise Architect, Developers
Standardized REST APIs that can be support both software internal but mainly
external integration points. With an ever-increasing adoption from both vendors
and service providers they make integration predictable and more cost effective.
Supporting actors: Integrators*, Business
Analysts, Project Managers
Typical tools:
Spreadsheets, Commercial UML tool, Commercial
Development tools, Visio, PowerPoint
Technical Architecture & Components:
A component could be described by the capabilities it realizes and exposes, the
processes it supports and information it acts upon, manages, outputs. Typical one
of more components realize functions identified in the Functional Framework or
TAM
TM Forum Data Model:
Is envisioned to be used as a starting point in technical DB modeling and to define
general data structures in support and combination with industry specific models.
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Documentation
Technical Architecture & Components
IG1245 Principles to Define ODA
Components v1.0.0
Open APIs
IG1228 How to use ODA – Realizing Use
Cases with Open APIs v4.0.0
IG1242 ODA Component Inventory and
Heatmap v2.0.0
Reference Architecture samples:
GB999 ODA Production Implementation
Guidelines v4.0.1
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Business Module 2 Quiz
Quiz
Module 5.1:
Elements of ODA:
Business; Information systems;
Implementation
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Module 5.1: Question 1
What is a
Capability?
A. It is a process
B. It is a service
C. It is the ability or capacity an organization
may possess or need, to achieve a specific
purpose or outcome
D. It is the potential that an organization has,
to do much more than they do at present
243
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Module 5.1: Question 2
Which statement
best describes
Business
capabilities and
Business
processes?
A.
There is no difference they are one and the same
B.
Business process framework will be replaced by
Business capabilities
C. Business capabilities are IT systems and
business processes are steps executed by
individuals
D. A business capability, is an expression of what
business does and can do. Business capabilities
at lower level realize business processes.
244
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Module 5.1: Question 3
Which best
describes the
eTOM?
A. Create consistent process flows and
applications
B. Understand application portfolios and
keep management time and cost the same
C. Reducing management time and cost and
understand interfaces
D. It provides a static view, in that it is a list of
tasks to be completed, these tasks being
organized into a hierarchy
245
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Module 5.1: Question 4
Which statement
best describes the
SID?
A. The SID provides standard definitions for
all the information that flows through the
enterprise
B. The SID is a UML artefact
C. The SID defines the functionality used in
the eTOM
D. The SID was part of Frameworx and is no
longer used in the ODF
246
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Module 5.1: Question 5
The Component
anatomy consists
of the following….
A. Security; Core Function; Management /
Operations Functions; Reporting /
Notification; Environmental Dependencies
B. Security; Core Function; Management /
Operations Functions Only
C. Service Process; Resource Manager;
Common Process; Customer API
D. Engagement Manager; Party Manager;
Core Commerce Manager; Production
Manager; Intelligence Manager
247
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ODA Deployment &
Runtime:
Operations Framework
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Goals Achieved using the Deployment & Runtime element
Environment
readiness
templates
Operations
best
practices
Governance
Security
management
Open Digital Architecture
Business
Governance
Advice on
common
constraints
Business Capability
Repository
Information Systems
Process Framework
(eTOM)
Functional
Framework &
Architecture
Information
Framework (SID)
Concepts & Principles
Design Guides
API Governance
AI Governance
Deployment & Runtime
Operations
Frameworks
Data Governance
Security Governance
Version 2.0.0 ©TM Forum 2021
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Open APIs
Canvas
Reference
Implementation
Implementation
Technical
Architecture &
Components
TM Forum
Data Models
Digital Platform Operations Framework
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ODA Deployment & Runtime:
Reference Implementation
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Digital Platform Reference Architecture
A coherent
block of
business
functionality
Open APIs
- Run-time discovery of services
- Compose services from building-blocks
- Assemble new partnerships in hours instead of weeks
‘Platform Capabilities’
API groups
Associated with Business Value Stream
TM Forum or Enterprise defined.
Process
People
Exposed via
Standard
interfaces
Systems
Associated
Data
A capability is a coherent block of business functionality within a matrix platform
It has its own “Attributes” (data) embedded within it
It has “Operations” (functions) that you can invoke on it
The operations are exposed via the capabilities interface
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Platform
Capability
Platform
Capability
Platform
Digital Platform Reference Architecture – Smart City
Smart City Management Platform
Transportation
Smart City Ecosystem Capability
Transportation
Safety
Environment
Mobility
Education
Healthcare
Waste
Administration
Housing
Deployed
On
Exposing
APIs
Actualization Platform View
Catalog
Catalog
Fulfilment
Actualization Platform Capability
(TR272 Mapping)
Orchestrate
Assurance
Monetize
Charging
Core Commerce
Components
Web & Mobile
Intelligence + Analytics
Data Services
Media Services
Integration Services
IOT Services
Identity/ Security
API Services
Messaging / Hubs
DevOps Tools
Monitoring / Management
Iaas Layer
Physical
Layer
vCompute
Bare Metal
SDN/ SD-WAN
vStorage
Tenant
Components
Core Commerce Layer
Technical Components
Paas Layer
Actualization Platform Capability
(on top of TR272 Mapping)
Orchestrate
Curate
Marketplace/ Broker
IG1157
Hyper-Scale
Datacenters(Cloud)
Access Network
(Cloud)
Metal as a service
253
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Digital Platform Reference Architecture – Functional
Architecture
Deployed
On
Exposing
APIs
Actualization Platform View
Catalog
Orchestrate
Curate
Marketplace/ Broker
Fulfilment
Assurance
Monetize
Charging
Core Commerce Layer
Core Commerce
Components
Technical Components
Web & Mobile
Intelligence + Analytics
Data Services
Media Services
Integration Services
IOT Services
Identity/ Security
API Services
Messaging / Hubs
DevOps Tools
Monitoring / Management
Paas Layer
Iaas Layer
Physical
Layer
vCompute
Bare Metal
vStorage
Tenant
Components
SDN/ SD-WAN
Hyper-Scale
Datacenters(Cloud)
Access Network
(Cloud)
Metal as a service
254
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Example Applications
Extract of IG1167 – ODA Functional Architecture
4.5.8.2 Production Scenario B
255
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ODA Deployment &
Runtime:
Canvas
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ODA Canvas
The ODA specific profile reference Implementation team have developed a of Kubernetes Deployment called ODA
CANVAS which also includes deployment templates for components into Kubernetes
ODA Canvas is a software implementation package which implements all the commonly required functions of an ODA
component including:
the Execution platform and
the commonly required functions for ODA Component Core and Complementary Functions
The Canvas will include a deployment of multiple non-functional services like API Gateway, Authorization services, Event
hub, Logging, Service Discovery/ Service Registry, Service Mesh and License Management. These are required to test
and demonstrate the ODA Reference Implementation.
The ODA Canvas is a software defined
blueprint for a cloud-native operating
environment, including release automation of
configurations of components. The operating
environment will support end-to end testing
and conformance of all components and/ or
component sets against approved standards.
257
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The ODA Canvas consists of 3 parts
1.
The Kubernetes Custom Resource Definitions (CRD's) that define the additional entities that the ODA adds
on top of Kubernetes.
2.
Custom Controllers that take the Intents* and apply them to the implementation. The controllers are
software modules that interact with Kubernetes through the Kubernetes API. They listen for Intents and
then do whatever is necessary to apply that intent
3.
Additional non-functional services that are part of operational platform.
For example: The API Gateway, Authorization services,
Event hub, Logging, Service Discovery/ Service Registry,
Service Mesh and License Management
* An Intent is basically a passive data structure
holding an abstract description of an action to be
performed
258
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Execution Environment
In addition to Kubernetes
Runtime
Environment
Part of the
ODA Canvas
259
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How Implementation Elements support Jon Col SP’s challenges
Business scenarios
Operations Framework
Digital Transformation
Since the digital transformation had a wide focus, it was decided that it
would be addressed a digital operations platform would be addressed in
specific projects such as the Agile Product Development.
Partnerships
Inspired by the Operations Framework a Digital Operations platform can
be established that secures a decoupled and agile solution which
continuous to support easy on-boarding and off-boarding of partners
Digital Platform Operations Framework
Agile Product Development
Leveraging on the Operations Framework an agile solution through
separation of core commerce management functions and network
functions can be established shielding both in-house and partner
function from network complexity.
Rationalization and Effectiveness
The rationalization and effectiveness project which is more focused on
reducing number of systems and cost has decided to not focus on
transition to a Digital Platform. This maybe the focus in another project
at a later stage.
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How Implementation Elements support Jon Col SP’s challenges
Business scenarios
Reference Architecture
Digital Transformation
Similar decision as with Operations Framework. since the digital
transformation had a wide focus it was decided that it would be
addressed a digital operations platform would be addressed in specific
projects such as the Agile Product Development.
Partnerships
To avoid starting from scratch and to ensure that multiple types of
partnerships could be secured over time different types of reference
architectures were consulted in order to build specific ones needed but
also have generic support that could be used for the future.
Digital Platform Operations Framework
Agile Product Development
As with the partnership project the Agile Product Development
project could use the reference architecture as inspiration when
developing and deploying components in support of Product
Catalogue and Product Ordering
Rationalization and Effectiveness
As described for the Operations Framework the focus being system
rationalization. Therefore, the reference architecture does not play a big
role in this project.
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How Implementation Elements support Jon Col SP’s challenges
Canvas
Business scenarios
Digital Transformation
For any components that were built during the Digital
Transformation project or any component that might be affected
by the project could be run through the canvas testbed.
Partnerships
As the components are being developed using the TM Forum
specification these can now be deployed on the TM Forum
canvas to be tested in end 2 end scenarios to ensure that they
are according to spec.
The ODA Canvas consists of 3 parts
1.
The Kubernetes Custom Resource Definitions (CRD's) that define the additional entities that the ODA adds
on top of Kubernetes.
2.
Custom Controllers that take the Intents* and apply them to the implementation. The controllers are
software modules that interact with Kubernetes through the Kubernetes API. They listen for Intents and
then do whatever is necessary to apply that intent
3.
Additional non-functional services that are part of operational platform.
For example: The API Gateway, Authorization services,
Agile Product Development
Similar to the Partnership components built to support product
catalogue and product ordering can be tested in the canvas
testbed.
Event hub, Logging, Service Discovery/ Service Registry,
Service Mesh and License Management
* An Intent is basically a passive data structure
holding an abstract description of an action to be
performed
Rationalization and Effectiveness
Since little to no development and focus mainly has been on
merging functionality into lower amount of system it is not
foreseen that components were developed that could leverage
on the canvas.
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226
Key Deployment & Runtime Elements
Resources & tools
Main stakeholders: CTO, CIO
Main actors: Enterprise Architect, Developers
Supporting actors: Integrators*, Business
Analysts, Project Managers
Deployment & Runtime element uses
Operations Model:
TM Forum best practise operations models are envisioned to guide
Enterprise Architects, Integrators and Suppliers to strive for seperation of
fast paced or dynamic intense structures such as catalogs, orchestration
fun
Reference Architectures:
Typical tools:
Spreadsheets, Commercial UML tool, Commercial
Development tools, Visio, PowerPoint
Builds upon the operations model in that it shows tangible examples of the
operations model in different business scenarios submitted and shared by
members. This assists with the identification of common agreed
extensions to the model for the different scenarios.
Canvas:
A Kubernetes based operations environment with specific focus on ODA it
comes
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Documentation
Operations Model / Reference Architecture / Canvas
GB999 ODA Production Implementation Guidelines v4.0.1
IG1157 Digital Platform Reference Architecture Concepts and Principles v5.0.1
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Governance in the ODF
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Governance in ODF
266
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Why do we need Governance
To maintain focus & direction
• Improve performance, get a competitive advantage
• Discover and act on the right new opportunities
To stay ahead of risks
• Risk analysis & planning
• Remove opportunities for fraud, corruption, or mismanagement
• Learn from other people’s experience and mistakes.
To improve compliance
• Better understand your responsibilities legal / standards
• Reduce time, money and effort on compliance
• Ensure accountability for what’s happening at an operational level.
Acknowledgement: Government of New Zealand
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Why is good governance important?
Strong and effective corporate governance helps
to cultivate a company culture of integrity, leading
to positive performance and a sustainable
business overall.
It exists to increase the accountability of all
individuals and teams within your company,
working to avoid mistakes before they can even
occur.
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Principles of governance
Governance is integrated
Information is a corporate asset which has been entrusted to the
organization and must be managed and protected.
Information governance is a corporate responsibility as it has an impact on
business, technology and applications.
Each Information element has a trustee accountable for information
management and quality (a trustee is different than a steward — a trustee is
responsible for accuracy and currency of the data, while responsibilities of a
steward may be broader and include data standardization and definition
tasks).
GB998
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Business Module 2 Quiz
Quiz
Module 5:
Elements of ODA
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Business Module 2 Quiz
Quiz
Module 5.2:
Elements of ODA:
Deployment and Runtime ;
Governance
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Module 5.2: Question 1
What is the ODA
Canvas?
A. It is a software defined blueprint for a
cloud-native operating environment
B. A set of rules for developing specific
Component functionality
C. A TM Forum repository for all ODA
documentation
D. An area for TM forum members can use to
work out specific governance rules and
process when building APIs
272
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Module 5.2 : Question 2
Which statement
best describes the
need for good
Governance?
A.
To maintain focus & direction
B.
To stay ahead of risks
C. To improve compliance
D. All of the Above
273
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Module 5.2 : Question 3
Which one these is
NOT part of the
Execution
environment within
the canvas ?
A. API Gateway
B. Event Hub
C. Component library
D. Service Mesh
274
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Module 5.2 : Question 4
In the Digital
Platform Reference
Architecture a
capability is defined
as …?
A. …a coherent block of business functionality
B. …a set of defined APIs
C. …the functionality of each ODA Component
D. …the overarching application e.g. Smart City
275
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Module 5.2: Question 5
Which of these is
NOT part of the
ODA Canvas?
A. The Kubernetes Custom Resource
Definitions (CRD's) that define the
additional entities that the ODA adds on
top of Kubernetes
B. Custom Controllers
C. Component development
D. Additional non-functional services that are
part of operational platform
276
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Note
The ODA may not give answers to everything and will in many cases not describe
‘how’ you as a business or professional should conduct your business or work
What It does is to prepare you with an exhaustive library of tools that in many cases
would need to be developed from scratch
The added benefit is that many other organisations are familiar or use these tools as
well and chances are that you will save both time and money upfront and post
implementation using an industry agreed common toolset
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Module 5: Key Bullets
The elements of ODA are
Business consists of the Business capability and the Business
processes. This is aimed at defining the capabilities required to drive
the transformation journey and then linking those capabilities to the key
business processes
Key Bullets to
Take Away
Information systems providing a standard definitions for all the
information that flows through the enterprise and between service
providers and their business partners, that is, all entities identified in the
Process Framework
Implementations uses a series of Open API and components are used
to implement the business processes and the informational models
defined in the previous two sections
Deployment and Runtime provides a blueprint and frameworks for
operating the new cloud-based implementations using the ODA canvas
and reference implementations environments
Governance provides a framework to manage the different challenges
and areas of ODA from Data to technology governance
278
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Module 5: Learning Objectives Review
Learning
Objectives
At high level describe the elements of the ODA
Understand their purpose and structure
How they can be used in different business
scenarios
Where to find further information
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Module 6:
Migration Challenges
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competitors that restrict other parties’ actions or create barriers to market entry and the discussion or
exchange of confidential information pricing, business plans, or other confidential or commercially sensitive
data.
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Module 6: Learning objectives
At the end of this module, you will be able to:
Understand some of the issues involved when
Migration
Challenges
considering a transformation to the ODF and in
particular the ODA
Appreciate the importance of establishing the
“As-Is” before beginning the transformation
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Migration Planning
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Ensure the organisation is ready for change
Business model
Partnerships
Digital Maturity
Skills & Training
Awareness
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Determine the As-Is
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Pre-migration assessment
Map existing OSS/BSS applications
to the Application Framework to
identify candidate applications for
rationalisation
Assess the potential impact on your
Customers – downtime, SLA issues
etc
Undertake a risk analysis
Identify the actors involved
Undertake an impact analysis
Process flows
SLAs
Data structure
Customers
Governance
Audit
Risk
Insurance
Etc.
Identify ”What constitutes
success?” to those involved
Identify KPIs
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Use ODF artefacts to help to establish the As-Is
Degree of conformance to eTOM
Common
Market / Sales
Market Sales Roles
Party
Location
Calendar
Communication
Interaction
Party Privacy
Customer Interaction
Product Roles
Loyalty
Metric
Capacity
Usage
Event
Performance
Account
Contact/Lead/Prospect
Customer Statistic
Customer Bill
Market Sales Forecast
Customer Bill Inquiry
Product Specification
Applied Customer Billing Rate
Product Offering
Product
Customer Bill Collection
Product Configuration
Customer SLA
Product Test
Product Usage
Product Performance
Service
Service Specification
Service Strategy & Plan
Service Order
Service Performance
Service
Service Configuration
Service Test
Service Usage
Service Problem
Resource
Topology
Policy
Competitor
Market Strategy & Plan
Customer Problem
Strategic Product Portfolio Plan
Service Roles
Test
Marketing Campaign
Sales Channel
Customer Order
Product
Project
Agreement
User and Roles
Catalog
Market Segment
Market Sales Statistic
Customer
Customer Roles
Base Types
Root
Trouble or Problem
Resource Roles
Resource Specification
Resource Strategy & Plan
Resource Order
Resource Performance
Resource
Resource Trouble
Resource Configuration
Resource Test
Resource Usage
Degree of conformance to SID
Resource Topology
Business Partner
Supplier Roles
Partner Roles
Party Interaction
Party Order
Party Statistic
Party Problem
Applied Party Billing Rate
Party Bill
Party Account
Party Bill Collection
Party Product Specification and Offering
Party Service Level Agreement
Business Interaction
Configuration and
Profiling
Trouble Ticket
Party Revenue & Settlement
Party Strategy & Plan
Enterprise
Enterprise Effectiveness
Legend
Enterprise Risk
Not fully developed ABE
Workforce
Finance
Preliminary ABE
Mapping of OSS/BSS to TAM
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Applying Maturity Model
287
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The TM Forum’s five DMM maturity levels
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Integrating APIs in legacy environments and ensuring business continuity
Transformation takes time and needs to be managed carefully
Having reviewed your business strategy and identify the areas where change is required
Identify the target solution that you want to implement, expressed in terms of components
and capabilities exposed as Open APIs
Build your new domain functionality, following the ODA patterns, and ensuring that the
Open APIs can carry the relevant product or service payloads
Wrap your legacy applications so that they can expose and consume the relevant Open
APIs
Identify the interconnect points with your partners and relevant adjacent ecosystem
environments
Implement the ecosystem utilizing the relevant Open APIs to provide the frictionless, loose
coupling but tight integration necessary to operate at scale
This approach also simplifies your architecture as complexity is “hidden” behind the
component and Open API interface
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Transformation journeys
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Potential Transformation Destinations
A Telco that focusses almost
exclusively on providing
connectivity on a wholesale
B2B basis. Low margin – ultra
low cost
Dumb Pipe
Infrastructure
centric
Outmoded
Player
A Telco that attempts to
provide a full portfolio of
infrastructure and services, but
is underfunded to compete
effectively. Low margin-high
cost
A Telco that offers a full
and wide integrated
portfolio of infrastructure
and advanced digital
services. High margin,
ultra high cost
Smart Digital
Pipe
Services
centric
One or more Telco spinoffs that offer a portfolio
of digital services and
relies on parent or others
for their infrastructure
offering. High margin –
low cost
IDSP
A Telco that supplements
infrastructure and a
limited digital services
portfolio with an Open
API platform enabling 3rd
party go-to-market. High
margin – medium cost.
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Services
Player
Acknowledgement:
Transforming the Telco
Martin Creaner
The 10 transformation journeys
Transformation Journeys 1-5
Journey 1
From discrete network elements to an
autonomously managed, virtualized
communications and cloud infrastructure
Journey 2
From reactive product-specific security to a
uniformly orchestrated security-centric
organization
Journey 3
From limited data exploitation to a uniformly
orchestrated data-centric enterprise
Journey 4
From closed management systems to an
open API driven platform-centric architecture
Journey 5
From a limited portfolio of traditional services
to a diverse portfolio of digital services
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The 10 transformation journeys
Transformation Journeys 6-10
Journey 6
From managing a limited set of suppliers to
thriving in a vibrant ecosystem of partners
Journey 7
From operating a limited set of Business
Models to utilizing multiple Business Models
in core and adjacent markets
Journey 8
From a traditional Telco organization and
culture, to a digitally native organization and
culture
Journey 9
From focusing on traditional channels to
adopting multiple channels to market
Journey 10
From one dimensional management of
customer relationships to 360o omni-channel
management of the customer experience
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Migration Principles
Stepwise evolution to target / Crawl, Walk, Run
Avoid Big Bang Transformations. Understand your current state and agree
your target state
Build a roadmap with discrete transition steps and a holistic view of the
architecture at each major step at the right granularity for the size and
complexity of the transformation
Understand the incremental value that each step will deliver
Describe the transition architecture from the perspective of our customers,
our business, our Technology and our IT
GB998
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A Practical Transformation Journey
Transformation
Journeys
Develop the
“Lighthouse Vision”
Define As-Is
Define To-Be
Marketing
Implement
Define Plan
Measurement
Audit
Acknowledgement: Transforming the Telco
Martin Creaner
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An example
transformation technique
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Introduction: The Strangler Pattern
In this part of the course:
We will look in some detail at an approach increasingly being used by service providers
to achieve a controlled component by component migration of their systems
Different ODA Frameworks ‘tools’ can be used in migration and only a few suggested
examples are shown in the next coming slides.
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Legacy systems
Here are 3 systems
managing orders
System 1
System 2
System 3
Legacy
SM1
Legacy
SM2
Legacy
SM3
Each of these systems
is connected to its
own service order
management
function
Map data using SID
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Legacy systems: Step 1 – Insert an API
The first step is to change the interface to go through a standard API such as one of the TM
Forum Open APIs
The specific API shown is “Manage Customer Order”
System 1
System 2
System 3
Legacy
SM2
Legacy
SM3
API
Legacy
SM1
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Legacy systems: Step 2 – Virtual Component
System 1
System 3
System 2
API
API Hub
The three legacy
functions are now
acting as a virtual
service management
component or
platform
Billing (Inv/Pay)
Customer
Information
Management
Payment
Management
Product Catalogue
Manage Offer &
Product
Catalogue
Product Order
Customer Order
Orchestration &
Distribution
Product
Manage
Technical
Catalogue
Billing (Rate & Bill)
Order
Capture
Service
Service Order
Mgt (SOM)
Bill calculation
Order
follow-up
Resource
Resource Order
Mgt (ROM)
Rating & Usage
Follow up
Route
Legacy
SM2
Legacy
SM3
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Strategic
SM
Core
Commerce
Management
Billing (usage/charge)
Charging
Production
Service Usage
Legacy
SM1
Party
Management
Invoicing
Pre-sales
Front Ends
Engagement Management
Customer
Welcome
Legacy systems: Step 3 – Strategic component
System 1
System 3
System 2
Now a new, here called
the strategic, component
is added
API
Route
Legacy
SM1
Legacy
SM2
Legacy
SM3
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Strategic
SM
Legacy systems: Step 4 – Migration begins
System 1
New
Service
System 3
System 2
The migration to the
new component now
begins
The routing table
identify calls that meet
the criteria and route
them to the strategic
component
API
Route
Legacy
SM1
Legacy
SM2
Legacy
SM3
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Strategic
SM
Legacy systems: Step 5 – Migration
System 1
Over time existing
services can now be
migrated to the
strategic component,
and the legacy
functions retired
New
Service
System 3
System 2
API
Route
Legacy
SM1
Legacy
SM2
Legacy
SM3
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Strategic
SM
Legacy systems: Step 6 – Migration Complete
System 1
Eventually all the legacy
systems can be retired
leaving a simple component
System 3
System 2
API
Route
Strategic
SM
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New
Service
Benefits
Here are the benefits of the strangler pattern
Step by Step
Migration
Fast Time to Market
Limited Scope Projects
Increased Flexibility
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Benefits
Step by Step
Migration
This was mentioned in the ODA
principles, small steps typically
attract less risk, allow roll back and
limit the impact of any problems.
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Benefits
Fast Time to Market
This pattern can be used to introduce new
functionality for new service quickly, without
introducing complexity. Often new functionality
introduced quickly increases complexity and
degrades the architecture. Done correctly the
strangler pattern uses the introduction of new
functionality to take a step towards simplicity.
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Benefits
Limited Scope Projects
Taking advantage of decoupling, this approach
limits the scope and impact of a project, it is
possible to have multiple projects running in
parallel and only limited coordination and
synchronization of projects is required. It fits
well with agile development environments.
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Benefits
Increased Flexibility
By migrating towards common flexible
components, flexibility of products and
services is improved as a new feature
immediately becomes available across the
entire portfolio.
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Business Module 2 Quiz
Quiz
Module 6:
Migration Challenges
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Module 6: Question 1
Which of these best
describes a “Smart
Digital Pipe”?
A. Offers a full and wide integrated portfolio of
infrastructure and advanced digital services
B. Offers a range of B2B & B2C Customers
C. Focuses almost exclusively on a B2B basis
D. Provides basic services to Consumers and
Enterprises
311
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Module 6: Question 2
Why is it important
to establish the AsIs before planning
the migration?
A. Because it helps to establish which
applications are best suited for purpose
B. Because it provides an opportunity to
rationalize your OSS/BSS applications
C. Because before you can plan where you
want to be, you need to know where you
are
D. All of the above
312
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Module 6: Question 3
What do you have
to be wary of when
establishing the AsIs?
A. Documentation may not be up to date
B. When responding to a survey like DMM,
people tend to overestimate how good
things are
C. Documentation may be contradictory
D. All of the above
313
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Module 6: Question 4
As part of the Premigration
assessment which
of these thing
should you
complete?
A. Map existing Oss/BSS Applications to the
application Framework
B. Undertake a risk analysis
C. Understand the criteria for success
D. All of the above
314
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Module 6: Question 5
When using the
“strangler pattern”
for migration of
systems which the
next step after
inserting a virtual
component?
A. Inserting Common APIs
B. Fully migrate all services to an existing
server
C. Shut down all legacy servers
D. Insert a New “strategic” component
315
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Module 6: Key Bullets
Key Bullets to
Take Away
Transforming to a microservices-based
architecture is not a trivial matter. It requires
careful consideration and planning
Identifying the ultimate destination will help to
identify the journeys required to reach that
destination
It is very important to understand the existing, asis, situation
The ability to measure progress is essential to
ensure that you are moving in the right direction
316
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Module 6: Learning Objectives Review
To understand some of the issues involved
Learning
Objectives
when considering a transformation to the
ODF and in particular the ODA
To appreciate the importance of establishing
the “As-Is” before beginning the
transformation
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Module 7:
Review and Wrap up
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well as with the TM Forum Antitrust Policies & Guidelines. Antitrust law prohibits agreements between
competitors that restrict other parties’ actions or create barriers to market entry and the discussion or
exchange of confidential information pricing, business plans, or other confidential or commercially sensitive
data.
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Learning objectives of this course
To appreciate the
environment in
which businesses
operate
To understand
the benefits of
the ODA for the
industry, CSPs
and different
parties
To understand
previous work that
lead to the Open
Digital Framework
To understand the
ODF and ODA
vision and
principles
To present a
high-level
understanding of
ODF elements
To look at some
of the challenges
involved in the
migration to ODF
and ODA in
particular
319
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Next steps
Find out more
https://www.tmforum.org/opendigitalframework/
https://www.tmforum.org/oda/
Get Further training
https://www.tmforum.org/training-certification/
Involved
https://www.tmforum.org/collaboration/currentprojects/
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