GB921GBusiness ProcessFrameworkeTOMGuidetoApplyingR81v11.docx
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GB921GBusiness ProcessFrameworkeTOMGuidetoApplyingR81v11.docx
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GB921GBusinessProcessFrameworkeTOMGuidetoApplyingR81v11
BusinessProcessFramework(eTOM)
ForTheInformationandCommunicationsServicesIndustry
AddendumG:
GuidetoApplyingtheBusinessProcessFramework(eTOM)
Release8.1
GB921AddendumG
TMForumApprovedVersion0.11
April,2011
Notice
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TableofContents
Notice2
TableofContents3
ListofFigures4
1.Preface-BusinessProcessFramework5
2.Introduction7
3.TakingaViewoftheBusinessProcessFramework8
3.1.TheRoleoftheBusinessProcessFramework8
3.2.TheBusinessProcessFrameworkasadecompositionhierarchy8
3.3.TheBusinessProcessFrameworkasafocusforenterprisemapping9
4.ModifyingtheBusinessProcessFrameworkinuse15
4.1.Mappingintoanenterpriseandorganization15
4.2.ReorganizingandadaptingTOMframeworkprocessesinanenterprise19
4.3.ProcessElementsandOrganizationalElements20
4.3.1.ExtendingtheBusinessProcessFramework21
4.3.2.AdaptingtheBusinessProcessFramework25
5.Applyingtheapproach27
6.Conclusions30
7.AdministrativeAppendix31
7.1.Aboutthisdocument31
7.2.DocumentHistory31
7.2.1.VersionHistory31
7.2.2.ReleaseHistory32
ListofFigures
Figure1:
BusinessProcessFrameworkdecompositionhierarchy(high-level)9
Figure2:
BusinessProcessFrameworkLevel2DecompositionsinSIP10
Figure3:
EnterprisefocuswithintheBusinessProcessFramework(example)11
Figure4:
OverlayonBusinessProcessFrameworkforanenterprisedepartment(example)12
Figure5:
AnenterprisedepartmentalmappingtoBusinessProcessFrameworkLevel2s12
Figure6:
Examplescopeofa“ServiceDesk”business16
Figure7:
Scopeofthe“ServiceDesk”atLevel2/3oftheBusinessProcessFramework16
Figure8:
Footprintofscopeofthe“ServiceDesk”atLevel2/3oftheBusinessProcessFramework17
Figure9:
Processscope/boundaryofthis“CustomerAssurance”department17
Figure10:
Processscope/boundaryofthis“CustomerAssurance”department18
Figure11:
Newprocessstructurewithinthe“CustomerAssurance”department19
Figure12:
Newprocessscope/boundaryof“CustomerAssurance”department20
Figure13:
CandidateLevel4swithinCross/UpSelling22
Figure14:
RevenueManagementMap27
Figure15:
RevenueManagementMaplinkstotheBusinessProcessFramework28
Figure16:
TheRevenueManagementMapfootprint29
1.Preface-BusinessProcessFramework(eTOM)
TheBusinessProcessFramework(knownalsoaseTOM)isareferenceframeworkforcategorizingallthebusinessactivitiesusedbyanenterpriseinvolvedindeliveringon-lineInformation,CommunicationsandEntertainmentservices.Thisisdonethroughdefinitionofeachareaofbusinessactivity,intheformofprocesscomponentsorProcessElementsthatcanbedecomposedtoexposeprogressivedetail.Theseprocesselementscanthenbepositionedwithinamodeltoshoworganizational,functionalandotherrelationships,andcanbecombinedwithinprocessflowsthattraceactivitypathsthroughthebusiness.
TheBusinessProcessFrameworkcanserveastheblueprintforstandardizingandcategorizingbusinessactivities(orprocesselements)thatwillhelpsetdirectionandthestartingpointfordevelopmentandintegrationofBusinessandOperationsSupportSystems(BSSandOSSrespectively).AnimportantadditionalapplicationfortheBusinessProcessFrameworkisthatithelpstosupportandguideworkbyTMForummembersandotherstodevelopFrameworx(successorofthewell-knownNGOSS).itprovidesanindustry-standardreferencepoint,whenconsideringinternalprocessreengineeringneeds,partnerships,alliances,andgeneralworkingagreementswithotherenterprises,andforsuppliersintosuchenterprises,theBusinessProcessFrameworkoutlinespotentialboundariesofprocesssolutions,andtherequiredfunctions,inputs,andoutputsthatmustbesupportedbyprocesssolutions.
TheBusinessProcessFrameworkhasgrowntoincludeanumberofcomponents.TheoverallBusinessProcessFrameworkdocumentsetincludes:
oAmaindocument(GB921)thatprovidesanoverviewoftheBusinessProcessFramework,frombothIntra-enterpriseandInter-enterpriseviewpoints,anddescribesthemainstructuralelementsandapproach
oAnAddendum(GB921D)describingtheenterpriseprocessesandsub-processesinaformthatistopdown,customer-centric,andend-to-endfocused.ProcessdecompositionsareprovidedforallprocessesfromthehighestconceptualviewoftheBusinessProcessFrameworktothelevelofdetailagreedforusebytheindustry.
oAnAddendum(GB921F)describingselectedprocessflowsatseverallevelsofviewanddetailthatprovidesend-to-endinsightintotheapplicationoftheBusinessProcessFramework.
oAnAddendum(GB921B)describingtheimplicationsandimpactofebusinessforenterprisesandtheirbusinessrelationships,andhowtheBusinessProcessFrameworksupportsthem,includingadescriptionofhandlingofbusinesstobusinessInteractionsbyBusinessProcessFramework.AssociatedwiththisisaseparateApplicationNote(GB921C)describingaBusinessOperationsMapforprocessesinvolvedinbusinesstobusinessinteraction
oAnAddendum(GB921G)providinginformationandguidancetousersinhowtheBusinessProcessFrameworkcanbeappliedwithinbusinesses,andtheimplicationsformaintainingalignmentwiththiswhenextensionsand/oradaptationsaremadeinthecourseofthis.
oAnAddendum(GB921P)providingan“BusinessProcessFrameworkPrimer”toassistnewusersofBusinessProcessFramework
oAseparateApplicationNote(GB921T)thatshowshowBusinessProcessFrameworkprocessesrelatetothefunctionalviewprovidedbytheITU-TM.3400Recommendation(thisworkwasdevelopedsometimeagoinconjunctionwithITU-TwithinajointFocusGroup)
oAseparateApplicationNote(GB921V)thatshowshowBusinessProcessFrameworkcanbeusedtolikewithITILprocesses
Note:
Addendaareadjunctstothemaindocumentthatarepresentedseparately,toavoidasingledocumentbecomingcumbersomeduetoitssize.
AnnexesandAppendicesbothallowmaterialtoberemovedfromadocumentbody,sothatthereaderisnotdistractedfromthedocumentflowbytoomuchdetail.However,thesehavedifferentstatuseswithinadocument:
Annexeshaveequivalentstatustothematerialwithinthebodyofthedocument,i.e.anAnnexrepresentsaformalagreementandrequirementsfortheusersofthedocument.Appendicescontainmaterialincludedforinformationorgeneralguidance.Also,AddendahavethesamestatusasAnnexes.
Thus,adocumentbody,togetherwithitsAnnexesandAddenda(andtheirAnnexes,ifany),representsthenormativematerialpresented,whileanyAppendicesinthemaindocumentoritsAddendarepresentnon-normativematerial,includedforinformationonly.
Inaddition,ApplicationNotesareaspecificdocumenttype,usedtoprovideinsightintohowaspecificationorotheragreedartifactisusedinaparticularcontextor areaofapplication.Theyarenon-normativeastheyprovideinformationandguidanceonlywithinthe areaconcerned.
2.Introduction
ThisdocumentstandsasanAddendumtoGB921Release8.1,theBusinessProcessFramework(knowncommonlyasBusinessProcessFramework).ItprovidesadditionalinsightintotheBusinessProcessFrameworkanditsapplicationbysettingoutamechanismtoallowspecificviewsintotheprocessdetail.Theseviewsallowdifferentapplicationdomains(egtosupportafocusonBillingandRevenueManagement,ortohighlighttheperspectiveofCableOperatorsonthebusinessprocesses,etc).ItshouldbereadinconjunctionwiththemainGB921documentandotherAddenda(seeGB921fordetails).
Thedocumentexplainsthemechanismandshowshowthiscanbeused,asaguidetousersonhowtheycantailortheirownviewoftheBusinessProcessFrameworkwhilemaintainingormaximizingcommonalityandlinkagewiththeexistingprocessdetail.Thiswillassistinorganizingtheprocessdetailinthemostrelevantandrecognizableformfortheapplicationareaconcerned,andalsoinsupportingthemappingoftheprocessesintoanorganizationalstructure(sincetheorganizationalviewcanemploythissameviewmechanism).
3.TakingaViewoftheBusinessProcessFramework
3.1.TheRoleoftheBusinessProcessFramework
TheoriginalfocusofbusinessprocessanalysiswithinTMForum,whenthisworkgotunderwayinthe1990s,wastoassistinunderstandingexternalbusinesslinkagesasaguidetointerfacedesign.Atthatpointthenatureandscopeoftheenterprisethatwasmodeledwasclear-cut,buttheworldhasbecomeconsiderablymorecomplexsi
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