Business Process Framework (eTOM) Fundamentals Today’s Topic In this training you will learn about Business Process Framework Foundation - Part 1 Introduction to Business Process Framework Day 3 Business Process Framework - Uses eTOM Exercise - Business Process Framework uses Business Process Framework Foundation - Part 2 Foundation Process Flows and Business Process Framework Day 4 Business Process Framework Extension Guidelines Business Process Framework - Conformance Acknowledgement, Disclaim & Copyright Trainer has a rich experience in training & consulting on the Business Process Modelling. TMForum has Copyright ownership on the process model eTOM ( Business Process Framework). Many Diagrams, Designs, Process Flows used in this presentation are exclusive property of TMForum. A few slides are contributions of some people with expertise through their experience & contribution towards Business Process Modeling for Global Telecom service providers. This is to acknowledge their contribution to this presentation. Introduction to Business Process Framework What is Process? • Definition of Process – A process is a cross-functional interrelated series of activities that convert business inputs into business outputs to achieve business goal Input Activity Activity Process Activity Output What is the Business Process Framework? A Framework that shares and aligns the Business Strategy / Vision with the IT • Provides a standard process structure, terminology • Provides a foundation for enterprise wide guideline to the development of business processes • Enables consistent end to end process flows to be created and enables re-use • Enables key information about a process to be captured and made available • A decomposition hierarchy of the tasks that a service provider needs to consider. The Business Process Framework The Business Process Framework Five common questions that help explain what the framework is: How is Business Process Framework Structured? • The framework is hierarchical arrangement of enterprise-wide processes. What is the Origin of Business Process Framework? • Process Framework has evolved over the years from an enterprise operations focused model by contribution of members Why have a process framework? • Framework provides a standard way of structuring, defining, and implementing business processes What does the framework include? • The framework includes all concepts typical of a process model. Goals Achieved using the Business Process Framework Provide an enterprise-wide process discipline Manage complex business relationships Create consistent Process Flows & re-use Understand Application Functionality & Develop clear IT requirements Reduce management time and cost Business Process Framework Structure Key Framework Concepts Frameworks building blocks: categories / areas Strategy, to Readiness (S2R) Operations Frameworks building blocks: verticals Strategy, to Readiness (S2R) Strategy Management Capability Delivery Lifecycle Management Operations Operations Readiness & Support Fulfilment Assurance Billing & Revenue Management Business Process Framework Domains Market & Sales Customer Common Product Service Resource Business Partner Enterprise Current Version – Version 21 Strategy, to Readiness (S2R) Strategy Management Capability Delivery Lifecycle Management Operations Operations Readiness & Support Market & Market & Sales Sales Common Common Customer Customer Product Product Service Service Resource Resource Business Partner Business Partner Enterprise Fulfilment Assurance Billing & Revenue Management Domain Concept Product Domain Product & Offer Portfolio Planning Product & Offer Capability Delivery Product Capacity Management Product Specification & Offering Develop… Product Support Product Inventory Management Product Configuration Product Performance Management Two Key Concepts Core Process 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 Gather Customer Product Isolate Offering Ideas Problem Problem Handling ProductCustomer Offering Isolate Lifecycle Problem Management Problem Handling Isolate Customer Develop Detailed Product Offering Problem Problem Handling AssessCustomer Performance Isolate of Existing Product Problem Offering ProblemProduct Handling Identify Isolate Customer Offering Opportunities Problem and Requirements Problem Handling Rollout/Launch Isolate Customer Product Offering Problem Problem Handling ManageCustomer Product Isolate Offering Exit Problem Problem New Handling Develop Product Isolate Customer Offering Opportunity Problem Concepts Task Process eTOM hierarchy Categories S2R Domains Enterprise Business Partner Core Process 2 Marketing Capability Delivery Core Process or Task Processes 3 Monitor Sales & Channel Best Practice Core Process or Task Processes 4 Develop Sales & Channel Requirements Operations Resource Marketing Strategy & Policy Monitor Sales & Channel Practices Market Sales Product Sales Development Develop Sales & Channel Proposals Develop External Relationships Customer Service Product Marketing Communications & Promotion Develop New Sales Channels & Processes Manage Process & Channel Coordination Define Processes & Channels Tasks – Lower level processes eTOM – Process Map Core Process Identification Activity Strategy, to Readiness (S2R) Strategy Management Capability Delivery Lifecycle Management Operations Operations Readiness & Support Market & Market & Sales Sales Common Common Customer Customer Product Product Service Service Resource Resource Business Partner Business Partner Enterprise Fulfilment Assurance Billing & Revenue Management eTOM – Process Map Is a third level core process Exercise Invite a friend for a cup of coffee ▪ You decide to invite a friend to a coffee shop for a coffee after work – your treat! ▪ Create a high level flow that identifies each of the steps involved from the initial invitation through to selecting, drinking and paying for the coffee Process Flow Example Problem Handling Isolate Customer Start Problem Shopping Problem Handling Isolate Customer Problem Handling Isolate Customer Problem Check Out Problem Fill Shopping Cart Exercise - Discussion Invite a friend for a cup of coffee ▪ Now let’s take a look at the output of each teams ▪ How aligned or same are your output with each other? ▪ Have you identified different steps or different names for the same steps? ▪ What happens if the scenario is to invite a friend for Dinner or Party? ▪ Can we re-use any things from the previous output? ▪ What does this mean? This means we need to have standards Process Flow Definition of Process Flow ▪ Has a business goal to achieve ▪ Has a number of activities that are performed in some order like O2C – Orderto-Cash ▪ Has specific Inputs & Outputs ▪ Uses resources ▪ Creates value of some kind for the customer Classical Approach Starts with a low level Process Flow? Initial contact Translate customers problem to a more technical language Scripted questions Input callers details ▪ Each Business unit or department creating their own processes that are then recorded in a non-uniform manner using nonstandardised task names and recorded in a variety of systems Customer Ist Line support in Call Centre Yes Resolved? Case closed in Salesforce Take Ownership of issue Use tool-set to check configuration / set-up / customer rights / etc No Call back 2nd Line support Yes Resolved? Depending on the accuracy of the 2nd level report, the interpretation put on the incident by 3rd level this could take time for the correct expert to be assigned and the issue resolved 3rd Line support Yes Resolved? No Resolved 4th Line support Process Flow Problem with classical approach ▪ Difficult to understand the “Big picture” ▪ No commonality amongst the recorded flows ▪ Difficult to classify the processes into a related group ▪ Many processes duplicated, typically the same process with different names in different business units ▪ Different tools / systems used to record the Process flows Process Flow Relevant Forum Documents ▪ GB921F: Process Flow Examples Provides some example business scenarios in which the Business Process Framework is applied – Content includes industry experience in linking the Business Process Framework with ITIL – ▪ GB921E: End-to-End Business Flows – Shows recommended process scenarios that address high-priority end-to-end business issues ▪ GB921J: Joining the Business Process Framework through to Process Flows – Shows how the pre-defined end-to-end business flows documented in GB921E can be used by a Company ▪ GB921K: Construction Guidelines – Aims to document an approach that can be used by a company in order to develop its own end-to-end process flows A Process Flow Example Resource Initiated SLA Flow Customer informed Customer Interface Management Customer QoS Report Received Customer Interface Management Market Product & Customer 25. Customer informed of restoration of service quality (optional) Customer QoS/SLA Management Service 26. Customer service level reports generated and possibly periodic discussion with Customer undertaken 24. Service QoS reports generated Service Quality Management 23. Rectification report generated 21. Resource performance reports generated Resource (Application, Computing and Network) Resource Performance Management 19. Resource performance data passed on Resource Performance Data Available Supplier/ Partner 18. Resource Data Collection & Processing Service Problem Management 22. Resource trouble report closed 20. Rectification report generated Resource Trouble Management Process Flows Using the Framework to Create Process Flows • Start at Level 2 process groupings – Get a high level understanding of the most important process flows • Refine to level 3 or below – Take inputs from Process owner! – Use the framework to illustrate what you are doing – Be prepared to do it again....and again... until those accountable can sign off on the documented process flow Example: Understand the flow at a high level Reproduce the flow at a lower level Until you have enough detail Exercise Order to Cash (O2C) Scenario ▪ A customer contacts a service provider to buy a new FTTX connection ▪ As soon as the equipment is delivered and tested an invoice is raised to the customer. Thereafter billing is monthly by direct debit ▪ Construct a high-level process flow that represents high level cross functional process for this scenario. ▪ Use Process Framework as reference A Process Flow Example : Fulfillment Business Process Framework Content Walkthrough Uses of Business Process Framework Uses of Business Process Framework 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 Organizing Use Cases and Process Flows Organizing Process Flow Example Organizing Detailed Use Cases Problem Handling Rollout/Launch Isolate Customer Product Problem Offering Use-case Organizing Detailed Use Cases Problem Handling Rollout/Launch Isolate Customer Product Problem Offering Use-case Detailed Use-case Organizing Detailed Use Cases Problem Handling Rollout/Launch Isolate Customer Product Problem Offering Use-case Detailed Use-case More detailed use-case Problem Handling Rollout/Launch Isolate Customer Product Problem Offering Processes and Use Cases – Another Example Use-case Name: Scope: Level: Audience: Primary Actor(s): Supporting Actor(s): Primary Goal(s): Stakeholder Goal(s): Policies: Processes: Pre-conditions: Post-conditions: Triggers: Main scenario: Extension scenarios: Develop Product Offering Procedures develops the procedures for the specific fulfillment, assurance and revenue generation processes for a new or enhanced product offering as well as keeping them up to date. Develop policy support and decision support knowledge for these product offering processes and procedures. Using the Framework’s Structure Key benefits to Telconet by using the Business Process Framework in this way: • This approach captures the explicit linkage between the activities within the framework for the business area within scope and the IT components which provide the automated solution for the business requirements. • It can provide the reference base for answering questions such as: – Does automation for this function already exist? – Can I rationalize my IT investments to remove duplication? – And many others…..Can you think of some? Using the Framework’s Structure And what about these benefits: • Saving time versus developing a proprietary classification structure • Provides a ready-made set of starting requirements – but not necessarily the complete set! • Using an industry standard framework simplifies internal and external communications regarding requirements • Ensuring completeness of requirements as core processes and their tasks manage the complete lifecycle of a key business entities. Business Process Framework and Procurement / Functionality Requirements Role/Organizing Mapping Product Specification & Offering Development & Retirement RASCI Role and Responsibility Chart Potential Partner Sales/Marketing Partner Self On-boarding Managing Key Performance Indicators Log Party Interaction Establish Party Relationship Collect Party Data Collect Party Demographic Collect Party Profile Gain Approval for Party Agreement Welcome New Party Potential Partner Enterprise Web Site Partner On-boarded and Welcomed Process Flow Simulation Summary Exercise – Scoping a Project ▪ Telconet is building Application Platform with the following capabilities: - Provides a standardized solution for rapidly adding partners’ products to an existing Catalog - Provides mechanism for placing a Product Order with all of the necessary order parameters. - The Product Order is created based on a product offering that is defined in a catalog. The product offering identifies the product or set of products that are available to a customer, and includes characteristics such as pricing, product options and market. - Provides mechanisms for placing a Customer Quote - Provide service availability at Customer location - Provides mechanism for retrieval of the representation of a product and its subscribers. - Provide support for Service Level Agreements on specific Product Offerings - Provide support for Customer and Customer account management - Provides a standardized mechanism to book an appointment with all the necessary appointment characteristics ▪ As an Architect, you are tasked with providing a solution by identifying the scope of this project with the corresponding Core Processes that will be present in the Platform and what requirements these processes maps to. ▪ You are also asked to provide examples showing how the processes in the Platform will be used in end-to-end flows like: pre-Ordering, Ordering eTOM & Business Transformation Developing an Enterprise Process Framework Developing an Enterprise Process Framework Steps involved in transformation ▪ Define scope of the project based on the Business Process Framework’s domains and first level core processes ▪ Capture the current process definition ▪ Identify the approach for transformation ❑ Top Down ❑ Bottom Up ❑ Hybrid ▪ Identify the current process flows to be transformed ▪ Map the current process (of the flows) to eTOM process ▪ Revise the scope of the project based on the mapping ▪ Optimize & simplify the process Flow Identification Process Flow Material Flow Information Flow Financial Flow Capture Current Process Details Identify Core Process from eTOM Problem Handling Isolate Customer Selling Problem Problem Handling Isolate Customer Customer Problem Management Problem Handling Order Isolate Customer Problem Handling Problem Handling Isolate Customer Workforce Problem Management Mapping Framework Processes & Current Process Type of equivalence: • A gap in eTOM that represents an extension or a specialization of the eTOM. • An eTOM match degree of equivalence, such as full or partial support by the eTOM process . The degree of equivalence for higher level eTOM processes can be derived from the equivalence of the lower levels. • A gap in current processes – possible missing process in the model • Multiple processes mapped to eTOM process which represents possible overlap of current processes or different names for same process that should be resolved Mapping Progress Results of Mapping the Framework’s Processes Mapping to the Business Process Framework You may also want to: • • • Add a property to the processes that stores the original enterprise process’ or flow step’s name so the mapping to the framework process is maintained. Add a property to a framework process that stores the extensions made to its description. By doing so when a new release of the Business Process Framework is imported the tool you use will hopefully maintain any properties which have been added to your enterprise’s process model. Use an enterprise process identifier that indicates it is an extension to the framework and that keeps all processes in decomposition sequence when they are sorted. A suffix is a good choice. Three Key Considerations 1. Sharing processes 2. Stabilizing the adaptation 3. Introducing specialization Operations Operations Common Domain Strategy, to Readiness (S2R) Enterprise Operations Business Process Framework Conformance Framework Conformance Overview Decomposition for the Core Process Order Handling Conformance Assessment is done for Task Processes Order Handling Determine Customer Order Feasibility Authorize Credit Issue Customer Orders Track & Manage Customer Order Handling Report Customer Order Handling Complete Customer Order Close Customer Order Manage Order Fallout Detailed Mapping to the Track Customer Order Process Example Level 4 Process Mapping Details 3.3.3.2 Track Customer Order Brief Description Undertake necessary tracking of the execution process. AM ( [PS TSOM], 5.2 Customer and Service Orders) ( [PS TSOM], 5.2.1 Order Statuses) Modify the customer order status. AM ( [PS TSOM], 5.2.1 Order Statuses) ( [PS TSOM], 5.2.2 Order Item Statuses) Modify the jeopardy status of customer orders, escalating customer orders as necessary. AM System allows users to prepare reports for orders that are not completed within their normal duration. ( [AOS TSOM], 2.1 Detecting Problematical Orders) Extended description Not used for this process element. Conformance Scores Process Level Level 1 Domain Level 2/3/4 Core Process Task (Level 3 and below) Sub-Task (Level 4 and below) Frameworx xx.x Conformance Certification (Product/Solution/Implementation) Business Process Framework (eTOM) – Conformance Score Methodology Conformance Qualifier Score Not applicable Conformance Assessment shall not be carried out at this process level. Not applicable Conformance Score is awarded between 3.1 & 5.0 Level of conformance is calculated as input to patent Task Score A conformance level is not awarded is not awarded to level 2/3/4 core processes in Frameworx Certification. The Certification Report shall highlight the coverage within a core process submitted in scope for an Assessment, in terms of number of tasks submitted for assessment out of the total number defined in the Business Process Framework for the core process in scope. A Conformance Score is awarded for each task submitted in scope for the Assessment. The Conformance Score awarded can be a value between 3.1* & 5 depending on the achieved level of support in the constituent sub-tasks. Each sub-task can achieve either of the following scores: 0%, 25%, 50%, 75% or 100%. This depends on the demonstrated level of support to the implied sub-tasks within their semantic definition. If a task in scope has no sub-tasks, its score will then be calculated according to demonstrated level of support to the implied sub-tasks within its semantic definition. A task being assessed is actually the highest level task under a core process. Level of conformance are calculated for Sub-Tasks according to demonstrated support to the individual implied sub-tasks in its semantic definition. Sub-Task scores are summed and averaged to give an overall score for the parent Task. Conformance Results eTOM & Other Industry Process Models The Framework and Other Industry Process Models Continual Service Improvement Service Design Service Strategy ITIL ce rvi Se nt e al nu em nti ov Co Impr Service Transition Co nt Im inua pro l S ve erv me ice nt Service Operation SCOR Framework ITIL Four Practice Areas Continual Service Improvement Service Design Service Strategy Enterprise Domain ITIL ce rvi Se nt e al nu em nti ov Co mpr I Service Transition Co nt Im inua pr l ov Ser em vic en e t Service Operation Strategic & Enterprise Planning Knowledge & Research Management Enterprise Effectiveness Management Financial & Asset Management Strategic Business Planning Knowledge Management Process Management & Support Financial Management Business Development Research Management Enterprise Quality Management Asset Management Enterprise Architecture Management Technology Scanning Program & Project Management ITIL Change Management Business Continuity Management Human Resources Management Stakeholder & Ext. Relations Management HR Policies & Practices Corporate Comms & Image Mgt Security Management Organization Development Community Relations Management Procurement Management Fraud Management Workforce Strategy Shareholder Relations Management Enterprise Performance Assessment Integrity Management Audit Management Workforce Development Regulatory Management ITIL Service Catalog Management Facilities Management & Support ITIL Service Continuity Management Insurance Management Employee & Labor Relations Mgt Legal Management ITIL Service Level Management ITIL Event Management ITIL Capacity Management ITIL Incident Management ITIL Service Asset & Confg Management ITIL Problem Management ITIL Availability Management ITIL Request Fulfillment ITIL Continual Service Improvement ITIL Info Security Management Group Enterprise Management ITIL Release & Deployment Management Enterprise Risk Management Revenue Assurance Management Board & Shares/Secur. Management Domain Level 1 Level 2 Level 2 – ITIL-related Common Enterprise Processes Data Analytics Example mapping Problem Handling ITIL Change Isolate Customer Problem Management Lower Level Processes and Practices RFC received Emergency Change Receive RFC (Record RFC, Filter Request) Capture Resource Categorize and Prioritize Capability Shortfalls Emergency Change Major Change Minor Change Pass approved Changes to CAB for actioning action to CAB Review impact and resources Gain Resource Capability Investment Approval Inform Approve/Reject Change Initiator change not approved Authorize & schedule Gain Resource Capability change Investment not Approval approved (simplified) change change approved approved Change approved Change approved Inform Initiator The COBIT 5 Process Reference Model Example Mappings 3 1 2 4 Thanks!
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