Business Process

Framework
FunDamentals Online
Student Notebook
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The Business Process Framework
About the Business Process Framework
How is it structured?

What are its origins?

Why have an process framework?

What does the framework include?

Is it a standard?
 Goals Achieved by the Framework
Provide an enterprise wide process discipline

Manage complex business relationships

Create consistent process flows

Understand application
portfolios
Reducing management time
and cost
Problem Handling Problem Handling Problem Handling
Isol te Customer Iso ate Customer Isolate Customer
Start Fill Shopping
Problem
Shopping
Cart Check Out
Problem Problem
 At a designated point in
time a reminder of an
upcoming appointment
is received.

Ask attendee(s)
when and Add the appointment
where the to a calendar
appointment’s including the date,
event should time, and location,
take place. attendees, and send
the appointment to
attendees.
Market / Sales

Product

Customer

Service

Resource

Engaged Party

Enterprise

Common Process Patterns

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
 Problem Handling
Rollout/Launch
Isolate Customer
Product
Problem
Offering

Name: Policies:
Scope: Processes:
Level: Pre-conditions: Develop Product Offering Procedures develops the
Audience: Post-conditions: procedures for the specific fulfillment, assurance and revenue
Primary Actor(s): Triggers: generation processes for a new or enhanced product offering as
well as keeping them up to date. Develop policy support and
Supporting Actor(s): Main scenario: decision support knowledge for these product offering processes
Primary Goal(s): Extension scenarios: and procedures.
Stakeholder Goal(s):
 I am the No, I am the
owner of this owner of this
Problem Handling
process Product Specification & process
Isolate Customer

Offering Development
Problem

& Retirement
eTOM Core Process eTOM Sub-process Product Product
Designer Manager
Product Specification
& Offering
A A
Development &
Retirement
Product Specification
Development & A/R C
Retirement
Product Offering
Development & C A/R
Retirement
 Potential Partner Visits Enterprise Web Site

Potential Partner
Establish Party
Log Party Interaction Collect Party Data
Relationship

- boarding

Collect Party Gain Approval for

Collect Party Profile
Demographic Party Agreement
O
n

Sales/Marketin
Partner Self

Welcome New Party

g

Partner On-boarded and Welcomed

Problem Handling
Isolate Customer

Selling
Problem

Problem Handling Problem Handling

IsolateCustomer IsolateOrderCustomer
Problem
Management ProblemHandling

Problem Handling
IsolateWorkforceCustomer

Problem
Management
 Operations
Operations
Strategy, Infrastructure & Product Operations

Enterprise

Common Process Patterns Domain

This process is responsible for managing the schedule of appointments which
are formal arrangements with customers about planned site visits.
Appointments are associated with particular work items to be done. The
responsibilities of the Manage Appointment Schedule process include the ability
to view the availability of appropriate assignable staff as well as the ability to
schedule an appointment. Both the viewing and the scheduling may be based on
workforce availability and skill and not a specific person. Similarly, times can be
windows of time (i.e. AM or PM) or a specific time. Manage Appointment
Schedule scope includes the following: •Creating and canceling appointments,
including required coordination with the customer or request to CRM systems,
for such coordination and updates •In-flight modification, rescheduling, and
cancellation of appointments.
 Problem Handling
Isolate Customer

Manage
ProblemAppointments

Problem Handling Associate

Problem Handling Problem Handling Problem Handling
Isolate Customer Isolate Customer Isolate Customer Isolate Customer
Appointment With Schedule

Create Appointment
Problem View Staff Availability Appointment
Work Item Problem
Problem Problem

Problem Handling Problem Handling Problem Handling Problem Handling

Isolate Customer Is late Customer Isolate Customer
Cancel Appointment Coordinate IsolateRescheduleCstomer
Problem Appointment
Problem
Modify Appointment
Problem
Appointment
Problem
 Problem Handling
Isolate Customer
Manage Appointment

Problem

Problem Handling Associate

Problem Handling Problem Handling Problem Handling
Isolate Customer Isolate Customer Isolate Customer Isolate Customer
Appointment With Schedule

Create Appointment
Problem View Staff Availability Appointment
Work Item Problem
Problem Problem

Problem Handling Problem Handling Problem Handling Problem Handling

Isolate Customer Is late Customer Isolate Customer
Cancel Appointment Coordinate IsolateRescheduleCstomer
Problem Appointment
Problem
Modify Appointment
Problem
Appointment
Problem
This process is responsible for managing the schedule of appointments which
are formal arrangements with customers about planned site visits.
Appointments are associated with particular work items to be done. The
responsibilities of the Manage Appointment Schedule process include the
ability to view the availability of appropriate assignable staff as well as the
ability to schedule an appointment. Both the viewing and the scheduling may
be based on workforce availability and skill and not a specific person. Similarly,
times can be windows of time (i.e. AM or PM) or a specific time. Manage
Appointment Schedule scope includes the following: •Creating and canceling
appointments, including required coordination with the customer or request
to CRM systems, for such coordination and updates •In-flight modification,
rescheduling, and cancellation of appointments.
 Problem Handling
Isolate Customer
Manage Appointment
Problem

Problem Handling Associate

Problem Handling Problem Handling Problem Handling
Isolate Customer Isolate Customer Isolate Customer Isolate Customer
Appointment With Schedule

Create Appointment
Problem View Staff Availability Appointment
Work Item Problem
Problem Problem

Problem Handling Problem Handling Problem Handling Problem Handling

Isolate Customer Is late Customer Isolate Customer
Cancel Appointment Coordinate IsolateRescheduleCstomer
Problem Appointment
Problem
Modify Appointment
Problem
Appointment
Problem
 Problem Handling
IsolateAppointmentCustomer
ProblemManagement

Problem Handling Associate

Isolate Customer Problem Handling Problem Handling Problem Handling
Appointment With Isolate Customer Isolate Customer
Schedule
Isolate Customer
Problem View Staff Availability Appointment Create Appointment
Work Item Problem Problem Problem

Problem Handling Problem Handling Problem Handling Problem Handling

Isolate Customer Is late Customer Isolate Customer
Cancel Appointment Coordinate IsolateRescheduleCstomer
Problem Appointment
Problem
Modify Appointment
Problem
Appointment
Problem
 Research/analyze
Formulate/prepare
Approve/commit
Gather/analyze Assess Issue/Create
Develop Retire Analyze/diagnose
Deploy Fix, monitor, correct
Assess Close
Retire
 Problem Handling
IsolateAppointmentCustomer
ProblemManagement

Problem Handling
Associate Isolate
Customer
Problem Handling Problem Handling Problem Handling
Appointment With Isolate Customer Isolate Customer
Schedule
Isolate Customer
Problem View Staff Availability Appointment Create Appointment
Work Item Problem Problem Problem

Problem Handling Problem Handling Problem Handling Problem Handling

Isolate Customer Is late Customer Isolate Customer
Cancel Appointment Coordinate IsolateRescheduleCstomer
Problem Appointment
Problem
Modify Appointment
Problem
Appointment
Problem
 Customer Problem

Problem Handling
Isolate Customer
Problem

Root Cause
Notification

Customer Problem
Root Cause
Notification
ClosePrvideCustomerProblem
VerifyIsolateProperCustomer Notify T&M Root
Verify Product
ProblemAnalysisCauseCustomerReportCompletion
ProblemductUse
Configuration ProblemNotification

R port CustomerProduct -
Perform Specific
Track & Manage
Identify Customer

Perform Specific

RelatProblemCustoderDiagnosticsProblem tomer
ProblemCusto erRootProblemCause

Diagnostics Tests
 Color Legend: Plan
Advertising
Extended Description:
Advertising draws the market’s attention to an enterprise typically for the
purpose of inducing individuals and/or organizations to acquire an
enterprise’s product offerings. This is accomplished by using of various forms
of media, such as print, web, and broadcasts. An advertisement may appear
on partner sites or other forms of media a partner uses. It includes
determining the audience for the advertisement, establishing a budget for
the advertisement, planning which media to use, entering into agreements
with one or more partners with whom the advertisement will be co-
developed/sponsored and jointly used, and choosing a message to be
conveyed by the advertisement. In addition drawing attention to a product
offering, an advertisement may also be used to enhance the image of the
enterprise or announce one or more new offerings.
 Problem Handling
Isolate Customer
Advertising
Problem

Problem Handling
Isolate Customer
Plan Advertisement
Problem

Problem Handling Determine Problem Handling Problem Handling Problem Handling Problem Handling
Establish Enter Into
Choose
Isolate Customer Isolate Customer
Advertisement
IsolatePlanAdverCustomerisement Isolate Customer Isolate Customer
Advertisement Advertisement Advertisement
Problem Problem Problem
ProblemMedia Problem
Audience Budget Agreement Message
Problem Handling
Isolate Customer
Advertising
Problem

Problem Handling
Isolate Customer
Plan Advertisement
Problem
 Problem Handling
Isolate Customer
Advertising
Problem

Problem Handling Problem Handling Problem Handling Problem Handling

Isolate Customer Isolate Customer Isolate Customer Problem Handling
Plan Advertisement DevelopIsolateCustomer Place

Cancel Isolate Customer

Problem AdvertisementProblem Advertisement End Advertisement

Problem ProblemAdvertisement Problem

Problem Handling
Isolate Customer
Evaluate
Problem

Advertisement
Brand Management
Color Legend: Plan Acquire Use
Extended Description:
Brand Management creates a name, symbol or design that identifies and
differentiates an enterprise’s product offering and/or offerings from its others
product offering(s) and similar offerings available from other enterprises,
including competitors. The goal is to increase the perceived value of the brand
over time. To do so may include co-branding with a partner. It develops a
strategic plan to maintain brand equity or gain brand value. This requires a
comprehensive understanding of the brand, its target market and an
enterprise’s overall vision. It includes the analysis and planning on how the
brand is perceived in the market, including endorsements by individuals and
organizations that are obtained via social media, an enterprise’s web site, or
publications. Comparisons of an enterprise’s brand to competitor’s brands
are also performed.
Brand Management creates a name, symbol or design that identifies and
differentiates an enterprise’s product offering and/or offerings from its
others product offering(s) and similar offerings available from other
enterprises, including competitors. The goal is to increase the perceived
value of the brand over time. To do so may include co-branding with a
partner. It develops a strategic plan to maintain brand equity or gain brand
value. This requires a comprehensive understanding of the brand, its target
market and an enterprise’s overall vision. It includes the analysis and
planning on how the brand is perceived in the market, including
endorsements by individuals and organizations that are obtained via social
media, an enterprise’s web site, or publications. Comparisons of an
enterprise’s brand to competitor’s brands are also performed.
 Problem Handling
Isolate Customer
Brand Management
Problem

Problem Handling Problem Handling Problem Handling Problem Handling

Compare Brand

Isolate Customer
Develop Brand
Isolate Customer Isolate Customer
Analyze Brand
Isolate Customer
With Competitor
ProblemStrategic Plan Develop Brand Market Perception Problem
Problem Probl m Brand

Gain an understanding of
the brand, of the brand’s
target market, and an
understanding of an
enterprise’s overall brand
vision. Plan on how the
brand is to be perceived
in the market. The goal is
to maintain brand equity
or gain brand value.
Create a name, symbol, or design that
identifies and differentiates an enterprise’s
product offering and/or offerings from its
others product offering(s) and similar
offerings available from other enterprises,
including competitors. Co-brand With
Partner if desired. The goal is to increase
the perceived value of the brand over time.
Analyze how the brand is
perceived in the market, including
endorsements by individuals and
organizations that are obtained
via social media, an enterprise’s
web site, or publications.
 Problem Handling
Isolate Customer

Develop Brand
ProblStrategicm Plan

Problem Handling Problem Handling Problem Handling Problem Handling

Isolate Customer Isolate Customer Isolate Customer Plan Brand Market
Isolate Customer
Understand Brand

Understand Brand Understand Brand

Problem Vision Perception
TargetProblemMarket Problem Problem

Create a name, symbol, or design that

identifies and differentiates an enterprise’s
product offering and/or offerings from its
Problem Handling
others product offering(s) and similar Isolate Customer
Develop Brand
Problem
offerings available from other enterprises,
including competitors. The goal is to increase
the perceived value of the brand over time. Problem Handling Problem Handling
Isolate Customer Is late Customer
Co-Brand With

Create Brand Partner

Problem Problem
 Problem Handling
Isolate Customer
Brand Management
Problem

Problem Handling Problem Handling Problem Handling Problem Handling Problem Handling
Isolate Customer
Develop Brand
Isolate Customer IsolateAnalyzeCustomerBrand Compare Brand
Isolate Customer Isolate Customer
Develop Brand ProblMarketmPerception With Competitor Retire Brand
ProblemStrategic Plan Problem Problem Problem

Brand
 Continual Service
Improvement

Service
Design
Service
Strategy

Service
Operation ITIL
Con e

Im i
c

v t

pr ov
tinua e r
e
n

l l
S

Ser Service u
a

v
e

eme vice ti
n

r
o

t Transition n p

o m

C I
Problem Handling
Isolate Customer

ITIL Change
ProblemManagement
 Emergency
Change

Receive RFC (Record RFC, Filter Request)

RFC

received
Capture Emergency Change
Resource
Categorize and Prioritize CapabilityShortfalls

Major Change Minor Change

Pass approved Changes to action to CAB Authorize & schedule
CAB for actioning
Gain
Gain Resource
Review impact and Resource Capability change
resources Capability Investment not
Investment Approval approved Inform
Approval
Inform Approve/Reject Change (simplified) Initiator
Initiator change change
not approved change approved approved

Change Change
approved approved
2.0 Develop and Manage Products and Services (10003)
2.1 Govern and manage product/service development program (19696)
2.1.1 Manage product and service portfolio (10061)
2.1.1.1 Evaluate performance of existing products/services against market opportunities (10063)
2.1.1.2 Confirm alignment of product/service concepts with business strategy (10066)
2.1.1.3 Prioritize and select new product/service concepts (10074)
2.1.1.4 Plan and develop cost and quality targets (10073)
2.1.1.5 Specify development timing targets (10075)
2.1.1.6 Plan for product/service offering modifications (10076)

2.1.2 Manage product and service life cycle (10067)

2.1.2.1 Develop plan for new product/service development and introduction/launch (16824)
2.1.2.2 Introduce new products/services (10077)
2.1.2.3 Retire outdated products/services (10078)
2.1.2.4 Identify and refine performance indicators (10079)
2.1.2.5 Conduct post launch review (11423)
2.1.2.5.1 Carry out post launch analytics to test the acceptability in the market (19646)
2.1.2.5.2 Review market performance (11424)
2.1.2.5.3 Review effectiveness of supply chain and distribution network (11425)...
 Product and process design
(DCOR)

Sales and support

Supply chain (CCOR)
operations
reference model Management for supply chain
(M4SC)

Product life cycle operations reference

(PLCOR)
 Plan

Plan Plan

Deliver Source Deliver Source Deliver Source

Make Source Make Deliver Make
Return Return Return Return Return Return
Enable Enable
Suppliers’ Return Return Customer’s
Supplier Enable Customer
supplier customer
Internal or external Internal or external
Your organization
 Product and process design
(DCOR)

Sales and support

(CCOR)

Management for supply chain

(M4SC)

Product life cycle operations

reference (PLCOR)