GB921 - DX - Release12.5 v2013 (Level 4) 1457 Pages

Business Process
Framework (eTOM)
For The Digital Services Industry
Addendum DX: Member Approved Process Model
Process Decompositions and Descriptions
Frameworx Release 12.5

GB921DX
July, 2013
TM Forum 2013. All Rights Reserved.

Business Process Framework (eTOM) – Process Decompositions and Descriptions
Notice
Copyright © TeleManagement Forum 2013. All Rights Reserved.
This document and translations of it may be copied and furnished to others, and derivative
works that comment on or otherwise explain it or assist in its implementation may be prepared,
copied, published, and distributed, in whole or in part, without restriction of any kind, provided
that the above copyright notice and this section are included on all such copies and derivative
works. However, this document itself may not be modified in any way, including by removing the
copyright notice or references to TM FORUM, except as needed for the purpose of developing
any document or deliverable produced by a TM FORUM Collaboration Project Team (in which
case the rules applicable to copyrights, as set forth in the TM FORUM IPR Policy, must be
followed) or as required to translate it into languages other than English.
The limited permissions granted above are perpetual and will not be revoked by TM FORUM or
its successors or assigns.
This document and the information contained herein is provided on an "AS IS" basis and TM
FORUM DISCLAIMS ALL WARRANTIES, EXPRESS OR IMPLIED, INCLUDING BUT NOT
LIMITED TO ANY WARRANTY THAT THE USE OF THE INFORMATION HEREIN WILL NOT
INFRINGE ANY OWNERSHIP RIGHTS OR ANY IMPLIED WARRANTIES OF
MERCHANTABILITY OR FITNESS FOR A PARTICULAR PURPOSE.
TM FORUM invites any TM FORUM Member or any other party that believes it has patent
claims that would necessarily be infringed by implementations of this TM Forum Standards Final
Deliverable, to notify the TM FORUM Team Administrator and provide an indication of its
willingness to grant patent licenses to such patent claims in a manner consistent with the IPR
Mode of the TM FORUM Collaboration Project Team that produced this deliverable.
The TM FORUM invites any party to contact the TM FORUM Team Administrator if it is aware of
a claim of ownership of any patent claims that would necessarily be infringed by
implementations of this TM FORUM Standards Final Deliverable by a patent holder that is not
willing to provide a license to such patent claims in a manner consistent with the IPR Mode of
the TM FORUM Collaboration Project Team that produced this TM FORUM Standards Final
Deliverable. TM FORUM may include such claims on its website, but disclaims any obligation to
do so.
TM FORUM takes no position regarding the validity or scope of any intellectual property or other
rights that might be claimed to pertain to the implementation or use of the technology described
in this TM FORUM Standards Final Deliverable or the extent to which any license under such
rights might or might not be available; neither does it represent that it has made any effort to
identify any such rights. Information on TM FORUM's procedures with respect to rights in any
document or deliverable produced by a TM FORUM Collaboration Project Team can be found
on the TM FORUM website. Copies of claims of rights made available for publication and any
assurances of licenses to be made available, or the result of an attempt made to obtain a
general license or permission for the use of such proprietary rights by implementers or users of
this TM FORUM Standards Final Deliverable, can be obtained from the TM FORUM Team
Administrator. TM FORUM makes no representation that any information or list of intellectual
GB921 Addendum DX, Version 12.5.0 © TM Forum 2013. All Rights Reserved. Page 2 of 1457
property rights will at any time be complete, or that any claims in such list are, in fact, Essential
Claims.
Direct inquiries to the TM Forum office:
240 Headquarters Plaza,

East Tower – 10th Floor,
Morristown, NJ 07960 USA
Tel No. +1 973 944 5100
Fax No. +1 973 944 5110
TM Forum Web Page: www.tmforum.org
Table of Contents
NOTICE ....................................................................................................................................................................... 2
TABLE OF CONTENTS ............................................................................................................................................ 4
LIST OF FIGURES ................................................................................................................................................... 38
PREFACE .................................................................................................................................................................. 48
ETOM BUSINESS PROCESS FRAMEWORK ................................................................................................................. 48
INTRODUCTION ..................................................................................................................................................... 50
Process Associations and IDs .............................................................................................................................. 51
PROCESS DECOMPOSITIONS & DESCRIPTIONS ............................................................................................... 52
1.1.1.1 CRM - SUPPORT & READINESS .................................................................................................................... 52
CRM - Support & Readiness ................................................................................................................................ 52
Support Customer Interface Management ........................................................................................................... 53
Support Order Handling ...................................................................................................................................... 54
Support Problem Handling .................................................................................................................................. 56
Support Retention & Loyalty ............................................................................................................................... 57
Support Marketing Fulfillment ............................................................................................................................ 58
Support Selling .................................................................................................................................................... 59
Support Customer QoS/SLA ................................................................................................................................ 60
Manage Campaign .............................................................................................................................................. 61
Manage Customer Inventory ............................................................................................................................... 62
Manage Product Offering Inventory .................................................................................................................... 63
Manage Sales Inventory ...................................................................................................................................... 65
Support Bill Invoice Management ....................................................................................................................... 66
Support Bill Payments & Receivables Management............................................................................................ 67
Support Bill Inquiry Handling ............................................................................................................................. 68
Support Billing & Collections (DELETED) ........................................................................................................ 69
1.1.1.1.1 SUPPORT CUSTOMER INTERFACE MANAGEMENT ...................................................................................... 69
Support Customer Interface Management ........................................................................................................... 70
Ensure Customer Interface Capability ................................................................................................................ 71
Undertake Customer Contacts Trend Analysis .................................................................................................... 72
1.1.1.1.2 SUPPORT ORDER HANDLING ...................................................................................................................... 72
Support Order Handling ...................................................................................................................................... 73
Ensure Order Handling Capability ..................................................................................................................... 75
Forecast Order Handling Requirements ............................................................................................................. 75
Capacity Plan Order Handling Infrastructure .................................................................................................... 76
Manage Order Handling Organizational Changes ............................................................................................. 77
Support Order Handling Infrastructure Deployment .......................................................................................... 77
Approve Order Handling Procedues ................................................................................................................... 78
Accept Order Handling Infrastructure ................................................................................................................ 79
Address Order Handling infrastructure Issues .................................................................................................... 79
Roll-out Order Handling Infrastructure .............................................................................................................. 80
Detect Order Handling infrastructure Shortfalls................................................................................................. 81
Rebalance Order Handling Infrastructure Utilization ........................................................................................ 81
Remove Order Handling Infrastructure............................................................................................................... 82
Report Order Handling Infrastructure Capacity ................................................................................................. 83
Track Third-Party Order Handling Infrastructure Deployment .......................................................................... 83
Report Order Handling Infrastructure Deployment Process Capability ............................................................. 84
Manage Order Handling Notification ................................................................................................................. 85
Undertake Order Handling Trend Analysis ......................................................................................................... 85
1.1.1.1.3 SUPPORT PROBLEM HANDLING.................................................................................................................. 86

Support Problem Handling .................................................................................................................................. 86
Ensure Product Offering Operation .................................................................................................................... 88
Undertake Product Offering Trend Analysis ....................................................................................................... 88
Request Product Offering Data Collection .......................................................................................................... 89
Request Product Offering Performance Testing .................................................................................................. 90
Manage Product Offering Maintenenance Programs ......................................................................................... 90
Request Provisioning Intervention....................................................................................................................... 91
Report Product Offering Trend Analysis ............................................................................................................. 92
Track Problem Handling Process Capability ...................................................................................................... 92
Manage Problem Handling Notification ............................................................................................................. 93
Undertake Problem Handling Trend Analysis ..................................................................................................... 94
1.1.1.1.5 SUPPORT RETENTION & LOYALTY ............................................................................................................. 94
Support Retention & Loyalty ............................................................................................................................... 95
Ensure Retention & Loyalty Capability ............................................................................................................... 96
Undertake Retention & Loyalty Trend Analysis .................................................................................................. 96
1.1.1.1.6 SUPPORT MARKETING FULFILLMENT ........................................................................................................ 97
Support Marketing Fulfillment ............................................................................................................................ 98
Ensure Marketing Fulfillment Capability ............................................................................................................ 98
Undertake Marketing Fulfillment Trend Analysis ............................................................................................... 99
1.1.1.1.7 SUPPORT SELLING ................................................................................................................................... 100
Support Selling .................................................................................................................................................. 100
Ensure Selling Capability .................................................................................................................................. 102
Manage Sales Channels ..................................................................................................................................... 102
Manage Sales Leads .......................................................................................................................................... 103
Undertake Selling Trend Analysis ..................................................................................................................... 104
1.1.1.1.8 SUPPORT CUSTOMER QOS/SLA............................................................................................................... 105
Support Customer QoS/SLA .............................................................................................................................. 105
Ensure Customer QoS/SLA Capability .............................................................................................................. 107
Monitor Product Offerings ................................................................................................................................ 107
Maintain Product Offering Performance Threshold Standards ........................................................................ 108
Monitoring Product Offering Performance Analyses ........................................................................................ 109
Aggregate QoS Performance Analysis............................................................................................................... 109
Assist Trend Analysis Development ................................................................................................................... 110
Log Product Offering Analysis Results .............................................................................................................. 111
Agree Service Outages ....................................................................................................................................... 111
Track Customer QoS/SLA Management Process Capability ............................................................................. 112
Manage Customer QoS/SLA Management Notification .................................................................................... 113
Undertake QoS/SLA Performance Trend Analysis ............................................................................................ 113
1.1.1.1.9 MANAGE CAMPAIGN ............................................................................................................................... 114
Manage Campaign ............................................................................................................................................ 114
Ensure Campaign Support ................................................................................................................................. 115
Undertake Campaign Trend Analysis ................................................................................................................ 116
Modify Campaign .............................................................................................................................................. 116
Report Campaign Effectiveness ......................................................................................................................... 117
1.1.1.1.10 MANAGE CUSTOMER INVENTORY ......................................................................................................... 118
Manage Customer Inventory ............................................................................................................................. 118
Identify Relevant Customer Inventory Information ........................................................................................... 119
Maintain Customer Inventory facilities ............................................................................................................. 120
Manage Customer Inventory Capture ............................................................................................................... 121
Control Customer Inventory Access .................................................................................................................. 121
Ensure Customer Inventory Data Quality ......................................................................................................... 122
Track Customer Inventory Usage ...................................................................................................................... 123
Identify Customer Inventory Shortcomings ....................................................................................................... 123
1.1.1.1.11 MANAGE PRODUCT OFFERING INVENTORY ........................................................................................... 124
Manage Product Offering Inventory .................................................................................................................. 125

Identify Relevant Product Offering Inventory Information ................................................................................ 126
Maintain Product Offering Inventory facilities ................................................................................................. 127
Manage Product Offering Inventory Capture.................................................................................................... 127
Control Product Offering Inventory Access ...................................................................................................... 128
Ensure Product Offering Inventory Data Quality.............................................................................................. 129
Track Product Offering Inventory Usage .......................................................................................................... 129
Identify Product Offering Inventory Shortcomings ............................................................................................ 130
1.1.1.1.12 MANAGE SALES INVENTORY ................................................................................................................. 131
Manage Sales Inventory .................................................................................................................................... 131
Identify Relevant Sales Inventory Information .................................................................................................. 132
Maintain Sales Inventory facilities .................................................................................................................... 133
Manage Sales Inventory Capture ...................................................................................................................... 134
Control Sales Inventory Access ......................................................................................................................... 134
Ensure Sales Inventory Data Quality ................................................................................................................ 135
Track Sales Inventory Usage ............................................................................................................................. 136
Identify Sales Inventory Shortcomings .............................................................................................................. 137
1.1.1.1.13 SUPPORT BILL INVOICE MANAGEMENT ................................................................................................. 137
Support Bill Invoice Management ..................................................................................................................... 138
Determine Bill Invoice Management Capability ............................................................................................... 139
Establish & Maintain Bill Invoice Format ........................................................................................................ 139
Maintain Bill Customers List ............................................................................................................................. 140
Define Billing Cycle ........................................................................................................................................... 141
Analyze Billing Trend ........................................................................................................................................ 142
Design & Develop Invoicing Process ................................................................................................................ 142
1.1.1.1.14 SUPPORT BILL PAYMENTS & RECEIVABLES MANAGEMENT .................................................................. 143
Support Bill Payments & Receivables Management.......................................................................................... 143
Determine Bill Payments & Receivables Management Capability .................................................................... 144
Analyze Customer Payment Trend ..................................................................................................................... 145
Administer Customer Payment Processes ......................................................................................................... 146
1.1.1.1.15 SUPPORT BILL INQUIRY HANDLING ....................................................................................................... 147
Support Bill Inquiry Handling ........................................................................................................................... 147
Determine Bill Inquiry Handling Capability ..................................................................................................... 148
Manage Billing Policy ....................................................................................................................................... 149
Analyze Bill Inquiry Trend................................................................................................................................. 149
1.1.1.10 BILL INVOICE MANAGEMENT ................................................................................................................... 150
Bill Invoice Management ................................................................................................................................... 151
Apply Pricing, Discounting, Adjustments & Rebates ........................................................................................ 152
Create Customer Bill Invoice ............................................................................................................................ 153
Produce & Distribute Bill .................................................................................................................................. 154
1.1.1.10.1 APPLY PRICING, DISCOUNTING, ADJUSTMENTS & REBATES ................................................................. 155
Apply Pricing, Discounting, Adjustments & Rebates ........................................................................................ 156
Obtain Billing Events......................................................................................................................................... 156
Apply Pricing, Discounting, Adjustments & Rebates to Customer Account ...................................................... 157
Apply Agreed Customer Bill Adjustment ........................................................................................................... 158
1.1.1.10.2 CREATE CUSTOMER BILL INVOICE ........................................................................................................ 159
Create Customer Bill Invoice ............................................................................................................................ 159
Render & Format Invoice .................................................................................................................................. 160
Deliver Electronic Invoice ................................................................................................................................. 161
Verify Invoice Quality ........................................................................................................................................ 162
Manage Customer Invoice Archive.................................................................................................................... 162
1.1.1.10.3 PRODUCE & DISTRIBUTE BILL ............................................................................................................... 163
Produce & Distribute Bill .................................................................................................................................. 164
Co-ordinate Billing Insertion ............................................................................................................................ 165
Establish & Manage Bill Production Cycle....................................................................................................... 165
Deliver Invoice Information .............................................................................................................................. 166

Administer Commercial Arrangement for Production and Distribution Capability ......................................... 167
Manage Paper and Envelope Availability ......................................................................................................... 168
Manage Production Run to Create Bill ............................................................................................................. 168
Manage Physical Production & Distribution Quality ....................................................................................... 169
1.1.1.11 BILL PAYMENTS & RECEIVABLES MANAGEMENT .................................................................................... 170
Bill Payments & Receivables Management ....................................................................................................... 171
Manage Customer Billing .................................................................................................................................. 171
Manage Customer Payments ............................................................................................................................. 172
Manage Customer Debt Collection ................................................................................................................... 173
1.1.1.11.2 MANAGE CUSTOMER PAYMENTS ........................................................................................................... 175
Manage Customer Payments ............................................................................................................................. 175
Manage Customer Payment Plan ...................................................................................................................... 176
Collect Customer Payment ................................................................................................................................ 177
Reconcile Customer Payment ............................................................................................................................ 178
Manage Back-End Bank Account ...................................................................................................................... 179
Administer Commercial Arrangement for Third Party Supplier ....................................................................... 179
1.1.1.11.3 MANAGE CUSTOMER DEBT COLLECTION .............................................................................................. 180
Manage Customer Debt Collection ................................................................................................................... 181
Identify Overdue Invoice.................................................................................................................................... 182
Administer Overdue Invoice Follow-Up ............................................................................................................ 183
Manage Overdue Invoice Payment .................................................................................................................... 184
Establish & Manage Customer Debt Profiles ................................................................................................... 184
Establish & Manage Commercial Debt Recovery Arrangement ....................................................................... 185
Initiate Customer Debt Recovery Activities ....................................................................................................... 186
Manage Aged Customer Debt Portfolio ............................................................................................................ 187
1.1.1.12 BILL INQUIRY HANDLING ......................................................................................................................... 188
Bill Inquiry Handling......................................................................................................................................... 188
Create Customer Bill Inquiry Report................................................................................................................. 189
Assess Customer Bill Inquiry Report ................................................................................................................. 190
Authorize Customer Bill Invoice Adjustment ..................................................................................................... 191
Track & Manage Customer Bill Inquiry Resolution .......................................................................................... 192
Report Customer Bill Inquiry ............................................................................................................................ 193
Close Customer Bill Inquiry Report .................................................................................................................. 194
1.1.1.12.1 CREATE CUSTOMER BILL INQUIRY REPORT........................................................................................... 195
Create Customer Bill Inquiry Report................................................................................................................. 196
Generate Customer Bill Inquiry ........................................................................................................................ 197
Modify Customer Bill Inquiry ............................................................................................................................ 197
Cancel Customer Bill Inquiry ............................................................................................................................ 198
Convert Customer Bill Inquiry .......................................................................................................................... 199
Request Additional Bill Inquiry Information ..................................................................................................... 200
1.1.1.12.2 ASSESS CUSTOMER BILL INQUIRY REPORT............................................................................................ 200
Assess Customer Bill Inquiry Report ................................................................................................................. 201
Verify Customer Bill Inquiry ............................................................................................................................. 202
Assess and Investigate Customer Bill Inquiry ................................................................................................... 203
Identify Customer Bill Inquiry Root Cause ........................................................................................................ 203
Complete Customer Bill Inquiry Assessment ..................................................................................................... 204
1.1.1.12.3 AUTHORIZE CUSTOMER BILL INVOICE ADJUSTMENT ............................................................................ 205
Authorize Customer Bill Invoice Adjustment ..................................................................................................... 205
Determine Automated Bill Adjustment............................................................................................................... 206
Analyze Detailed Bill Inquiry ............................................................................................................................ 207
Record Customer Bill Invoice Adjustment ......................................................................................................... 208
1.1.1.12.4 TRACK & MANAGE CUSTOMER BILL INQUIRY RESOLUTION ................................................................. 209
Track & Manage Customer Bill Inquiry Resolution .......................................................................................... 209
Schedule Customer Bill Inquiry Analysis and Adjustment Activities ................................................................. 211
Assign Customer Bill Inquiry Analysis and Adjustment Activities ..................................................................... 211
Coordinate Customer Bill Inquiry Analysis and Adjustment Activities ............................................................. 212
Monitor Customer Bill Inquiry Jeopardy Status ................................................................................................ 213
Initiate S/P Customer Bill Inquiry Resolution Request ...................................................................................... 213
1.1.1.12.5 REPORT CUSTOMER BILL INQUIRY ........................................................................................................ 214
Report Customer Bill Inquiry ............................................................................................................................ 215
Monitor Customer Bill Inquiries........................................................................................................................ 216
Provide Customer Bill Inquiry Change Notification ......................................................................................... 216
Provide Management Reports ........................................................................................................................... 217
1.1.1.13 CHARGING ................................................................................................................................................ 218
Charging ............................................................................................................................................................ 218
Perform Rating .................................................................................................................................................. 219
Apply Rate Level Discounts ............................................................................................................................... 220
Aggregate Items For Charging .......................................................................................................................... 221
Manage Customer Charging Hierarchy ............................................................................................................ 222
1.1.1.13.4 MANAGE CUSTOMER CHARGING HIERARCHY ....................................................................................... 222
Manage Customer Charging Hierarchy ............................................................................................................ 223
Calculate Service/Product Value ....................................................................................................................... 224
1.1.1.14 MANAGE BILLING EVENTS ....................................................................................................................... 224
Manage Billing Events ....................................................................................................................................... 225
Enrich Billing Events ......................................................................................................................................... 226
Guide Billing Events .......................................................................................................................................... 227
Mediate Billing Events ....................................................................................................................................... 227
Report Billing Event Records ............................................................................................................................ 228
1.1.1.14.1 ENRICH BILLING EVENTS....................................................................................................................... 229
Enrich Billing Events ......................................................................................................................................... 229
Add Billing Event Data ...................................................................................................................................... 230
Assign Billing Event Price ................................................................................................................................. 231
1.1.1.14.2 GUIDE BILLING EVENTS ........................................................................................................................ 232
Guide Billing Events .......................................................................................................................................... 232
Ensure Billing Event Usage ............................................................................................................................... 233
Distribute Billing Event ..................................................................................................................................... 234
1.1.1.14.3 MEDIATE BILLING EVENTS .................................................................................................................... 234
Mediate Billing Events ....................................................................................................................................... 235
Edit Billing Event............................................................................................................................................... 236
Reformat Billing Event ...................................................................................................................................... 236
1.1.1.14.4 REPORT BILLING EVENT RECORDS ........................................................................................................ 237
Report Billing Event Records ............................................................................................................................ 238
Generate Billing Event Report ........................................................................................................................... 238
Investigate Billing Event Related Problem ........................................................................................................ 239
Support Billing Event Related Process .............................................................................................................. 240
1.1.1.15 MANAGE BALANCES................................................................................................................................. 240
Manage Balances .............................................................................................................................................. 241
Manage Balance Policies .................................................................................................................................. 242
Manage Balance Operations ............................................................................................................................. 243
Manage Balance Containers ............................................................................................................................. 243
Authorize Transaction Based on Balance .......................................................................................................... 244
1.1.1.2 CUSTOMER INTERFACE MANAGEMENT....................................................................................................... 245
Manage Contact ................................................................................................................................................ 246
Manage Request (Including Self Service) .......................................................................................................... 247
Analyze & Report on Customer ......................................................................................................................... 247
Mediate & Orchestrate Customer Interactions ................................................................................................. 248
1.1.1.2.1 MANAGE CONTACT ................................................................................................................................. 249
Manage Contact ................................................................................................................................................ 249
Identify Contact ................................................................................................................................................. 250
Develop Contact ................................................................................................................................................ 251

1.1.1.2.2 MANAGE REQUEST (INCLUDING SELF SERVICE)...................................................................................... 252
Manage Request (Including Self Service) .......................................................................................................... 252
Handle Request .................................................................................................................................................. 253
Provide Request Status ...................................................................................................................................... 253
Close Request .................................................................................................................................................... 254
1.1.1.2.3 ANALYZE & REPORT ON CUSTOMER ....................................................................................................... 255
Analyze & Report on Customer ......................................................................................................................... 255
Analyze Customer Requests & Contacts ............................................................................................................ 256
Report Customer Requests & Contacts.............................................................................................................. 257
1.1.1.2.4 MEDIATE & ORCHESTRATE CUSTOMER INTERACTIONS........................................................................... 257
Mediate & Orchestrate Customer Interactions ................................................................................................. 258
Identify Customer Interactions Data Formats ................................................................................................... 259
Orchestrate Customer Interactions ................................................................................................................... 260
Mediate Customer Interactions ......................................................................................................................... 260
1.1.1.3 MARKETING FULFILLMENT RESPONSE ....................................................................................................... 261
Marketing Fulfillment Response ........................................................................................................................ 261
Issue & Distribute Marketing Collaterals ......................................................................................................... 262
Track Leads ....................................................................................................................................................... 263
1.1.1.3.1 ISSUE & DISTRIBUTE MARKETING COLLATERALS ................................................................................... 264
Issue & Distribute Marketing Collaterals ......................................................................................................... 264
Handle Marketing Collateral Distributution ..................................................................................................... 265
Customize Marketing Collateral........................................................................................................................ 266
1.1.1.3.2 TRACK LEADS.......................................................................................................................................... 266
Track Leads ....................................................................................................................................................... 267
Track Marketing Leads ...................................................................................................................................... 268
Evaluate Marketing Leads ................................................................................................................................. 268
1.1.1.4 SELLING...................................................................................................................................................... 269
Selling ................................................................................................................................................................ 270
Manage Prospect ............................................................................................................................................... 270
Qualify Opportunity ........................................................................................................................................... 271
Negotiate Sales/Contract ................................................................................................................................... 272
Acquire Customer Data ..................................................................................................................................... 273
Cross/Up Selling ................................................................................................................................................ 274
Develop Sales Proposal ..................................................................................................................................... 275
Manage Sales Accounts ..................................................................................................................................... 276
1.1.1.4.1 MANAGE PROSPECT ................................................................................................................................. 276
Manage Prospect ............................................................................................................................................... 277
Analyze Prospect Needs ..................................................................................................................................... 278
Identify Potential Solutions................................................................................................................................ 278
Assign Prospect to Sales Channel ..................................................................................................................... 279
Track & Report Prospect ................................................................................................................................... 280
1.1.1.4.2 QUALIFY & EDUCATE CUSTOMER ........................................................................................................... 280
Qualify Opportunity ........................................................................................................................................... 281
Define Alternative/Customized Solutions .......................................................................................................... 282
Assess Potential Development & Risk ............................................................................................................... 282
Assess Strategic Impacts .................................................................................................................................... 283
1.1.1.4.3 NEGOTIATE SALES/CONTRACT ................................................................................................................ 284
Create Customer Order ..................................................................................................................................... 284
Negotiate Sales/Contract ................................................................................................................................... 285
Negotiate Standard Terms & Conditions ........................................................................................................... 286
Develop & Negotiate Non-standard Terms & Conditions ................................................................................. 287
Obtain Customer Agreement ............................................................................................................................. 288
1.1.1.4.4 ACQUIRE CUSTOMER DATA ..................................................................................................................... 289
Acquire Customer Data ..................................................................................................................................... 289
Determine Required Customer Data ................................................................................................................. 290

Capture & Record Customer Data .................................................................................................................... 291
1.1.1.4.5 CROSS/UP SELLING.................................................................................................................................. 292
Cross/Up Selling ................................................................................................................................................ 292
Analyze Customer Trends .................................................................................................................................. 293
Recommend Appropriate Offerings ................................................................................................................... 294
1.1.1.4.6 DEVELOP SALES PROPOSAL ..................................................................................................................... 294
Develop Sales Proposal ..................................................................................................................................... 295
Ascertain Customer Requirements..................................................................................................................... 296
Determine Support for Customer Requirements ................................................................................................ 297
Develop Proposal against Customer Requirements .......................................................................................... 297
1.1.1.4.7 MANAGE SALES ACCOUNTS .................................................................................................................... 298
Update Sales Repository .................................................................................................................................... 299
Manage Sales Accounts ..................................................................................................................................... 300
Contact Customer (on regular basis) ................................................................................................................ 300
Develop Contacts & Lleads ............................................................................................................................... 301
1.1.1.5 ORDER HANDLING ...................................................................................................................................... 302
Order Handling ................................................................................................................................................. 302
Determine Customer Order Feasibility ............................................................................................................. 303
Authorize Credit ................................................................................................................................................ 304
Track & Manage Customer Order Handling..................................................................................................... 305
Complete Customer Order ................................................................................................................................. 306
Issue Customer Orders ...................................................................................................................................... 307
Report Customer Order Handling ..................................................................................................................... 308
Close Customer Order ....................................................................................................................................... 309
Receive PO & Issue Orders (DELETED) .......................................................................................................... 309
1.1.1.5.4 TRACK & MANAGE CUSTOMER ORDER HANDLING ................................................................................. 310
Manage Customer Order ................................................................................................................................... 310
Track & Manage Customer Order Handling..................................................................................................... 311
Track Customer Order ....................................................................................................................................... 312
Update Order Repository .................................................................................................................................. 313
1.1.1.5.5 COMPLETE CUSTOMER ORDER ................................................................................................................ 314
Complete Customer Order ................................................................................................................................. 314
Manage Customer Information ......................................................................................................................... 315
Manage Customer Interaction .......................................................................................................................... 316
1.1.1.5.6 ISSUE CUSTOMER ORDERS ....................................................................................................................... 317
Issue Customer Orders ...................................................................................................................................... 317
Assess Customer Order...................................................................................................................................... 318
Issue Customer Order ........................................................................................................................................ 319
1.1.1.5.7 REPORT CUSTOMER ORDER HANDLING ................................................................................................... 320
Report Customer Order Handling ..................................................................................................................... 320
Monitor Customer Order Status ........................................................................................................................ 321
Manage Customer Order Status Notification .................................................................................................... 322
Report Customer Order Status .......................................................................................................................... 322
1.1.1.6 PROBLEM HANDLING .................................................................................................................................. 323
Problem Handling ............................................................................................................................................. 323
Isolate Customer Problem ................................................................................................................................. 325
Report Customer Problem ................................................................................................................................. 325
Track & Manage Customer Problem................................................................................................................. 326
Close Customer Problem Report ....................................................................................................................... 328
Create Customer Problem Report ..................................................................................................................... 328
Correct & Recover Customer Problem ............................................................................................................. 329
1.1.1.6.1 ISOLATE CUSTOMER PROBLEM ................................................................................................................ 330
Isolate Customer Problem ................................................................................................................................. 331
Verify Product Configuration ............................................................................................................................ 331
Perform Specific Customer Problem Diagnostics ............................................................................................. 332

Perform Specific Customer Problem Tests ........................................................................................................ 333
Notify T&M Root Cause Customer Problem ..................................................................................................... 333
1.1.1.6.2 REPORT CUSTOMER PROBLEM ................................................................................................................. 334
Report Customer Problem ................................................................................................................................. 334
Monitor Customer Problem ............................................................................................................................... 335
Distribute Customer Problem Notifications ...................................................................................................... 336
Notify Customer Problem .................................................................................................................................. 337
Issue Customer Problem Management Summaries ........................................................................................... 337
Generate Customer Problem Management Reports .......................................................................................... 338
Distribute Customer Problem Management Reports & Summaries .................................................................. 339
1.1.1.6.3 TRACK & MANAGE CUSTOMER PROBLEM ............................................................................................... 340
Track & Manage Customer Problem................................................................................................................. 340
Coordinate Customer Problem .......................................................................................................................... 341
Cancel Customer Problem ................................................................................................................................. 342
Escalate/End Customer Problem ....................................................................................................................... 343
Engage External Service Suppliers .................................................................................................................... 343
Monitor Customer Problem Jeopardy Status .................................................................................................... 344
1.1.1.6.4 CLOSE CUSTOMER PROBLEM REPORT ..................................................................................................... 345
Contact Customer for Feedback ........................................................................................................................ 345
Close Customer Problem Report ....................................................................................................................... 346
Finalize Customer Problem Report ................................................................................................................... 347
Complete and Validate Customer Problem Report............................................................................................ 348
Communicate Service improvement Opportunity .............................................................................................. 348
Update Time to Restore Service......................................................................................................................... 349
1.1.1.6.6 CORRECT & RECOVER CUSTOMER PROBLEM .......................................................................................... 350
Correct & Recover Customer Problem ............................................................................................................. 350
Manage Product Restoration ............................................................................................................................. 351
Report Product Restoration Results .................................................................................................................. 352
1.1.1.7 CUSTOMER QOS/SLA MANAGEMENT ........................................................................................................ 353
Customer QoS/SLA Management ...................................................................................................................... 353
Assess Customer QoS/SLA Performance ........................................................................................................... 354
Manage QoS/SLA Violation ............................................................................................................................... 355
Report Customer QoS Performance .................................................................................................................. 356
Create Customer QoS Performance Degradation Report ................................................................................. 357
Track & Manage Customer QoS Performance Resolution ................................................................................ 357
Close Customer QoS Performance Degradation Report ................................................................................... 358
1.1.1.7.1 ASSESS CUSTOMER QOS/SLA PERFORMANCE ........................................................................................ 359
Assess Customer QoS/SLA Performance ........................................................................................................... 360
Collect QoS Information .................................................................................................................................... 361
Convert QoS Information .................................................................................................................................. 361
Check QoS Thresholds Met ............................................................................................................................... 362
Maintain Overview of Product Offering Quality ............................................................................................... 363
Prepare/Follow-up for Performance Reviews ................................................................................................... 363
Carry Out Performance Reviews ....................................................................................................................... 364
1.1.1.7.2 MANAGE QOS/SLA VIOLATION .............................................................................................................. 365
Manage QoS/SLA Violation ............................................................................................................................... 365
Analyze QoS Violation ....................................................................................................................................... 366
Take QoS Violation Action ................................................................................................................................ 367
Follow-up QoS Violation Action........................................................................................................................ 367
Inform Cuustomer on QoS Impacts ................................................................................................................... 368
1.1.1.7.3 REPORT CUSTOMER QOS PERFORMANCE ................................................................................................ 369
Report Customer QoS Performance .................................................................................................................. 369
Monitor Customer QoS Report Status ............................................................................................................... 370
Notify Changes on Customer QoS Report Status ............................................................................................... 371
Distribute Customer QoS/SLA Management Reports & Summaries ................................................................. 372

1.1.1.7.4 CREATE CUSTOMER QOS PERFORMANCE DEGRADATION REPORT .......................................................... 373
Create Customer QoS Performance Degradation Report ................................................................................. 373
Create Customer QoS Report ............................................................................................................................ 374
Modify Customer QoS Report ............................................................................................................................ 375
Requst Cancellation of Customer QoS Report ................................................................................................... 375
1.1.1.7.5 TRACK & MANAGE CUSTOMER QOS PERFORMANCE RESOLUTION ......................................................... 376
Track & Manage Customer QoS Performance Resolution ................................................................................ 376
Update Customer QoS Report with Analysis Results ......................................................................................... 378
Co-ordinate Customer QoS Analysis, Restoratin & Repair............................................................................... 378
Request Service Performance Degradation Report Creation and Update ........................................................ 379
Modify Customer QoS Report Information ........................................................................................................ 380
Modify Customer QoS Report Status ................................................................................................................. 381
Cancel Customer QoS Report ............................................................................................................................ 381
Escalate/End Customer QoS Report .................................................................................................................. 382
Engage External Product Suppliers .................................................................................................................. 383
Clear Customer QoS Report Status ................................................................................................................... 383
1.1.1.9 RETENTION & LOYALTY ............................................................................................................................. 384
Retention & Loyalty ........................................................................................................................................... 385
Establish & Terminate Customer Relationship ................................................................................................. 385
Build Customer Insight ...................................................................................................................................... 386
Analyze & Manage Customer Risk .................................................................................................................... 387
Personalize Customer Profile for Retention & Loyalty ..................................................................................... 388
Validate Customer Satisfaction ......................................................................................................................... 389
1.1.1.9.1 ESTABLISH & TERMINATE CUSTOMER RELATIONSHIP............................................................................. 390
Establish & Terminate Customer Relationship ................................................................................................. 390
Verify Customer Identify .................................................................................................................................... 391
Establish New Customer Identity ....................................................................................................................... 392
Terminate Customer Relatoinship ..................................................................................................................... 393
Clean-ip & Archive Customer Identifying Information ..................................................................................... 394
1.1.1.9.2 BUILD CUSTOMER INSIGHT ...................................................................................................................... 395
Build Customer Insight ...................................................................................................................................... 395
Gather Customer Information ........................................................................................................................... 396
Report Customer Information ............................................................................................................................ 397
1.1.1.9.3 ANALYZE & MANAGE CUSTOMER RISK .................................................................................................. 397
Analyze & Manage Customer Risk .................................................................................................................... 398
Ensure Risk Analysis Basis ................................................................................................................................ 399
Ensure Consistent Risk Analysis ........................................................................................................................ 399
Determine Customer Risk .................................................................................................................................. 400
Identify Risk Management Treatment ................................................................................................................ 401
1.1.1.9.4 PERSONALIZE CUSTOMER PROFILE FOR RETENTION & LOYALTY............................................................ 401
Personalize Customer Profile for Retention & Loyalty ..................................................................................... 402
Collect Customer Personalization Information ................................................................................................. 403
Provide Customer Personalization Information ................................................................................................ 404
Ensure Customer Personalization Opportunities .............................................................................................. 404
1.1.1.9.5 VALIDATE CUSTOMER SATISFACTION ..................................................................................................... 405
Validate Customer Satisfaction ......................................................................................................................... 406
Validate Solution Predicted/Expected Value ..................................................................................................... 407
Vaildate Customer Satisfaction ......................................................................................................................... 407
Initialize after-sales processes ........................................................................................................................... 408
1.1.2.1 SM&O SUPPORT & READINESS .................................................................................................................. 409
SM&O Support & Readiness ............................................................................................................................. 409
Manage Service Inventory ................................................................................................................................. 410
Enable Service Configuration & Activation ...................................................................................................... 412
Support Service Problem Management ............................................................................................................. 413
Enable Service Quality Management ................................................................................................................ 414

Support Service & Specific Instance Rating ...................................................................................................... 416
1.1.2.1.2 ENABLE SERVICE CONFIGURATION & ACTIVATION................................................................................. 417
Enable Service Configuration & Activation ...................................................................................................... 417
Plan & Forcast Service Infrastructure Requirements and Manage Capacity Planing...................................... 419
Establish, Manage, and Develop Service Infrastructure Organization, Tools and Processes .......................... 419
Develop and Implement Service Infrastructure Capacity and Operational Rules and Procedures ................. 420
Perform Service Infrastructure Acceptance Test and Address & Monitor the Change .................................... 421
Track & Supervise the Rollout of new and/or Modified Infrastructure ............................................................. 422
Monitor, Report and Release Mgmt. of Service Infrastructure and Capacity Utilization ................................. 422
Optimize Existing Service Infrastructure Utilization ......................................................................................... 423
Track, Monitor and Report Resource Provisioning .......................................................................................... 424
Update Service Inventory Record ...................................................................................................................... 424
1.1.2.1.3 SUPPORT SERVICE PROBLEM MANAGEMENT ........................................................................................... 425
Support Service Problem Management ............................................................................................................. 425
Manage Service Problem & Performance Data Collection ............................................................................. 427
Manage Service Infrastructure, Provisioning and Preventive Maintenance Schedules .................................... 427
Report Service Problem Trends ......................................................................................................................... 428
Track, Monitor and Manage Service Problem Processes .................................................................................. 429
Provide Support for Service Problem Processes ............................................................................................... 430
1.1.2.1.4 ENABLE SERVICE QUALITY MANAGEMENT ............................................................................................. 430
Monitor & Manage Regulatory Issues ............................................................................................................... 432
Establish and Maintain Performance Threshold Standards .............................................................................. 433
Undertake Performance Trend Analysis ............................................................................................................ 434
Monitor and Analyse Service Performance Reports, and Identify Issues .......................................................... 434
Correlate the Service Performance Problem Reports & Manage Inventory Repository ................................... 435
Manage Service Performance Data Collection ................................................................................................. 436
Establish, Maintain and Manage the Support Plans ......................................................................................... 437
Assess and Report Service Quality Management Processes .............................................................................. 437
Provide Supporting Procedures and Quality Management Support ................................................................. 438
1.1.2.2 SERVICE CONFIGURATION & ACTIVATION ................................................................................................. 439
Service Configuration & Activation .................................................................................................................. 439
Design Solution.................................................................................................................................................. 440
Allocate Specific Service Parameters to Services .............................................................................................. 442
Track & Manage Service Provisioning ............................................................................................................. 443
Implement, Configure & Activate Service ......................................................................................................... 444
Test Service End-to-End .................................................................................................................................... 445
Issue Service Orders .......................................................................................................................................... 446
Report Service Provisioning .............................................................................................................................. 447
Close Service Order ........................................................................................................................................... 448
Recover Service ................................................................................................................................................. 448
Deleted (1.1.2.2.6) ............................................................................................................................................. 449
1.1.2.2.1 DESIGN SOLUTION ................................................................................................................................... 450
Design Solution.................................................................................................................................................. 450
Develop Overall Service Design ........................................................................................................................ 452
Develop Service Implementation Plan ............................................................................................................... 452
Develop Detailed Service Design ...................................................................................................................... 453
1.1.2.2.10 RECOVER SERVICE................................................................................................................................. 454
Recover Service ................................................................................................................................................. 455
Develop Service Recovery Plan ......................................................................................................................... 456
Provide Service Recovery Proposal Notification .............................................................................................. 457
Request Service Recovery Authorization ........................................................................................................... 457
Commence Service Recovery ............................................................................................................................. 458
Complete Service Recovery ............................................................................................................................... 459
1.1.2.2.2 ALLOCATE SPECIFIC SERVICE PARAMETERS TO SERVICES ...................................................................... 459
Allocate Specific Service Parameters to Services .............................................................................................. 460

Determine Service Parameter Availability ........................................................................................................ 461
Reserve Service Parameters .............................................................................................................................. 462
Release Service Parameter ................................................................................................................................ 462
Allocate Service Parameters .............................................................................................................................. 463
1.1.2.2.3 TRACK & MANAGE SERVICE PROVISIONING ........................................................................................... 464
1.1.2.2.4 IMPLEMENT, CONFIGURE & ACTIVATE SERVICE ..................................................................................... 464
Implement, Configure & Activate Service ......................................................................................................... 465
Configure Service .............................................................................................................................................. 466
Implement Service.............................................................................................................................................. 467
Activate Service ................................................................................................................................................. 468
1.1.2.2.5 TEST SERVICE END-TO-END .................................................................................................................... 469
Test Service End-to-End .................................................................................................................................... 469
Test Service ........................................................................................................................................................ 470
Develop Service Test Plans ............................................................................................................................... 471
Capture Service Test Results ............................................................................................................................. 472
1.1.2.2.7 ISSUE SERVICE ORDERS ........................................................................................................................... 472
Issue Service Orders .......................................................................................................................................... 473
Assess Service Request ...................................................................................................................................... 474
Create Service Orders ....................................................................................................................................... 475
Mark Service Order for Special Handling ......................................................................................................... 476
1.1.2.2.8 REPORT SERVICE PROVISIONING ............................................................................................................. 477
Report Service Provisioning .............................................................................................................................. 477
Monitor Service Order Status ............................................................................................................................ 478
Distribute Service Order Notification ................................................................................................................ 479
Distribute Service Provisioning Reports ........................................................................................................... 480
1.1.2.3 SERVICE PROBLEM MANAGEMENT ............................................................................................................. 481
Service Problem Management ........................................................................................................................... 481
Create Service Trouble Report .......................................................................................................................... 482
Diagnose Service Problem ................................................................................................................................ 483
Correct & Resolve Service Problem .................................................................................................................. 484
Track & Manage Service Problem .................................................................................................................... 485
Report Service Problem ..................................................................................................................................... 487
Close Service Trouble Report ............................................................................................................................ 488
Survey & Analyze Service Problem ................................................................................................................... 488
1.1.2.3.1 CREATE SERVICE TROUBLE REPORT........................................................................................................ 490
Create Service Trouble Report .......................................................................................................................... 490
Generate Service Problem ................................................................................................................................. 491
Convert Report To Service Problem Format ..................................................................................................... 492
Estimate Time For Restoring Service ................................................................................................................ 493
Convert Report To Service Problem Format .................................................................................................... 493
1.1.2.3.2 DIAGNOSE SERVICE PROBLEM ................................................................................................................. 494
Diagnose Service Problem ................................................................................................................................ 495
Verify Service Configuration ............................................................................................................................. 496
Perform Specific Service Problem Diagnostics ................................................................................................. 497
Perform Specific Service Problem Tests ............................................................................................................ 497
Schedule Routine Service Problem Tests ........................................................................................................... 498
Stop And Start Audit On Services ...................................................................................................................... 499
Notify T&M Root Cause Service Problem ......................................................................................................... 499
1.1.2.3.3 CORRECT & RESOLVE SERVICE PROBLEM .............................................................................................. 500
Correct & Resolve Service Problem .................................................................................................................. 501
Reassign / Reconfigure Failed Service .............................................................................................................. 502
Manage Service Restoration .............................................................................................................................. 502
Implement Service Problem Work Arounds ....................................................................................................... 503
Invoke Support Service Problem Management Processes ................................................................................. 504
1.1.2.3.4 TRACK & MANAGE SERVICE PROBLEM ................................................................................................... 505

Track & Manage Service Problem .................................................................................................................... 505
Coordinate Service Problem.............................................................................................................................. 507
Perform First in Service Testing ........................................................................................................................ 508
Cancel Service Problem .................................................................................................................................... 508
Escalate/End Service Problem........................................................................................................................... 509
Perform Final Service Test ................................................................................................................................ 510
1.1.2.3.5 REPORT SERVICE PROBLEM ..................................................................................................................... 511
Report Service Problem ..................................................................................................................................... 512
Monitor Service Problem ................................................................................................................................... 512
Distribute Service Problem Notifications .......................................................................................................... 513
Distribute Service Problem Management Reports & Summaries ...................................................................... 514
1.1.2.3.7 SURVEY & ANALYZE SERVICE PROBLEM ............................................................................................... 515
Survey & Analyze Service Problem ................................................................................................................... 515
Manage Service Alarm Event Notifications ....................................................................................................... 517
Filter Service Alarm Event Notifications ........................................................................................................... 518
Correlate Service Alarm Event Notifications .................................................................................................... 518
Abate Service Alarm Event Records .................................................................................................................. 519
Trigger Defined Service Alarm Action .............................................................................................................. 520
1.1.2.4 SERVICE QUALITY MANAGEMENT .............................................................................................................. 521
Service Quality Management ............................................................................................................................. 521
Monitor Service Quality .................................................................................................................................... 522
Analyze Service Quality ..................................................................................................................................... 523
Improve Service Quality .................................................................................................................................... 524
Report Service Quality Performance ................................................................................................................. 525
Create Service Performance Degradation Report ............................................................................................. 526
Track & Manage Service Quality Performance Resolution .............................................................................. 527
Close Service Performance Degradation Report............................................................................................... 528
1.1.2.4.1 MONITOR SERVICE QUALITY ................................................................................................................... 529
Monitor Service Quality .................................................................................................................................... 530
Manage Service Performance Quality Data ...................................................................................................... 531
Record Service Performance Quality Data ....................................................................................................... 532
Correlate Service Performance Event Notifications .......................................................................................... 533
1.1.2.4.2 ANALYZE SERVICE QUALITY ................................................................................................................... 534
Analyze Service Quality ..................................................................................................................................... 534
Perform Specific Service Performance Diagnostics .......................................................................................... 535
Manage Service Performance Data Collection Schedules ................................................................................ 536
1.1.2.4.3 IMPROVE SERVICE QUALITY .................................................................................................................... 537
Improve Service Quality .................................................................................................................................... 537
Reassign / Reconfigure Service or Service Parameters ..................................................................................... 538
Manage Service Improvement Notification and Authorization .......................................................................... 539
Develop Service Improvement Plans ................................................................................................................. 540
1.1.2.4.4 REPORT SERVICE QUALITY PERFORMANCE ............................................................................................. 541
Report Service Quality Performance ................................................................................................................. 541
Monitor Service Performance Degradation Report........................................................................................... 542
Report Constraints to Other Processes.............................................................................................................. 543
Distribute Service Quality Management Reports & Summaries........................................................................ 543
1.1.2.4.5 CREATE SERVICE PERFORMANCE DEGRADATION REPORT ...................................................................... 544
Create Service Performance Degradation Report ............................................................................................. 545
Generate Service Performance Degradation Problem ...................................................................................... 546
Convert Report To Service Performance Degradation Report Format ............................................................. 547
1.1.2.4.6 TRACK & MANAGE SERVICE QUALITY PERFORMANCE RESOLUTION ...................................................... 547
Track & Manage Service Quality Performance Resolution .............................................................................. 548
Coordinate Service Quality ............................................................................................................................... 549
Request Service Performance Degradation Report Creation and Update ........................................................ 550
Update First in Service Testing Results ............................................................................................................. 551
Cancel Service Performance Degradation Report ............................................................................................ 552
Escalate/End Service Performance Degradation Report .................................................................................. 552
Clear Service Performance Degradation Report Status .................................................................................... 553
1.1.2.5 SERVICE GUIDING & MEDIATION ............................................................................................................... 555
Service Guiding & Mediation ............................................................................................................................ 555
Mediate Service Usage Records ........................................................................................................................ 556
Report Service Usage Records .......................................................................................................................... 557
Guide Resource Usage Records ........................................................................................................................ 557
Rate Usage Records (DELETED)...................................................................................................................... 558
1.1.2.5.1 MEDIATE SERVICE USAGE RECORDS ....................................................................................................... 559
Mediate Service Usage Records ........................................................................................................................ 559
Validate Service Usage Record ......................................................................................................................... 560
Normalize Service Usage Record ...................................................................................................................... 560
Convert Service Usage Record .......................................................................................................................... 561
Correlate Service Usage Record ....................................................................................................................... 562
Remove Duplicate Service Usage Record.......................................................................................................... 563
1.1.3.1 RM&O SUPPORT & READINESS ................................................................................................................. 563
RM&O Support & Readiness ............................................................................................................................. 564
Enable Resource Provisioning........................................................................................................................... 565
Enable Resource Performance Management..................................................................................................... 567
Support Resource Trouble Management ........................................................................................................... 568
Enable Resource Data Collection & Distribution ............................................................................................. 570
Manage Resource Inventory .............................................................................................................................. 571
Manage Logistics ............................................................................................................................................... 573
1.1.3.1.1 ENABLE RESOURCE PROVISIONING.......................................................................................................... 574
Enable Resource Provisioning........................................................................................................................... 575
Plan & Forcast Resource Infrastructure Requirements and Manage Capacity Planing. ................................. 577
Establish, Manage, and Develop Organization, Tools and Processes .............................................................. 577
Develop and Implement Capacity and Operational Rules and Procedures ...................................................... 578
Perform Acceptance Test and Address & Monitor the Change ......................................................................... 579
Track & Supervise the Rollout of new and/or Modified Infrastructure ............................................................. 580
Monitor, Report and Release Mgmt. of Resource Infrastructure and Capacity Utilization .............................. 580
Optimize Existing Resource Infrastructure Utilization ...................................................................................... 581
Track, Monitor and Report Resource Provisioning .......................................................................................... 582
Update Inventory Record ................................................................................................................................... 582
1.1.3.1.2 ENABLE RESOURCE PERFORMANCE MANAGEMENT ................................................................................ 583
Enable Resource Performance Management..................................................................................................... 584
Monitor & Manage Regulatory Issues ............................................................................................................... 585
Establish and Maintain Performance Treshold Standards ................................................................................ 586
Undertake Performance Trend Analysis ............................................................................................................ 587
Monitor and Analyse Resource Performance Reports, and Identify Issues ....................................................... 587
Correlate the Performance Problem Reports & Manage Inventory Resitory.................................................... 588
Manage Resource Performance Data Collection .............................................................................................. 589
Establish, Maintain and Manage the Support Plans ......................................................................................... 589
Assess and Report Resource Performance Management Processes .................................................................. 590
Provide Supporting Procedures and Quality Management Support ................................................................. 591
1.1.3.1.3 SUPPORT RESOURCE TROUBLE MANAGEMENT ........................................................................................ 592
Support Resource Trouble Management ........................................................................................................... 592
Manage Resource Trouble & Performance Data Collection ........................................................................... 593
Manage Resource Infrastructure, Provisioning and Preventive Maintenance Schedules ................................. 594
Create Report .................................................................................................................................................... 595
Establish Warehouse and Manage Spares Including S/P .................................................................................. 596
Track, Monitor and Manage RTM Processes Including S/P ............................................................................. 596
Provide Support for RTM and SPM Processes .................................................................................................. 597
1.1.3.1.4 ENABLE RESOURCE DATA COLLECTION & DISTRIBUTION....................................................................... 598
Enable Resource Data Collection & Distribution ............................................................................................. 598
Manage and Adminiter Resource Data Collection and Distribution ................................................................. 600
Manage Resource Data Storage Facilities and Associated Processes .............................................................. 601
Track, Monitor and Report Resource Data Collection Processes and Capabilities ......................................... 601
Identify Data Collection Issues and Report ....................................................................................................... 602
1.1.3.1.5 MANAGE RESOURCE INVENTORY ............................................................................................................ 603
Manage Resource Inventory .............................................................................................................................. 603
Manage Resource Inventory Database and Processes ...................................................................................... 604
Perform Audit Tests ........................................................................................................................................... 605
Track and Monitor Resource Repository Capabilities ...................................................................................... 606
Identify Repository Issues and Provide and Repors and Warnings .................................................................. 606
1.1.3.1.7 MANAGE LOGISTICS ................................................................................................................................ 607
Manage Logistics ............................................................................................................................................... 608
Manage Warehousing ........................................................................................................................................ 609
Manage Orders .................................................................................................................................................. 610
Track and Monitor Logistics and Manage Resource Inventory ......................................................................... 611
Identify Logistic Issues and Provide and Reports ............................................................................................. 612
1.1.3.2 RESOURCE PROVISIONING .......................................................................................................................... 612
Resource Provisioning ....................................................................................................................................... 613
Allocate & Install Resource ............................................................................................................................... 614
Configure & Activate Resource ......................................................................................................................... 616
Test Resource ..................................................................................................................................................... 617
Track & Manage Resource Provisioning .......................................................................................................... 617
Report Resource Provisioning ........................................................................................................................... 619
Close Resource Order........................................................................................................................................ 619
Issue Resource Orders ....................................................................................................................................... 620
Recover Resource .............................................................................................................................................. 621
Collect, Update & Report Resource Configuration Data (DELETED) ............................................................. 622
1.1.3.2.1 ALLOCATE & INSTALL RESOURCE ........................................................................................................... 623
Allocate & Install Resource ............................................................................................................................... 623
Determine Resource Availability ....................................................................................................................... 625
Reserve Resource ............................................................................................................................................... 625
Release Resource ............................................................................................................................................... 626
Allocate Resource .............................................................................................................................................. 627
Install and Commission Resource ...................................................................................................................... 628
1.1.3.2.2 CONFIGURE & ACTIVATE RESOURCE....................................................................................................... 628
Configure & Activate Resource ......................................................................................................................... 629
Configure Resource ........................................................................................................................................... 630
Implement Resource .......................................................................................................................................... 631
Activate Resource .............................................................................................................................................. 632
1.1.3.2.3 TEST RESOURCE ...................................................................................................................................... 632
Test Resource ..................................................................................................................................................... 633
Test Specific Resources...................................................................................................................................... 634
Develop Test Plans ............................................................................................................................................ 634
Capture Test Results .......................................................................................................................................... 635
1.1.3.2.5 TRACK & MANAGE RESOURCE PROVISIONING ........................................................................................ 636
Coordinate Resource Provisioning Activity....................................................................................................... 636
Track & Manage Resource Provisioning .......................................................................................................... 637
Track Resource Provisioning Activity ............................................................................................................... 638
Manage Resource Provisioning Activity ............................................................................................................ 639
Update Resource Repository ............................................................................................................................. 640
1.1.3.2.6 REPORT RESOURCE PROVISIONING .......................................................................................................... 641
Report Resource Provisioning ........................................................................................................................... 641

Monitor Resource Order Status ......................................................................................................................... 642
Distribute Resource Order Notification ............................................................................................................ 643
Distribute Resource Provisioning Reports ........................................................................................................ 643
1.1.3.2.8 ISSUE RESOURCE ORDERS ....................................................................................................................... 644
Issue Resource Orders ....................................................................................................................................... 645
Assess Resource Request ................................................................................................................................... 646
Create Resource Orders .................................................................................................................................... 646
Mark Resource Order for Special Handling ...................................................................................................... 647
1.1.3.2.9 RECOVER RESOURCE ............................................................................................................................... 648
Recover Resource .............................................................................................................................................. 649
Develop Resource Recovery Plan ...................................................................................................................... 650
Provide Resource Recovery Proposal Notification ........................................................................................... 651
Request Resource Recovery Authorization ........................................................................................................ 651
Commence Resource Recovery .......................................................................................................................... 652
Complete Resource Recovery ............................................................................................................................ 653
Recover Specific Resource ................................................................................................................................. 653
1.1.3.3 RESOURCE TROUBLE MANAGEMENT .......................................................................................................... 654
Resource Trouble Management ......................................................................................................................... 655
Survey & Analyze Resource Trouble ................................................................................................................. 656
Localize Resource Trouble ................................................................................................................................ 658
Correct & Resolve Resource Trouble ................................................................................................................ 659
Track & Manage Resource Trouble .................................................................................................................. 660
Report Resource Trouble ................................................................................................................................... 661
Close Resource Trouble Report ......................................................................................................................... 662
Create Resource Trouble Report ....................................................................................................................... 663
1.1.3.3.1 SURVEY & ANALYZE RESOURCE TROUBLE ............................................................................................ 664
Survey & Analyze Resource Trouble ................................................................................................................. 664
Manage Resource Alarm Event Notifications .................................................................................................... 666
Filter Resource Alarm Event Notifications ........................................................................................................ 666
Correlate Resource Alarm Event Notifications ................................................................................................. 667
Abate Alarm Event Records .............................................................................................................................. 668
Trigger Defined Action ...................................................................................................................................... 669
1.1.3.3.2 LOCALIZE RESOURCE TROUBLE............................................................................................................... 670
Localize Resource Trouble ................................................................................................................................ 670
Verify Resource Configuration .......................................................................................................................... 671
Perform Specific Resource Trouble Diagnostics ............................................................................................... 672
Perform Specific Resource Trouble Tests .......................................................................................................... 673
Stop And Start Audit On Resources ................................................................................................................... 673
Schedule Routine Resource Trouble Tests ......................................................................................................... 674
Notify T&M Root Cause Resource Trouble ....................................................................................................... 675
1.1.3.3.3 CORRECT & RESOLVE RESOURCE TROUBLE ............................................................................................ 675
Correct & Resolve Resource Trouble ................................................................................................................ 676
Repair / Replace Failed Resource ..................................................................................................................... 677
Isolate Unit with Fault ....................................................................................................................................... 678
Manage Standby Resource Units ....................................................................................................................... 678
Implement Resource Trouble Work Arounds ..................................................................................................... 679
Invoke Support Resource Trouble Management Processes ............................................................................... 680
1.1.3.3.4 TRACK & MANAGE RESOURCE TROUBLE ................................................................................................ 681
Track & Manage Resource Trouble .................................................................................................................. 681
Coordinate Resource Trouble............................................................................................................................ 682
Perform First in Testing .................................................................................................................................... 683
Cancel Resource Trouble .................................................................................................................................. 684
Escalate/End Resource Trouble......................................................................................................................... 685
Perform Final Test............................................................................................................................................. 685
Engaging External Suppliers ............................................................................................................................. 686

1.1.3.3.5 REPORT RESOURCE TROUBLE .................................................................................................................. 687
Report Resource Trouble ................................................................................................................................... 687
Monitor Resource Trouble ................................................................................................................................. 688
Distribute Notifications ..................................................................................................................................... 689
Distribute Management Reports & Summaries ................................................................................................. 690
1.1.3.3.7 CREATE RESOURCE TROUBLE REPORT .................................................................................................... 690
Create Resource Trouble Report ....................................................................................................................... 691
Generate Resource Trouble ............................................................................................................................... 692
Convert Report To Resource Trouble Format ................................................................................................... 692
Estimate Time For Restoring Resource ............................................................................................................. 693
1.1.3.4 RESOURCE PERFORMANCE MANAGEMENT ................................................................................................. 694
Resource Performance Management ................................................................................................................. 694
Monitor Resource Performance......................................................................................................................... 695
Analyze Resource Performance ......................................................................................................................... 697
Control Resource Performance ......................................................................................................................... 698
Report Resource Performance ........................................................................................................................... 699
Create Resource Performance Degradation Report .......................................................................................... 699
Track & Manage Resource Performance Resolution ........................................................................................ 700
Close Resource Performance Degradation Report ........................................................................................... 702
1.1.3.4.1 MONITOR RESOURCE PERFORMANCE ...................................................................................................... 702
Monitor Resource Performance......................................................................................................................... 703
Manage Resource Performance Data ................................................................................................................ 704
Record Resource Performance Data ................................................................................................................. 705
Correlate Resource Performance Event Notifications ....................................................................................... 706
1.1.3.4.2 ANALYZE RESOURCE PERFORMANCE ...................................................................................................... 707
Analyze Resource Performance ......................................................................................................................... 707
Perform Specific Resource Performance Diagnostics ....................................................................................... 708
Manage Resource Performance Data Collection Schedules ............................................................................. 709
1.1.3.4.3 CONTROL RESOURCE PERFORMANCE ...................................................................................................... 710
Control Resource Performance ......................................................................................................................... 710
Instantiate Resource Performance Controls ...................................................................................................... 711
Instantiate Resource Trouble Controls .............................................................................................................. 712
1.1.3.4.4 REPORT RESOURCE PERFORMANCE ......................................................................................................... 713
Report Resource Performance ........................................................................................................................... 713
Monitor Resource Performance Degradation Report ....................................................................................... 714
Distribute Resource Quality Management Reports & Summaries .................................................................... 715
1.1.3.4.5 CREATE RESOURCE PERFORMANCE DEGRADATION REPORT ................................................................... 716
Create Resource Performance Degradation Report .......................................................................................... 716
Generate Resource Performance Degradation Problem ................................................................................... 717
Convert Report To Resource Performance Degradation Report Format ......................................................... 718
1.1.3.4.6 TRACK & MANAGE RESOURCE PERFORMANCE RESOLUTION .................................................................. 719
Track & Manage Resource Performance Resolution ........................................................................................ 719
Coordinate Resource Performance ................................................................................................................... 721
Request S/P Performance Degradation Report Creation and Update .............................................................. 722
Update First in Resource Testing Results .......................................................................................................... 722
Cancel Resource Performance Degradation Report ......................................................................................... 723
Escalate/End Resource Performance Degradation Report ............................................................................... 724
Clear Resource Performance Degradation Report Status ................................................................................. 724
Engage External Resource Suppliers ................................................................................................................ 725
1.1.3.5 RESOURCE DATA COLLECTION & DISTRIBUTION ....................................................................................... 726
Resource Data Collection & Distribution ......................................................................................................... 726
Collect Management and Security Information & Data .................................................................................... 727
Process Management and Security Information & Data ................................................................................... 728
Distribute Management and Security Information & Data ............................................................................... 729
Audit Management and Security Data Collection & Distribution ..................................................................... 730
1.1.3.5.1 COLLECT MANAGEMENT INFORMATION & DATA .................................................................................... 731
Collect Management and Security Information & Data .................................................................................... 731
Intercept Events/Information ............................................................................................................................. 732
Deliver Management Information ..................................................................................................................... 733
1.1.3.5.2 PROCESS MANAGEMENT INFORMATION & DATA .................................................................................... 733
Process Management and Security Information & Data ................................................................................... 734
Determine Recipients for Information/Data ...................................................................................................... 735
Filter Information/Data ..................................................................................................................................... 735
Aggregate Information/Data ............................................................................................................................. 736
Format Information/Data .................................................................................................................................. 737
1.1.3.5.3 DISTRIBUTE MANAGEMENT INFORMATION & DATA ............................................................................... 738
Distribute Management and Security Information & Data ............................................................................... 738
Distribute Information/Data .............................................................................................................................. 739
Manage Distribution.......................................................................................................................................... 740
Confirm Distribution and Clean-up ................................................................................................................... 740
1.1.3.6 RESOURCE MEDIATION & REPORTING ........................................................................................................ 741
Resource Mediation & Reporting ...................................................................................................................... 741
Mediate Resource Usage Records ..................................................................................................................... 742
Report Resource Usage Records ....................................................................................................................... 743
1.1.3.6.1 MEDIATE RESOURCE USAGE RECORDS ................................................................................................... 744
Mediate Resource Usage Records ..................................................................................................................... 744
Validate Resource Usage Records ..................................................................................................................... 745
Normalize Resource Usage Records.................................................................................................................. 745
Convert Resource Usage Records ..................................................................................................................... 746
Correlate Resource Usage Records ................................................................................................................... 747
Remove Duplicate Resource Usage Records ..................................................................................................... 748
1.1.3.7 WORKFORCE MANAGEMENT ...................................................................................................................... 748
Manage Work Order Lifecycle .......................................................................................................................... 749
Workforce Management..................................................................................................................................... 750
Manage Schedules & Appointments .................................................................................................................. 752
Assign Task and Dispatch Task (DELETED) .................................................................................................... 752
Track & Manage Work Order (DELETED) ...................................................................................................... 753
Plan and Forecast Workforce Management ...................................................................................................... 754
Administer and Configure Workforce Management .......................................................................................... 754
Report Workforce Management ......................................................................................................................... 756
Close Work Order (DELETED) ......................................................................................................................... 756
Issue Work Order (DELETED) ......................................................................................................................... 757
1.1.3.7.1 MANAGE SCHEDULES & APPOINTMENTS ................................................................................................. 758
Workforce Management Schedule ..................................................................................................................... 758
Manage Schedules & Appointments .................................................................................................................. 759
Determine Work Schedule ................................................................................................................................. 760
Manage Reservations......................................................................................................................................... 761
Manage Appointments ....................................................................................................................................... 762
1.1.3.7.4 PLAN AND FORECAST WORKFORCE MANAGEMENT................................................................................. 762
Forecast Demand .............................................................................................................................................. 763
Plan and Forecast Workforce Management ...................................................................................................... 764
Forecast Workforce Availability ........................................................................................................................ 765
Adjust Durations ................................................................................................................................................ 765
1.1.3.7.5 ADMINISTER AND CONFIGURE WORKFORCE MANAGEMENT ................................................................... 766
Configure Skill Catalog ..................................................................................................................................... 766
Administer and Configure Workforce Management .......................................................................................... 767
Configure Work Catalog.................................................................................................................................... 768
Configure Schedules .......................................................................................................................................... 769
Administer Human Resources Catalog .............................................................................................................. 770
Administer Registration and Access .................................................................................................................. 771

Administer Organizations Catalog .................................................................................................................... 772
Configure Logging and Audit ............................................................................................................................ 773
Administer Tools and Materials Catalog ........................................................................................................... 774
1.1.3.7.9 MANAGE WORK ORDER LIFECYCLE ........................................................................................................ 774
Issue Work Order............................................................................................................................................... 775
Manage Work Order Lifecycle .......................................................................................................................... 776
Track and Manage Work Order......................................................................................................................... 777
Analyze and Decompose Work Order ................................................................................................................ 778
Close Work Order .............................................................................................................................................. 779
Assign Task ........................................................................................................................................................ 779
Report on Work Order ....................................................................................................................................... 781
Dispatch Task .................................................................................................................................................... 782
1.1.4.1 S/PRM SUPPORT & READINESS .................................................................................................................. 782
S/PRM Support & Readiness ............................................................................................................................. 783
Support S/P Requisition Management ............................................................................................................... 784
Support S/P Problem Reporting & Management ............................................................................................... 786
Support S/P Performance Management............................................................................................................. 787
Support S/P Settlements & Payments Management........................................................................................... 788
Support S/P Interface Management ................................................................................................................... 789
Manage Supplier/Partner Inventory .................................................................................................................. 790
1.1.4.1.1 SUPPORT S/P REQUISITION MANAGEMENT .............................................................................................. 791
Support S/P Requisition Management ............................................................................................................... 792
Arrange and Manage Access from S/P to Service Provider Provisioning Tools and Processes ....................... 793
Arrange and Manage Access to Supplier/Partner Tools and Processes .......................................................... 794
Supervise S/P Rollout & and Report S/P Capacity ............................................................................................ 795
Monitoring S/P Requested Infrastructure Deployment .................................................................................... 795
Reporting S/P Deployment Capability ............................................................................................................... 796
Detect impact on S/P Inventory Infrastructure and Update .............................................................................. 797
Analyzing S/P Requisition Processes Performance .......................................................................................... 797
1.1.4.1.2 SUPPORT S/P PROBLEM REPORTING & MANAGEMENT ............................................................................ 798
Support S/P Problem Reporting & Management ............................................................................................... 799
Arrange and Manage Access for S/P to Service Provider Problem Mgmt. Tools and Processes...................... 800
Arrange and Manage Access to Supplier/Partner Tools and Processes .......................................................... 801
Monitor, Report for S/P Performance and Provide Recommendations ............................................................ 801
Detect Change on S/P Inventory Infrastructure and Update ............................................................................. 802
Analyzing S/P Problem Processes Performance .............................................................................................. 803
1.1.4.1.3 SUPPORT S/P PERFORMANCE MANAGEMENT .......................................................................................... 804
Support S/P Performance Management............................................................................................................. 804
Arrange and Manage Access for S/P to Service Performance Mgmt. Tools and Processes .............................. 805
Arrange and Manage Access to Supplier/Partner Service Performance Mgmt. Tools and Processes ............. 806
Monitor and Report S/P Performance Issues and Provide Recommendations ................................................. 807
Detect Change on S/P Inventory Infrastructure and Update ............................................................................. 808
Analyzing S/P Performance Processes's Performance ..................................................................................... 808
1.1.4.1.4 SUPPORT S/P SETTLEMENTS & PAYMENTS MANAGEMENT ..................................................................... 809
Support S/P Settlements & Payments Management ........................................................................................... 809
Arrange Facilities, Tools and Systems to Support Processes ............................................................................ 810
Analyze S/P Settlements & Payments Process Performance ............................................................................. 811
1.1.4.1.5 SUPPORT S/P INTERFACE MANAGEMENT ................................................................................................. 812
Support S/P Interface Management ................................................................................................................... 812
Check Interface List,Status and Availability ...................................................................................................... 813
Identify Contact Changes and Update ............................................................................................................... 814
Assess S/P Interface Performance ..................................................................................................................... 815
1.1.4.1.6 MANAGE SUPPLIER/PARTNER INVENTORY .............................................................................................. 815
Manage Supplier/Partner Inventory .................................................................................................................. 816
Manage S/P Inventory Repository .................................................................................................................... 817

Manage and Administer S/P Inventory .............................................................................................................. 818
Perform Audit Tests ........................................................................................................................................... 818
Track and Monitor S/P Inventory ...................................................................................................................... 819
Identify Issues and Provide Reports .................................................................................................................. 820
1.1.4.2 S/P REQUISITION MANAGEMENT ................................................................................................................ 821
Select Supplier/Partner ...................................................................................................................................... 821
S/P Requisition Management ............................................................................................................................. 822
Initiate S/P Requisition Order ........................................................................................................................... 823
Determine S/P Pre-Requisition Feasibility ........................................................................................................ 823
Report S/P Requisition ....................................................................................................................................... 824
Track & Manage S/P Requisition ...................................................................................................................... 825
Close S/P Requisition Order .............................................................................................................................. 826
Receive & Accept S/P Requisition ..................................................................................................................... 827
Recover S/P Product (Service/ Resource).......................................................................................................... 828
1.1.4.2.1 SELECT SUPPLIER/PARTNER .................................................................................................................... 829
Select Supplier/Partner ...................................................................................................................................... 829
Identify Supplier/Partner ................................................................................................................................... 830
Select most appropriate Supplier/partner .......................................................................................................... 830
1.1.4.2.2 DETERMINE S/P PRE-REQUISITION FEASIBILITY ...................................................................................... 831
Determine S/P Pre-Requisition Feasibility ........................................................................................................ 832
Assess S/P Delivery Capabilities ....................................................................................................................... 833
Establish Availability with S/P Inventory .......................................................................................................... 834
Evaluate S/P Against Business Needs ................................................................................................................ 834
1.1.4.2.3 TRACK & MANAGE S/P REQUISITION ...................................................................................................... 835
Track & Manage S/P Requisition ...................................................................................................................... 836
Modify Information-S/P Requisition Orders ...................................................................................................... 837
Cancel S/P Requisition Orders .......................................................................................................................... 838
Escalate S/P Requisition Orders........................................................................................................................ 838
Manage S/P Requisition Orders ........................................................................................................................ 839
Monitor Jeopardy Status- Open S/P Requisition Orders ................................................................................... 840
Track S/P Requisition Orders ............................................................................................................................ 840
Notify- Cleared Status of S/P Requisition Orders .............................................................................................. 841
1.1.4.2.5 INITIATE S/P REQUISITION ORDER........................................................................................................... 842
Initiate S/P Requisition Order ........................................................................................................................... 842
Generate S/P Requisition Order ........................................................................................................................ 843
Issue S/P Requisition Order............................................................................................................................... 844
1.1.4.2.6 REPORT S/P REQUISITION ........................................................................................................................ 845
Report S/P Requisition ....................................................................................................................................... 845
Monitor S/P Requisition Order Status ............................................................................................................... 846
Manage S/P Requisition Order Status Notification ........................................................................................... 847
Report S/P Requisition Order Status ................................................................................................................. 847
1.1.4.2.7 CLOSE S/P REQUISITION ORDER .............................................................................................................. 848
Close S/P Requisition Order .............................................................................................................................. 849
Monitor Status- All Open S/P Requisition Order............................................................................................... 849
Mark S/P Requisition Order As Closed ............................................................................................................. 850
1.1.4.3 S/P PROBLEM REPORTING & MANAGEMENT .............................................................................................. 851
S/P Problem Reporting & Management ............................................................................................................ 851
Initiate S/P Problem Report............................................................................................................................... 852
Receive S/P Problem Report .............................................................................................................................. 853
Track & Manage S/P Problem Resolution......................................................................................................... 854
Report S/P Problem Resolution ......................................................................................................................... 855
Close S/P Problem Report ................................................................................................................................. 855
1.1.4.3.1 INITIATE S/P PROBLEM REPORT .............................................................................................................. 856
Initiate S/P Problem Report............................................................................................................................... 857
Generate S/P Problem Peport ........................................................................................................................... 858

Issue S/P Problem Report .................................................................................................................................. 859
1.1.4.3.2 RECEIVE S/P PROBLEM REPORT .............................................................................................................. 859
Receive S/P Problem Report .............................................................................................................................. 860
Receive S/P Problem Notification...................................................................................................................... 861
Forward S/P Problem Notification .................................................................................................................... 861
1.1.4.3.3 TRACK & MANAGE S/P PROBLEM RESOLUTION ...................................................................................... 862
Track & Manage S/P Problem Resolution......................................................................................................... 862
Modify S/P Problem Report ............................................................................................................................... 863
Cancel S/P Problem Report ............................................................................................................................... 864
Escalate S/P Problem Resolution ...................................................................................................................... 865
Manage S/P Problem Resolution ....................................................................................................................... 865
Monitor S/P Problem Jeopardy Status .............................................................................................................. 866
Notify S/P Problem Cleared .............................................................................................................................. 867
1.1.4.3.4 REPORT S/P PROBLEM RESOLUTION ........................................................................................................ 867
Report S/P Problem Resolution ......................................................................................................................... 868
Monitor S/P Problem Resolution ....................................................................................................................... 869
Issue S/P Problem Resolution Management Summaries ................................................................................... 870
Generate S/P Problem Resolution Management Reports .................................................................................. 870
Notify S/P Problem Resolution .......................................................................................................................... 871
1.1.4.3.5 CLOSE S/P PROBLEM REPORT .................................................................................................................. 872
Close S/P Problem Report ................................................................................................................................. 872
Monitor Status- All open S/P problem report .................................................................................................... 873
mark S/P problem Report as closed ................................................................................................................... 874
1.1.4.4 S/P PERFORMANCE MANAGEMENT ............................................................................................................. 874
S/P Performance Management .......................................................................................................................... 875
Initiate S/P Performance Degradation Report .................................................................................................. 876
Track & Manage S/P Performance Resolution ................................................................................................. 877
Report S/P Performance .................................................................................................................................... 878
Close S/P Performance Degradation Report ..................................................................................................... 878
Monitor & Control S/P Service Performance .................................................................................................... 879
1.1.4.4.1 MONITOR & CONTROL S/P SERVICE PERFORMANCE ............................................................................... 880
Monitor & Control S/P Service Performance .................................................................................................... 880
Collect S/P Service Performance Data .............................................................................................................. 881
Analyze S/P Service Performance Data............................................................................................................. 882
Initiate Corrective Actions ................................................................................................................................. 882
1.1.4.4.2 TRACK & MANAGE S/P PERFORMANCE RESOLUTION.............................................................................. 883
Track & Manage S/P Performance Resolution ................................................................................................. 884
Modify Information-S/P Performance Degradation Reports ............................................................................. 884
Cancel S/P Performance Degradation Report .................................................................................................. 885
Escalate S/P Performance Degradation Report ................................................................................................ 886
Manage S/P Performance Degradation Report ................................................................................................. 886
Monitor Jeopardy Status- Open S/P Performance Degradation Reports .......................................................... 887
Notify- Cleared Status of S/P Performance Degradation Report ...................................................................... 888
1.1.4.4.3 REPORT S/P PERFORMANCE..................................................................................................................... 888
Report S/P Performance .................................................................................................................................... 889
Monitor S/P Performance .................................................................................................................................. 890
Distribute S/P Performance Management Summaries ...................................................................................... 891
Distribute S/P Performance Management Reports ............................................................................................ 891
1.1.4.4.4 CLOSE S/P PERFORMANCE DEGRADATION REPORT ................................................................................. 892
Close S/P Performance Degradation Report ..................................................................................................... 892
Monitor status- all open S/P performance degradation report ......................................................................... 893
Mark S/P performance Degradation Report as closed ...................................................................................... 894
1.1.4.4.5 INITIATE S/P PERFORMANCE DEGRADATION REPORT.............................................................................. 895
Initiate S/P Performance Degradation Report .................................................................................................. 895
Create S/P Performance Degration Report ....................................................................................................... 896

Issue S/P Performance Degration Report.......................................................................................................... 897
1.1.4.5 S/P SETTLEMENTS & PAYMENTS MANAGEMENT ........................................................................................ 897
S/P Settlements & Payments Management ........................................................................................................ 898
Manage Account ................................................................................................................................................ 899
Receive & Assess Invoice................................................................................................................................... 899
Negotiate & Approve Invoice ............................................................................................................................ 900
Issue Settlement Notice & Payment ................................................................................................................... 901
1.1.4.6 S/P INTERFACE MANAGEMENT ................................................................................................................... 901
S/P Interface Management ................................................................................................................................ 902
Manage S/P Requests (Including Self Service) .................................................................................................. 903
Analyze & Report S/P Interactions .................................................................................................................... 903
Mediate & Orchestrate Supplier/Partner Interactions ...................................................................................... 904
1.1.4.6.1 MANAGE S/P REQUESTS (INCLUDING SELF SERVICE).............................................................................. 905
Manage S/P Requests (Including Self Service) .................................................................................................. 905
Gather Supplier/Partner Request ...................................................................................................................... 906
Guide Supplier/Partner Requests ...................................................................................................................... 907
Prepare Supplier/Partner Interaction response ................................................................................................ 908
1.1.4.6.2 ANALYZE & REPORT S/P INTERACTIONS ................................................................................................. 908
Analyze & Report S/P Interactions .................................................................................................................... 909
Analyze Supplier/Partner Interactions .............................................................................................................. 910
Generate Supplier/Partner Interactions Report ................................................................................................ 910
1.1.4.6.3 MEDIATE & ORCHESTRATE SUPPLIER/PARTNER INTERACTIONS ............................................................. 911
Mediate & Orchestrate Supplier/Partner Interactions ...................................................................................... 911
Identify Supplier/Partner Interactions Data Formats ....................................................................................... 912
Orchestrate Supplier/Partner interactions ........................................................................................................ 913
Mediate Supplier/Partner Interactions .............................................................................................................. 914
1.2.1.1 MARKET STRATEGY & POLICY ................................................................................................................... 915
Market Strategy & Policy .................................................................................................................................. 915
Gather & Analyze Market Information .............................................................................................................. 916
Establish Market Segments ................................................................................................................................ 917
Gain Commitment to Marketing Strategy .......................................................................................................... 917
Establish Market Strategy.................................................................................................................................. 918
Link Market Segments & Products .................................................................................................................... 919
1.2.1.1.2 ESTABLISH MARKET STRATEGY .............................................................................................................. 919
Establish Market Strategy.................................................................................................................................. 920
Establish Market Participation .......................................................................................................................... 921
Establish Market Strategy Objectives ................................................................................................................ 921
Support Market Strategy .................................................................................................................................... 922
Identify Enterpise areas to meet market startegy objectives .............................................................................. 923
1.2.1.1.3 ESTABLISH MARKET SEGMENTS .............................................................................................................. 923
Establish Market Segments ................................................................................................................................ 924
Identify Market Segments .................................................................................................................................. 925
Manage Market Segments outcome ................................................................................................................... 925
Reporting - Specific Market Segments ............................................................................................................... 926
1.2.1.1.4 LINK MARKET SEGMENTS & PRODUCTS .................................................................................................. 927
Link Market Segments & Products .................................................................................................................... 927
Link consumption profiles & available product families ................................................................................... 928
Identify potential new product families for market segments ............................................................................ 928
Analyze Market Segment purchase and issues ................................................................................................... 929
1.2.1.1.5 GAIN COMMITMENT TO MARKETING STRATEGY ..................................................................................... 930
Gain Commitment to Marketing Strategy .......................................................................................................... 930
Identify Stakeholders to Market Strategy ........................................................................................................... 931
Gain Market Strategy Stakeholder approval ..................................................................................................... 931
Gain Enterprise Commitment to Market Strategy ............................................................................................. 932
1.2.1.2 PRODUCT & OFFER PORTFOLIO PLANNING ................................................................................................. 933

Product & Offer Portfolio Planning .................................................................................................................. 933
Gather & Analyze Product Information ............................................................................................................ 934
Establish Product Portfolio Strategy ................................................................................................................. 935
Produce Product Portfolio Business Plans........................................................................................................ 935
Gain Commitment to Product Business Plans ................................................................................................... 936
1.2.1.2.1 GATHER & ANALYZE PRODUCT INFORMATION ....................................................................................... 937
Gather & Analyze Product Information ............................................................................................................ 937
Gather Product Information .............................................................................................................................. 938
Analyze Product Information ............................................................................................................................. 939
1.2.1.2.2 ESTABLISH PRODUCT PORTFOLIO STRATEGY .......................................................................................... 940
Establish Product Portfolio Strategy ................................................................................................................. 940
Define overall product portfolios structure ....................................................................................................... 941
implement product portfolio management functions ......................................................................................... 941
1.2.1.2.3 PRODUCE PRODUCT PORTFOLIO BUSINESS PLANS ................................................................................... 942
Produce Product Portfolio Business Plans........................................................................................................ 943
Co-ordinate Product Business Plans ................................................................................................................. 944
Develop Product Portfolio Forecasts ................................................................................................................ 944
Negotiate Product Business Plan Resources ..................................................................................................... 945
Develop Outline Market Strategy ...................................................................................................................... 946
Develop Product Pricing Strategy ..................................................................................................................... 946
Develop Revenue/Cost Projections .................................................................................................................... 947
Develop Product Performance Requirements ................................................................................................... 948
Develop Product Operational Requirements ..................................................................................................... 948
Gain Business Plan Commitment and Approval ................................................................................................ 949
Communicate Business Plans ............................................................................................................................ 950
1.2.1.2.4 GAIN COMMITMENT TO PRODUCT BUSINESS PLANS ................................................................................ 950
Gain Commitment to Product Business Plans ................................................................................................... 951
Identify Stakeholders to Product Business plans ............................................................................................... 952
Gain Product Business plans Stakeholders approval ........................................................................................ 952
Gain Enterprise Commitment to Product Business plans .................................................................................. 953
1.2.1.3 PRODUCT & OFFER CAPABILITY DELIVERY ............................................................................................... 954
Product & Offer Capability Delivery ................................................................................................................ 954
Define Product Capability Requirements .......................................................................................................... 955
Capture Product Capability Shortfalls .............................................................................................................. 956
Approve Product Business Case ........................................................................................................................ 956
Deliver Product Capability................................................................................................................................ 957
Manage Handover to Product Operations ........................................................................................................ 958
Manage Product Capability Delivery Methodology .......................................................................................... 959
1.2.1.3.1 DEFINE PRODUCT CAPABILITY REQUIREMENTS ...................................................................................... 960
Define Product Capability Requirements .......................................................................................................... 960
Capture Product Infrastructure Requirements .................................................................................................. 961
Agree Product Infrastructure Requirements ...................................................................................................... 962
Report Product Infrastructure Requirements .................................................................................................... 962
1.2.1.3.2 CAPTURE PRODUCT CAPABILITY SHORTFALLS ........................................................................................ 963
Capture Product Capability Shortfalls .............................................................................................................. 964
Capture Product Capacity Shortfalls ................................................................................................................ 964
Capture Product Performance Shortfalls .......................................................................................................... 965
Capture Product Operational Support Shorfalls ............................................................................................... 966
1.2.1.3.3 APPROVE PRODUCT BUSINESS CASE ....................................................................................................... 966
Approve Product Business Case ........................................................................................................................ 967
Develop Product Business Case ........................................................................................................................ 968
Gain Product Business Case Approval .............................................................................................................. 969
1.2.1.3.4 DELIVER PRODUCT CAPABILITY .............................................................................................................. 969
Deliver Product Capability................................................................................................................................ 970
Co-ordinate Product Capability Delivery ......................................................................................................... 971

Track Product Capability Business Case Costs ................................................................................................. 971
Ensure Product Capability Benefits & Operational Costs ................................................................................ 972
1.2.1.3.5 MANAGE HANDOVER TO PRODUCT OPERATIONS .................................................................................... 973
Manage Handover to Product Operations ........................................................................................................ 973
Co-ordinate Product Operational Handover..................................................................................................... 974
Validate Product Infrastructure Design ............................................................................................................ 975
Ensure Product Handover Support.................................................................................................................... 975
1.2.1.3.6 MANAGE PRODUCT CAPABILITY DELIVERY METHODOLOGY .................................................................. 976
Maintain Product Capability Delivery Repository ............................................................................................ 976
Manage Product Capability Delivery Methodology .......................................................................................... 977
Define Product Capability Delivery Methodology ............................................................................................ 978
1.2.1.4 MARKETING CAPABILITY DELIVERY .......................................................................................................... 979
Marketing Capability Delivery .......................................................................................................................... 979
Define Marketing Capability Requirements ...................................................................................................... 980
Gain Marketing Capability Approval ................................................................................................................ 981
Deliver Marketing Infrastructure ...................................................................................................................... 981
Manage Handover to Marketing Operations ..................................................................................................... 982
Manage Marketing Capability Delivery Methodology ...................................................................................... 983
1.2.1.4.1 DEFINE MARKETING CAPABILITY REQUIREMENTS .................................................................................. 984
Define Marketing Capability Requirements ...................................................................................................... 984
Capture Marketing Infrastructure Requirements .............................................................................................. 985
Agree Marketing Infrastructure Requirements .................................................................................................. 986
Report Marketing Infrastructure Requirements ................................................................................................. 986
1.2.1.4.2 GAIN MARKETING CAPABILITY APPROVAL ............................................................................................. 987
Gain Marketing Capability Approval ................................................................................................................ 988
Develop Marketing Capability Business Case ................................................................................................... 988
Gain Marketing Capability Business Case Approval ........................................................................................ 989
1.2.1.4.3 DELIVER MARKETING INFRASTRUCTURE................................................................................................. 990
Deliver Marketing Infrastructure ...................................................................................................................... 990
Co-ordinate Marketing Capability Delivery ...................................................................................................... 991
Track Marketing Capability Business Case Costs ............................................................................................. 992
Ensure Marketing Capability Benefits ............................................................................................................... 992
1.2.1.4.4 MANAGE HANDOVER TO MARKETING OPERATIONS ................................................................................ 993
Manage Handover to Marketing Operations ..................................................................................................... 993
Co-ordinate Marketing Operational Handover ................................................................................................. 994
Validate Marketing Infrastructure Design......................................................................................................... 995
Ensure Marketing Handover Support ................................................................................................................ 996
1.2.1.4.5 MANAGE MARKETING CAPABILITY DELIVERY METHODOLOGY.............................................................. 996
Manage Marketing Capability Delivery Methodology ...................................................................................... 997
Define Marketing Capability Delivery Methodology......................................................................................... 998
Validate Marketing Infrastructure Design......................................................................................................... 998
1.2.1.5 PRODUCT & OFFER DEVELOPMENT & RETIREMENT ................................................................................... 999
Product & Offer Development & Retirement .................................................................................................. 1000
Gather & Analyze New Product Ideas ............................................................................................................. 1001
Develop New Product Business Proposal........................................................................................................ 1002
Develop Detailed Product Specifications ........................................................................................................ 1002
Launch New Products ...................................................................................................................................... 1003
Assess Performance of Existing Products........................................................................................................ 1004
Develop Product Commercialization Strategy ................................................................................................ 1005
Manage Product Development ........................................................................................................................ 1006
Manage Product Exit ....................................................................................................................................... 1006
1.2.1.5.1 GATHER & ANALYZE NEW PRODUCT IDEAS.......................................................................................... 1007
Gather & Analyze New Product Ideas ............................................................................................................. 1008
Gather Product Ideas ...................................................................................................................................... 1009
Identify Opportunities and Requirements ........................................................................................................ 1009

Develop New Opportunity Concepts................................................................................................................ 1010
1.2.1.5.4 DEVELOP PRODUCT COMMERCIALIZATION STRATEGY .......................................................................... 1011
Develop Product Commercialization Strategy ................................................................................................ 1011
Develop Product Commercialization Case ...................................................................................................... 1012
Gain Product Commercialization Case Approval ........................................................................................... 1013
1.2.1.5.5 DEVELOP DETAILED PRODUCT SPECIFICATIONS .................................................................................... 1013
Develop Detailed Product Specifications ........................................................................................................ 1014
Develop Detailed Product Technical Specifications ....................................................................................... 1015
Develop Detailed Product Performance Specifications .................................................................................. 1015
Develop Detailed Product Operational Specifications .................................................................................... 1016
Develop Detailed Product Customer Manuals ................................................................................................ 1017
1.2.1.5.7 LAUNCH NEW PRODUCTS ...................................................................................................................... 1018
Launch New Products ...................................................................................................................................... 1018
Identify Product Issues .................................................................................................................................... 1019
Manage Product Improvements ....................................................................................................................... 1020
Manage Product Handover ............................................................................................................................. 1020
1.2.1.5.8 MANAGE PRODUCT EXIT ....................................................................................................................... 1021
Manage Product Exit ....................................................................................................................................... 1021
Identify Unviable Products .............................................................................................................................. 1022
Identify Impacted Product Customers ............................................................................................................. 1023
Develop Product Transition Strategies ............................................................................................................ 1023
Manage Product Exit Process ......................................................................................................................... 1024
1.2.1.6 SALES DEVELOPMENT .............................................................................................................................. 1025
Sales Development ........................................................................................................................................... 1025
Monitor Sales & Channel Best Practice .......................................................................................................... 1026
Develop Sales & Channel Proposals ............................................................................................................... 1027
Develop New Sales Channels & Processes ..................................................................................................... 1028
1.2.1.6.1 MONITOR SALES & CHANNEL BEST PRACTICE ...................................................................................... 1029
Monitor Sales & Channel Best Practice .......................................................................................................... 1029
Develop Sales & Channel Requirements ......................................................................................................... 1030
Monitor Sales & Channel Practices ................................................................................................................ 1031
1.2.1.6.2 DEVELOP SALES & CHANNEL PROPOSALS ............................................................................................. 1031
Develop Sales & Channel Proposals ............................................................................................................... 1032
Create Sales Proposals .................................................................................................................................... 1033
Gain Sales Proposals Approval ....................................................................................................................... 1034
1.2.1.6.3 DEVELOP NEW SALES CHANNELS & PROCESSES ................................................................................... 1034
Develop New Sales Channels & Processes ..................................................................................................... 1035
Develop External Relationships....................................................................................................................... 1036
Manage Process & Channel Coordination...................................................................................................... 1036
Define Processes & Channels ......................................................................................................................... 1037
1.2.1.7 PRODUCT MARKETING COMMUNICATIONS & PROMOTION ....................................................................... 1038
Product Marketing Communications & Promotion ......................................................................................... 1038
Define Product Marketing Promotion Strategy ............................................................................................... 1039
Develop Product & Campaign Message.......................................................................................................... 1040
Select Message & Campaign Channels ........................................................................................................... 1041
Develop Promotional Collateral ..................................................................................................................... 1042
Manage Message & Campaign Delivery ......................................................................................................... 1042
Monitor Message & Campaign Effectiveness .................................................................................................. 1043
1.2.1.7.4 DEVELOP PROMOTIONAL COLLATERAL ................................................................................................. 1044
Develop Promotional Collateral ..................................................................................................................... 1044
Manage Collateral Production ........................................................................................................................ 1045
Manage Collateral Delivery ............................................................................................................................ 1046
1.2.1.7.5 MANAGE MESSAGE & CAMPAIGN DELIVERY ........................................................................................ 1046
Manage Message & Campaign Delivery ......................................................................................................... 1047
Manage Channel Capability ............................................................................................................................ 1048

Manage Channel Resources ............................................................................................................................ 1048
1.2.1.7.6 MONITOR MESSAGE & CAMPAIGN EFFECTIVENESS............................................................................... 1049
Monitor Message & Campaign Effectiveness .................................................................................................. 1049
Develop Message & Campaign Metrics .......................................................................................................... 1050
Monitor Message & Campaign Metrics .......................................................................................................... 1051
Analyze Message & Campaign Metrics ........................................................................................................... 1052
Modify Message & Campaign ......................................................................................................................... 1052
1.2.2.1 SERVICE STRATEGY & PLANNING ............................................................................................................ 1053
Service Strategy & Planning ........................................................................................................................... 1053
Gather & Analyze Service Information ........................................................................................................... 1055
Manage Service Research................................................................................................................................ 1055
Establish Service Strategy & Goals ................................................................................................................. 1056
Define Service Support Strategies ................................................................................................................... 1057
Produce Service Business Plans ...................................................................................................................... 1058
Develop Service Partnership Requirements .................................................................................................... 1059
Gain Enterprise Commitment to Service Strategies ........................................................................................ 1060
1.2.2.1.1 GATHER & ANALYZE SERVICE INFORMATION ....................................................................................... 1060
Gather & Analyze Service Information ........................................................................................................... 1061
Gather Service Information ............................................................................................................................. 1062
Analyze new service directions/enhance existing service ................................................................................ 1063
Analyze to develop new service requirements ................................................................................................. 1063
Analyze service growth .................................................................................................................................... 1064
1.2.2.1.2 MANAGE SERVICE RESEARCH ............................................................................................................... 1065
Manage Service Research................................................................................................................................ 1065
Manage service research investigations .......................................................................................................... 1066
Manage administration of service research .................................................................................................... 1067
Define service research assesment methodologies .......................................................................................... 1067
1.2.2.1.3 ESTABLISH SERVICE STRATEGY & GOALS ............................................................................................. 1068
Establish Service Strategy & Goals ................................................................................................................. 1069
Establish service strategy ................................................................................................................................ 1069
Develop Service Strategy ................................................................................................................................. 1070
Establish Service goals .................................................................................................................................... 1071
1.2.2.1.4 DEFINE SERVICE SUPPORT STRATEGIES................................................................................................. 1071
Define Service Support Strategies ................................................................................................................... 1072
Define service support Principles .................................................................................................................... 1073
Define service support Policies ....................................................................................................................... 1073
Define Service Support performance standards .............................................................................................. 1074
1.2.2.1.5 PRODUCE SERVICE BUSINESS PLANS ..................................................................................................... 1075
Produce Service Business Plans ...................................................................................................................... 1075
Develop & Deliver annual/multi year service business plans ......................................................................... 1076
Forecast service demand & capture new oppurtunities .................................................................................. 1077
Asses impact of service business plan .............................................................................................................. 1078
Identify timetables for new service capability introduction ............................................................................. 1078
Identify logistics for new service capability introduction ................................................................................ 1079
1.2.2.1.6 DEVELOP SERVICE PARTNERSHIP REQUIREMENTS ................................................................................ 1080
Develop Service Partnership Requirements .................................................................................................... 1080
Identify the requirements for service aspects ................................................................................................... 1081
Recommend Service Partnership ..................................................................................................................... 1082
Determine extent of service aspect sourcing .................................................................................................. 1082
1.2.2.1.7 GAIN ENTERPRISE COMMITMENT TO SERVICE STRATEGIES................................................................... 1084
Gain Enterprise Commitment to Service Strategies ........................................................................................ 1084
Identify Stakeholders to service strategy and service plans............................................................................. 1085
Gain service strategy and servic plans Stakeholders approval ....................................................................... 1085
Gain Enterprise Commitment to service strategy and servic plans ................................................................ 1086
1.2.2.2 SERVICE CAPABILITY DELIVERY .............................................................................................................. 1087

Service Capability Delivery ............................................................................................................................. 1087
Map & Analyze Service Requirements ............................................................................................................. 1088
Gain Service Capability Investment Approval ................................................................................................. 1089
Enable Service Support & Operations ............................................................................................................. 1090
Manage Handover to Service Operations........................................................................................................ 1091
Capture Service Capability Shortfalls ............................................................................................................. 1091
Design Service Capabilities ............................................................................................................................. 1092
Manage Service Capability Delivery ............................................................................................................... 1093
1.2.2.2.1 MAP & ANALYZE SERVICE REQUIREMENTS .......................................................................................... 1094
Map & Analyze Service Requirements ............................................................................................................. 1094
Capture Service Demand & Performance Requirements ................................................................................ 1095
Agree Service Infrastructure Requirements ..................................................................................................... 1096
Report Service Infrastructure Requirements ................................................................................................... 1097
1.2.2.2.2 CAPTURE SERVICE CAPABILITY SHORTFALLS ....................................................................................... 1097
Capture Service Capability Shortfalls ............................................................................................................. 1098
Capture Service Capacity Shortfalls ................................................................................................................ 1099
Capture Service Performance Shortfalls ......................................................................................................... 1099
Capture Service Operational Support Shorfalls .............................................................................................. 1100
1.2.2.2.3 GAIN SERVICE CAPABILITY INVESTMENT APPROVAL ............................................................................ 1101
Gain Service Capability Investment Approval ................................................................................................. 1101
Develop Service Capability Investment Proposals .......................................................................................... 1102
Approve Service Capability Investment ........................................................................................................... 1103
1.2.2.2.4 DESIGN SERVICE CAPABILITIES ............................................................................................................. 1104
Design Service Capabilities ............................................................................................................................. 1104
Define Service Capability Requirements ......................................................................................................... 1105
Specify Service Capability Infrastructure ........................................................................................................ 1106
Select Service Capability Suppliers/Partners .................................................................................................. 1106
1.2.2.2.5 ENABLE SERVICE SUPPORT & OPERATIONS ........................................................................................... 1108
Enable Service Support & Operations ............................................................................................................. 1108
Design Service Operational Support Process Improvements .......................................................................... 1109
Identify Service Support Groups, Skills & Training ........................................................................................ 1109
Identify Service Support Requirements ............................................................................................................ 1110
1.2.2.2.7 MANAGE HANDOVER TO SERVICE OPERATIONS .................................................................................... 1111
Manage Handover to Service Operations........................................................................................................ 1111
Co-ordinate Service Operational Handover .................................................................................................... 1112
Validate Service Infrastructure Design ........................................................................................................... 1113
Ensure Service Handover Support ................................................................................................................... 1113
1.2.2.3 SERVICE DEVELOPMENT & RETIREMENT ................................................................................................. 1114
Service Development & Retirement ................................................................................................................. 1115
Gather & Analyze New Service Ideas .............................................................................................................. 1115
Assess Performance of Existing Services ......................................................................................................... 1116
Develop New Service Business Proposal......................................................................................................... 1117
Develop Detailed Service Specifications ......................................................................................................... 1118
Manage Service Development ......................................................................................................................... 1119
Manage Service Deployment ........................................................................................................................... 1120
Manage Service Exit ........................................................................................................................................ 1120
1.2.2.3.1 GATHER & ANALYZE NEW SERVICE IDEAS ........................................................................................... 1122
Gather & Analyze New Service Ideas .............................................................................................................. 1122
Gather Service Information ............................................................................................................................. 1123
Analyze Service Classes ................................................................................................................................... 1123
Develop Service Classes .................................................................................................................................. 1124
1.2.2.3.3 DEVELOP NEW SERVICE BUSINESS PROPOSAL ...................................................................................... 1125
Develop New Service Business Proposal ......................................................................................................... 1125
Develop Service Business Proposal ................................................................................................................. 1126
Gain Service Business Proposal Approval ...................................................................................................... 1127

1.2.2.3.4 DEVELOP DETAILED SERVICE SPECIFICATIONS ..................................................................................... 1128
Develop Detailed Service Specifications ......................................................................................................... 1128
Develop Detailed Service Technical Specifications......................................................................................... 1129
Develop Detailed Service Support Specifications............................................................................................ 1130
Develop Detailed Service Operational Specifications ..................................................................................... 1130
Develop Detailed Service Customer Manuals ................................................................................................. 1131
1.2.2.3.5 MANAGE SERVICE DEVELOPMENT ........................................................................................................ 1132
Manage Service Development ......................................................................................................................... 1132
Identify Required Processes & Procedures for Services ................................................................................. 1133
Develop Required Processes & Procedures for Services ................................................................................ 1134
Develop Service & Operational Agreements for Services ............................................................................... 1135
Gain Service & Operational Agreements Approval for Services ..................................................................... 1136
Produce Supporting Documentation & Training Packages for Services ........................................................ 1136
1.2.2.3.6 MANAGE SERVICE DEPLOYMENT .......................................................................................................... 1137
Manage Service Deployment ........................................................................................................................... 1137
Manage Service Process & Procedure Implementation .................................................................................. 1138
Manage Service Operational Staff Training .................................................................................................... 1139
Develop Service Supplier/Partner Operational Support ................................................................................. 1140
Manage Service Acceptance Testing ............................................................................................................... 1140
1.2.2.3.7 MANAGE SERVICE EXIT ......................................................................................................................... 1141
Manage Service Exit ........................................................................................................................................ 1141
Identify Unviable Services ............................................................................................................................... 1142
Identify Impacted Service Customers .............................................................................................................. 1143
Develop Service Transition Strategies ............................................................................................................. 1143
Manage Service Exit Process .......................................................................................................................... 1144
1.2.3.1 RESOURCE STRATEGY & PLANNING ......................................................................................................... 1145
Resource Strategy & Planning ........................................................................................................................ 1145
Gather & Analyze Resource Information ........................................................................................................ 1146
Establish Resource Strategy & Architecture ................................................................................................... 1147
Produce Resource Business Plans ................................................................................................................... 1148
Gain Enterprise Commitment to Resource Plans ............................................................................................ 1149
Manage Resource Research ............................................................................................................................ 1150
Define Resource Support Strategies ................................................................................................................ 1151
Develop Resource Partnership Requirements ................................................................................................. 1152
1.2.3.1.1 GATHER & ANALYZE RESOURCE INFORMATION ................................................................................... 1152
Gather & Analyze Resource Information ........................................................................................................ 1153
Gather Resource Information .......................................................................................................................... 1154
Analyze new resource requirements ................................................................................................................ 1154
Analyze to develop new/enhance resource requirements................................................................................. 1155
1.2.3.1.2 MANAGE RESOURCE RESEARCH ............................................................................................................ 1156
Manage Resource Research ............................................................................................................................ 1156
Manage resource research investigations ....................................................................................................... 1157
Manage administration of resource research .................................................................................................. 1158
Define Resource research assesment methodologies....................................................................................... 1159
1.2.3.1.3 ESTABLISH RESOURCE STRATEGY & ARCHITECTURE............................................................................ 1159
Establish Resource Strategy & Architecture ................................................................................................... 1160
Establish Resource strategy ............................................................................................................................. 1161
Develop resource Strategy ............................................................................................................................... 1162
Establish Resource delivery goals ................................................................................................................... 1162
Establish resource implementation policies .................................................................................................... 1163
1.2.3.1.4 DEFINE RESOURCE SUPPORT STRATEGIES ............................................................................................. 1164
Define Resource Support Strategies ................................................................................................................ 1164
Define Resource support Principles ................................................................................................................ 1165
Define Resource support Policies .................................................................................................................... 1166
Define Resource Support performance standards ........................................................................................... 1166

1.2.3.1.6 DEVELOP RESOURCE PARTNERSHIP REQUIREMENTS ............................................................................. 1167
Develop Resource Partnership Requirements ................................................................................................. 1168
Identify the requirements for resource capabilities ......................................................................................... 1168
recommend Resource partnership ................................................................................................................... 1169
Determine extent of resource capabilities sourcing ....................................................................................... 1170
1.2.3.1.7 GAIN ENTERPRISE COMMITMENT TO RESOURCE PLANS ........................................................................ 1170
Gain Enterprise Commitment to Resource Plans ............................................................................................ 1171
Identify Stakeholders to Resource strategy and resource plans ...................................................................... 1172
Gain resource strategy and resource plans Stakeholders approval ................................................................ 1172
Gain Enterprise Commitment to resource strategy and resource plans ......................................................... 1173
1.2.3.2 RESOURCE CAPABILITY DELIVERY ........................................................................................................... 1174
Resource Capability Delivery .......................................................................................................................... 1174
Map & Analyze Resource Requirements.......................................................................................................... 1175
Capture Resource Capability Shortfalls .......................................................................................................... 1176
Gain Resource Capability Investment Approval .............................................................................................. 1177
Design Resource Capabilities .......................................................................................................................... 1178
Enable Resource Support & Operations.......................................................................................................... 1179
Manage Resource Capability Delivery ............................................................................................................ 1180
Manage Handover to Resource Operations .................................................................................................... 1181
1.2.3.2.1 MAP & ANALYZE RESOURCE REQUIREMENTS ....................................................................................... 1181
Map & Analyze Resource Requirements.......................................................................................................... 1182
Capture Resource Demand & Performance Requirements ............................................................................. 1183
Agree Resource Infrastructure Requirements .................................................................................................. 1184
1.2.3.2.2 CAPTURE RESOURCE CAPABILITY SHORTFALLS .................................................................................... 1184
Capture Resource Capability Shortfalls .......................................................................................................... 1185
Capture Resource Capacity Shortfalls............................................................................................................. 1186
Capture Resource Performance Shortfalls ...................................................................................................... 1186
Capture Resource Operational Support Shorfalls ........................................................................................... 1187
1.2.3.2.3 GAIN RESOURCE CAPABILITY INVESTMENT APPROVAL ........................................................................ 1188
Approve Resource Capability Investment ........................................................................................................ 1188
Gain Resource Capability Investment Approval .............................................................................................. 1189
Develop Resource Capability Investment Proposals ....................................................................................... 1190
1.2.3.2.4 DESIGN RESOURCE CAPABILITIES.......................................................................................................... 1191
Design Resource Capabilities .......................................................................................................................... 1191
Define Resource Capability Requirements ...................................................................................................... 1192
Specify Resource Capability Infrastructure ..................................................................................................... 1193
Select Resource Capability Suppliers/Partners ............................................................................................... 1194
1.2.3.2.5 ENABLE RESOURCE SUPPORT & OPERATIONS ....................................................................................... 1194
Enable Resource Support & Operations.......................................................................................................... 1195
Design Resource Operational Support Process Improvements ....................................................................... 1196
Identify Resource Support Groups, Skills & Training ..................................................................................... 1196
Identify Resource Support Requirements ......................................................................................................... 1197
1.2.3.2.6 MANAGE RESOURCE CAPABILITY DELIVERY ........................................................................................ 1198
Manage Resource Capability Delivery ............................................................................................................ 1198
Co-ordinate Resource Capability Delivery ..................................................................................................... 1199
Ensure Resource Capability Quality ............................................................................................................... 1200
Manage Commissioning of New Resource Infrastructure ............................................................................... 1201
Establish Resource Capability Sourcing ......................................................................................................... 1201
1.2.3.2.7 MANAGE HANDOVER TO RESOURCE OPERATIONS ................................................................................ 1202
Manage Handover to Resource Operations .................................................................................................... 1203
Co-ordinate Resource Operational Handover ................................................................................................. 1203
Validate Resource Infrastructure Design ........................................................................................................ 1204
Ensure Resource Handover Support................................................................................................................ 1205
1.2.3.3 RESOURCE DEVELOPMENT & RETIREMENT .............................................................................................. 1205
Resource Development & Retirement .............................................................................................................. 1206

Gather & Analyze New Resource Ideas ........................................................................................................... 1207
Assess Performance of Existing Resources...................................................................................................... 1208
Develop New Resource Business Proposal...................................................................................................... 1208
Develop Detailed Resource Specifications ...................................................................................................... 1209
Manage Resource Development ...................................................................................................................... 1210
Manage Resource Deployment ........................................................................................................................ 1211
Manage Resource Exit ..................................................................................................................................... 1212
1.2.3.3.1 GATHER & ANALYZE NEW RESOURCE IDEAS ........................................................................................ 1213
Gather & Analyze New Resource Ideas ........................................................................................................... 1213
Gather Resource Information .......................................................................................................................... 1214
Analyze Resource Classes ................................................................................................................................ 1215
Develop Service Classes .................................................................................................................................. 1215
1.2.3.3.3 DEVELOP NEW RESOURCE BUSINESS PROPOSAL ................................................................................... 1216
Develop New Resource Business Proposal ...................................................................................................... 1217
Develop Resource Business Proposal .............................................................................................................. 1217
Gain Resource Business Proposal Approval ................................................................................................... 1218
1.2.3.3.4 DEVELOP DETAILED RESOURCE SPECIFICATIONS .................................................................................. 1219
Develop Detailed Resource Specifications ...................................................................................................... 1219
Develop Detailed Resource Technical Specifications ..................................................................................... 1220
Develop Detailed Resource Support Specifications......................................................................................... 1221
Develop Detailed Resource Operational Specifications .................................................................................. 1222
Develop Detailed Resource Manuals .............................................................................................................. 1222
1.2.3.3.5 MANAGE RESOURCE DEVELOPMENT ..................................................................................................... 1223
Identify Required Processes & Procedures for Resources .............................................................................. 1223
Manage Resource Development ...................................................................................................................... 1224
Develop Required Processes & Procedures for Resources ............................................................................. 1225
Develop Service & Operational Agreements for Resources ............................................................................ 1226
Gain Service & Operational Agreements Approval for Resources.................................................................. 1227
Produce Supporting Documentation & Training Packages for Resources ..................................................... 1227
1.2.3.3.6 MANAGE RESOURCE DEPLOYMENT ....................................................................................................... 1228
Manage Resource Deployment ........................................................................................................................ 1229
Manage Resource Process & Procedure Implementation ............................................................................... 1229
Manage Resource Operational Staff Training ................................................................................................. 1230
Develop Resource Supplier/Partner Operational Support .............................................................................. 1231
Manage Resource Acceptance Testing ............................................................................................................ 1231
1.2.3.3.7 MANAGE RESOURCE EXIT ..................................................................................................................... 1232
Manage Resource Exit ..................................................................................................................................... 1233
Identify Unviable Services ............................................................................................................................... 1233
Identify Impacted Service Customers .............................................................................................................. 1234
Develop Service Transition Strategies ............................................................................................................. 1235
Manage Service Exit Process .......................................................................................................................... 1235
1.2.4.1 SUPPLY CHAIN STRATEGY & PLANNING................................................................................................... 1236
Supply Chain Strategy & Planning .................................................................................................................. 1236
Gather & Analyze Supply Chain Information .................................................................................................. 1237
Establish Supply Chain Strategy & Goals ....................................................................................................... 1238
Define Supply Chain Support Strategies.......................................................................................................... 1239
Produce Supply Chain Business Plans ............................................................................................................ 1240
Gain Enterprise Commitment to Supply Chain Plans ..................................................................................... 1241
1.2.4.1.1 GATHER & ANALYZE SUPPLY CHAIN INFORMATION ............................................................................. 1242
Gather & Analyze Supply Chain Information .................................................................................................. 1242
Gather supply chain information Information ................................................................................................. 1243
Analyze to develop new commercial practise .................................................................................................. 1244
Analyze supplier/partner industry ................................................................................................................... 1244
Monitor industry supplier/partner .................................................................................................................. 1245
1.2.4.1.2 ESTABLISH SUPPLY CHAIN STRATEGY & GOALS ................................................................................... 1246

Establish Supply Chain Strategy & Goals ....................................................................................................... 1246
Establish Supply Chain Strategy...................................................................................................................... 1247
Develop Supply Chain Strategy ....................................................................................................................... 1248
Establish Supply chain delivery goals ............................................................................................................. 1248
Establish Supply Chain implementation policies ............................................................................................. 1249
1.2.4.1.3 DEFINE SUPPLY CHAIN SUPPORT STRATEGIES....................................................................................... 1250
Define Supply Chain Support Strategies.......................................................................................................... 1250
Define Supply Chain support Principles ......................................................................................................... 1251
Define Supply chain support Policies .............................................................................................................. 1252
Define Supply Chain Support performance standards .................................................................................... 1252
1.2.4.1.4 PRODUCE SUPPLY CHAIN BUSINESS PLANS ........................................................................................... 1253
Produce Supply Chain Business Plans ............................................................................................................ 1254
Develop & Deliver annual/multi year supply chain business plans ................................................................ 1255
Forecast commercial transaction volumes and sourcing demand ................................................................... 1256
Indentify alternative sourcing oppurtunities .................................................................................................... 1256
Gain Enterprise Commitment to Supply Chain Plans ..................................................................................... 1257
Identify Stakeholders to supply chain sourcing strategy and business plans .................................................. 1258
Gain supply chain sourcing strategy and business plans Stakeholders approval .......................................... 1259
Gain Enterprise Commitment to supply chain sourcing strategy and business plans ................................... 1259
1.2.4.2 SUPPLY CHAIN CAPABILITY DELIVERY .................................................................................................... 1260
Supply Chain Capability Delivery ................................................................................................................... 1261
Determine the Sourcing Requirements ............................................................................................................ 1262
Determine Potential Suppliers/Partners .......................................................................................................... 1263
Manage the Tender Process ............................................................................................................................ 1264
Gain Tender Decision Approval ...................................................................................................................... 1265
Negotiate Commercial Arrangements ............................................................................................................. 1265
Gain Approval for Commercial Arrangements................................................................................................ 1266
1.2.4.2.1 DETERMINE THE SOURCING REQUIREMENTS ......................................................................................... 1267
Determine the Sourcing Requirements ............................................................................................................ 1267
Capture Sourcing Requirements ...................................................................................................................... 1268
Finalize Sourcing Requirements ...................................................................................................................... 1269
1.2.4.2.2 DETERMINE POTENTIAL SUPPLIERS/PARTNERS ..................................................................................... 1270
Determine Potential Suppliers/Partners .......................................................................................................... 1271
Analyze Potential Suppliers/Partners .............................................................................................................. 1271
Short List Potential Suppliers/Partners ........................................................................................................... 1272
1.2.4.2.3 MANAGE THE TENDER PROCESS ............................................................................................................ 1273
Manage the Tender Process ............................................................................................................................ 1273
Specify the Tender Process .............................................................................................................................. 1274
Administer the Tender Process ........................................................................................................................ 1275
1.2.4.2.4 GAIN TENDER DECISION APPROVAL ...................................................................................................... 1276
Provide Management Oversight on Tenders ................................................................................................... 1276
Gain Tender Decision Approval ...................................................................................................................... 1277
Approve Tender Decisions ............................................................................................................................... 1278
1.2.4.2.5 NEGOTIATE COMMERCIAL ARRANGEMENTS ......................................................................................... 1278
Negotiate Commercial Arrangements ............................................................................................................. 1279
Establish Negotiating Strategy ........................................................................................................................ 1280
Manage Negotiations ....................................................................................................................................... 1280
1.2.4.2.6 GAIN APPROVAL FOR COMMERCIAL ARRANGEMENTS .......................................................................... 1281
Gain Approval for Commercial Arrangements................................................................................................ 1281
Identify & Report to Stakeholders ................................................................................................................... 1282
Commit & Approve Cmmercial Arrangements ................................................................................................ 1283
1.2.4.3 SUPPLY CHAIN DEVELOPMENT & CHANGE MANAGEMENT ...................................................................... 1284
Manage Supplier/Partner Engagement ........................................................................................................... 1284
Supply Chain Development & Change Management ...................................................................................... 1285
Manage Supply Chain Contract Variation ...................................................................................................... 1286

Manage Supplier/Partner Termination............................................................................................................ 1287
Establish Supplier/ Partner Agreement ........................................................................................................... 1288
Terminate Supplier/ Partner Agreement .......................................................................................................... 1289
1.2.4.3.1 MANAGE SUPPLIER/PARTNER ENGAGEMENT ........................................................................................ 1290
Manage Supplier/Partner Engagement ........................................................................................................... 1290
Monitor Supplier/Partner Engagement ........................................................................................................... 1291
Review Supplier/Partner Engagement ............................................................................................................. 1292
Approve Supplier/Partner Engagement ........................................................................................................... 1292
1.2.4.4 S/P (SOURCED) CAPABILITY DEVELOPMENT & RETIREMENT ................................................................... 1293
On-board Supplier/ Partner Capability ........................................................................................................... 1293
S/P (sourced) Capability Development & Retirement ..................................................................................... 1295
Off-board Supplier/ Partner Capability........................................................................................................... 1295
1.2.4.4.1 ON-BOARD SUPPLIER/ PARTNER CAPABILITY ........................................................................................ 1296
On-Board S/P Product Offering ...................................................................................................................... 1297
On-board Supplier/ Partner Capability ........................................................................................................... 1298
On-Board S/P Product Specification ............................................................................................................... 1299
1.2.4.4.2 OFF-BOARD SUPPLIER/ PARTNER CAPABILITY ....................................................................................... 1300
Off-Board S/P Product Offering ...................................................................................................................... 1300
Off-board Supplier/ Partner Capability........................................................................................................... 1301
Off-Board S/P Product Specification ............................................................................................................... 1302
1.3.1.1 STRATEGIC BUSINESS PLANNING.............................................................................................................. 1303
Strategic Business Planning ............................................................................................................................ 1303
Provide Strategic Business Direction .............................................................................................................. 1304
Creat Actionable Strategy................................................................................................................................ 1305
Program-manage Strategy Implementation ..................................................................................................... 1305
1.3.1.2 BUSINESS DEVELOPMENT ......................................................................................................................... 1306
Business Development ..................................................................................................................................... 1306
Develop Concepts for Revenue Streams .......................................................................................................... 1307
Focus or Broaden Customer Base ................................................................................................................... 1308
Identify Outsourcing Opportunities ................................................................................................................. 1309
Investigate Potential Mergers & Acquisitions ................................................................................................. 1310
Facilitate Negotiation & Implementation of Potential Mergers & Acquisitions ............................................. 1311
1.3.1.3 ENTERPRISE ARCHITECTURE MANAGEMENT ............................................................................................ 1311
Enterprise Architecture Management .............................................................................................................. 1312
Manage Enterprise Architecture Methodology .............................................................................................. 1313
Co-ordinate Enterprise Architecture ............................................................................................................... 1314
Manage Enterprise Architectuer Toolsets and Associated Standards ............................................................. 1314
Manage & Administer Architecture Repositories ............................................................................................ 1315
Manage Architecture Skillsets ......................................................................................................................... 1316
Provide Reference Source for Standard Operating Environment .................................................................... 1316
Co-ordinate Architecture Review .................................................................................................................... 1317
1.3.1.4 GROUP ENTERPRISE MANAGEMENT ......................................................................................................... 1318
Group Enterprise Management ....................................................................................................................... 1318
Plann & Implement Cross-Business Unit Operation ....................................................................................... 1319
Harmonize Processes & Communication Systems across Business Units ....................................................... 1320
Manage Funding & Cross-Subsidies across Business Units ........................................................................... 1320
Manage Investment for Business Development ............................................................................................... 1321
Co-ordinate Business Activities ....................................................................................................................... 1322
1.3.2.1 BUSINESS CONTINUITY MANAGEMENT .................................................................................................... 1322
Business Continuity Management .................................................................................................................... 1323
Co-ordinate Business Continuity ..................................................................................................................... 1324
Plan Business Continuity ................................................................................................................................. 1325
Plan Infrastructure Recovery .......................................................................................................................... 1326
Plan Serious Incident Management ................................................................................................................. 1326
Manage Business Continuity Methodologies ................................................................................................... 1327

1.3.2.2 SECURITY MANAGEMENT ......................................................................................................................... 1328
Define Security Management Prevention ........................................................................................................ 1328
Security Management ...................................................................................................................................... 1329
Manage Proactive Security Management ........................................................................................................ 1330
Monitor Industry Trends for Security Management ........................................................................................ 1331
Define Secuirty Management Policies & Procedures ...................................................................................... 1332
Assist with Security Mangement Deployment .................................................................................................. 1333
Manage Reactive Security Management .......................................................................................................... 1333
Detect Potential Security Threats & Violations ............................................................................................... 1334
Investigate Potential Security Threats & Violations........................................................................................ 1335
Define Monitoring to Facilitate Security Management ................................................................................... 1335
Define Security Management Analysis ............................................................................................................ 1336
Define Security Management policies & procedures to facilitate detection incidents .................................... 1337
Define Incident Management policies and procedures .................................................................................... 1337
1.3.2.3 FRAUD MANAGEMENT .............................................................................................................................. 1338
Fraud Policy Management .............................................................................................................................. 1339
Fraud Management ......................................................................................................................................... 1340
Fraud Operations Support ............................................................................................................................... 1341
1.3.2.4 AUDIT MANAGEMENT .............................................................................................................................. 1341
Audit Management ........................................................................................................................................... 1342
Define Audit Policy .......................................................................................................................................... 1343
Define Audit Mechanims.................................................................................................................................. 1343
Assess Operatonal Activities ............................................................................................................................ 1344
Evaluate Operational Activities ....................................................................................................................... 1345
Report Audits ................................................................................................................................................... 1345
Apply Audit Mechanisms Proactively .............................................................................................................. 1346
1.3.2.5 INSURANCE MANAGEMENT ...................................................................................................................... 1347
Insurance Management ................................................................................................................................... 1347
Identify Insurable Risks ................................................................................................................................... 1348
Analyze Insurance Cost/Benefits ..................................................................................................................... 1349
Provide Insurance Advice ................................................................................................................................ 1349
Manage Insuramce Porrtfolio ......................................................................................................................... 1350
1.3.2.6 REVENUE ASSURANCE MANAGEMENT ..................................................................................................... 1351
Revenue Assurance Management .................................................................................................................... 1351
Manage Revenue Assurance Policy Framework ............................................................................................. 1353
Manage Revenue Assurance Operations ......................................................................................................... 1354
Support Revenue Assurance Operations .......................................................................................................... 1355
1.3.2.6.2 MANAGE REVENUE ASSURANCE OPERATIONS ...................................................................................... 1356
Manage Revenue Assurance Operations ......................................................................................................... 1357
Monitor Revenue Assurance Controls ............................................................................................................. 1358
Create Revenue Assurance Trouble Report ..................................................................................................... 1359
Assess Revenue Assurance Trouble ................................................................................................................. 1360
Resolve Revenue Assurance Trouble ............................................................................................................... 1361
Track & Manage Revenue Assurance Trouble Resolution .............................................................................. 1362
Report Revenue Assurance .............................................................................................................................. 1363
Close Revenue Assurance Trouble Report ....................................................................................................... 1364
1.3.3.3 PROGRAM & PROJECT MANAGEMENT ...................................................................................................... 1365
Program & Project Management .................................................................................................................... 1365
Deliver Program/Project Methodologies & Support ....................................................................................... 1366
Select Program/Project Management Support Tools ...................................................................................... 1367
Manage Program/Project Management Skill Sets ........................................................................................... 1368
Manage Program/Project Management Repository ........................................................................................ 1368
Manage Program/Project Management Metrics ............................................................................................. 1369
1.3.3.4 ENTERPRISE PERFORMANCE ASSESSMENT................................................................................................ 1370
Enterprise Performance Assessment ............................................................................................................... 1370

Define Enterprise Performance Measures....................................................................................................... 1371
Manage Enterprise Performance Data ............................................................................................................ 1372
Manage External Survet Companies ............................................................................................................... 1373
Report Balanced Scorecard, etc ...................................................................................................................... 1373
1.3.4.2 RESEARCH MANAGEMENT ........................................................................................................................ 1374
Research Management..................................................................................................................................... 1374
Evaluate R&D Business Value ........................................................................................................................ 1375
Manage R&D Investment ................................................................................................................................ 1376
Manage R&D Program Actvities ..................................................................................................................... 1377
1.3.4.3 TECHNOLOGY SCANNING ......................................................................................................................... 1377
Technology Scanning ....................................................................................................................................... 1378
Evaluate External Technology ......................................................................................................................... 1379
Determine Business Value of Potential Technology ........................................................................................ 1379
Assess Technology Acquisition ........................................................................................................................ 1380
1.3.5.3 PROCUREMENT MANAGEMENT ................................................................................................................. 1381
Procurement Management............................................................................................................................... 1381
Manage Corporate Procurement & Logistics Policies .................................................................................... 1382
Define Warehousing Policies .......................................................................................................................... 1383
Develop Logistics/Transport Policies .............................................................................................................. 1383
Develop Stock/Inventory Management Policies .............................................................................................. 1384
Manage Goods Acceptance & Handling ......................................................................................................... 1385
1.3.6.1 CORPORATE COMMUNICATIONS & IMAGE MANAGEMENT ....................................................................... 1386
Corporate Communications & Image Management ........................................................................................ 1386
Promote Desired Corporate mage ................................................................................................................... 1387
Manage Spokespeople ..................................................................................................................................... 1388
Manage Messaging .......................................................................................................................................... 1388
1.3.6.2 COMMUNITY RELATIONS MANAGEMENT ................................................................................................. 1389
Community Relations Management ................................................................................................................. 1389
Ensure Community Visibility ........................................................................................................................... 1390
Communicate Community Messaging ............................................................................................................. 1391
Handle Community Contacts ........................................................................................................................... 1392
1.3.6.3 SHAREHOLDER RELATIONS MANAGEMENT .............................................................................................. 1392
Shareholder Relations Management ................................................................................................................ 1393
Manage Shareholder Relations ....................................................................................................................... 1394
Manage Employee Share Plans ....................................................................................................................... 1394
1.3.6.4 REGULATORY MANAGEMENT ................................................................................................................... 1395
Regulatory Management .................................................................................................................................. 1396
Ensure Regulatory Compliance ....................................................................................................................... 1396
Handle Pending Regulations ........................................................................................................................... 1397
File Trariffs ..................................................................................................................................................... 1398
1.3.6.5 LEGAL MANAGEMENT .............................................................................................................................. 1398
Legal Management .......................................................................................................................................... 1399
Ensure Legala Compliance.............................................................................................................................. 1400
Carry out Legal requests ................................................................................................................................. 1400
Provide Legal Advice....................................................................................................................................... 1401
Notify Legal Environment Changes ................................................................................................................. 1402
Manage Legal Actions ..................................................................................................................................... 1402
1.3.6.6 BOARD & SHARES/SECURITIES MANAGEMENT ........................................................................................ 1403
Board & Shares/Securities Management ......................................................................................................... 1403
Manage Board Related Activities .................................................................................................................... 1404
Manage Shares/Securities ............................................................................................................................... 1405
Manage Capital/Equity Activities .................................................................................................................... 1406
Manage Share/Stock Registry .......................................................................................................................... 1406
1.3.7.1 HR POLICIES & PRACTICES ...................................................................................................................... 1407
HR Policies & Practices .................................................................................................................................. 1407

Facilitate Performance Appraisal ................................................................................................................... 1408
Facilitate Remuneration Policies & Levels ..................................................................................................... 1409
Facilitate Allowances & Benefits .................................................................................................................... 1409
Facilitate Occupational Health & Safety ........................................................................................................ 1410
Facilitate Equal Employment Opportunity ...................................................................................................... 1411
Facilitate Compensation Guidelines .............................................................................................................. 1411
Facilitate Code of Conduct .............................................................................................................................. 1412
Facilitate Hiring & Termination Guidelines ................................................................................................... 1413
Facilitate Employee Satisfaction Measurement & Management ..................................................................... 1413
1.3.7.3 WORKFORCE STRATEGY ........................................................................................................................... 1414
Workforce Strategy .......................................................................................................................................... 1414
Define Workforce Strategy Requirements ........................................................................................................ 1415
Create Workforce Strategy .............................................................................................................................. 1416
Manage Workforce Change ............................................................................................................................. 1417
1.3.7.4 WORKFORCE DEVELOPMENT .................................................................................................................... 1417
Workforce Development .................................................................................................................................. 1418
Apply Competency Modeling ........................................................................................................................... 1419
Apply Skills Assessment ................................................................................................................................... 1419
Apply Strength Profiling .................................................................................................................................. 1420
Apply Succession Planning .............................................................................................................................. 1421
Apply Training ................................................................................................................................................ 1421
Apply Career Development.............................................................................................................................. 1422
Apply Work Design .......................................................................................................................................... 1423
Apply Employee Recruitment ........................................................................................................................... 1423
1.3.7.5 EMPLOYEE & LABOR RELATIONS MANAGEMENT..................................................................................... 1424
Employee & Labor Relations Management ..................................................................................................... 1425
Manage Employee Relations ........................................................................................................................... 1425
Manage Labor Relations ................................................................................................................................. 1426
INDEX .................................................................................................................................................................... 1428
ADMINISTRATIVE APPENDIX ........................................................................................................................ 1455
ACKNOWLEDGMENTS ........................................................................................................................................... 1455
DOCUMENT HISTORY ........................................................................................................................................... 1455
Version History ................................................................................................................................................ 1455
Release History ................................................................................................................................................ 1456
List of Figures
Figure 1. CRM Support & Readiness decomposition into level 3 processes............................... 52
Figure 2. Support Customer Interface Management decomposition into level 4 processes ...... 70
Figure 3. Support Order Handling decomposition into level 4 processes ................................... 73
Figure 4. Support Problem Handling decomposition into level 4 processes............................... 86
Figure 5. Support Retention & Loyalty decomposition into level 4 processes............................ 95
Figure 6. Support Marketing Fulfillment decomposition into level 4 processes ......................... 98
Figure 7. Support Selling decomposition into level 4 processes ............................................... 100
Figure 8. Support Customer QoS/SLA decomposition into level 4 processes .......................... 105
Figure 9. Manage Campaign decomposition into level 4 processes .......................................... 114
Figure 10. Manage Customer Inventory decomposition into level 4 processes ........................ 118
Figure 11. Manage Product Offering Inventory decomposition into level 4 processes ............ 125
Figure 12. Manage Sales Inventory decomposition into level 4 processes ............................... 131
Figure 13. Support Bill Invoice Management decomposition into level 4 processes ............... 138
Figure 14. Support Bill Payments & Receivables Management decomposition into level 4
processes ..................................................................................................................................... 143
Figure 15. Support Bill Inquiry Handling decomposition into level 4 processes ...................... 147
Figure 16. Bill Invoice Management decomposition into level 3 processes .............................. 151
Figure 17. Apply Pricing, Discounting, Adjustments & Rebates decomposition into level 4
processes ..................................................................................................................................... 155
Figure 18. Create Customer Bill Invoice decomposition into level 4 processes ....................... 159
Figure 19. Produce & Distribute Bill decomposition into level 4 processes .............................. 163
Figure 20. Bill Payments & Receivables Management decomposition into level 3
processes ..................................................................................................................................... 171
Figure 21. Manage Customer Payments decomposition into level 4 processes ....................... 175
Figure 22. Manage Customer Debt Collection decomposition into level 4 processes .............. 181
Figure 23. Bill Inquiry Handling decomposition into level 3 processes ..................................... 188
Figure 24. Create Customer Bill Inquiry Report decomposition into level 4 processes ........... 196
Figure 25. Assess Customer Bill Inquiry Report decomposition into level 4 processes .......... 201
Figure 26. Authorize Customer Bill Invoice Adjustment decomposition into level 4
processes ..................................................................................................................................... 205
Figure 27. Track & Manage Customer Bill Inquiry Resolution decomposition into level 4
processes ..................................................................................................................................... 209
Figure 28. Report Customer Bill Inquiry decomposition into level 4 processes ....................... 215
Figure 29. Charging decomposition into level 3 processes ........................................................ 218
Figure 30. Manage Customer Charging Hierarchy decomposition into level 4 processes ....... 223
Figure 31. Manage Billing Events decomposition into level 3 processes .................................. 225
Figure 32. Enrich Billing Events decomposition into level 4 processes .................................... 229
Figure 33. Guide Billing Events decomposition into level 4 processes ..................................... 232
Figure 34. Mediate Billing Events decomposition into level 4 processes .................................. 235
Figure 35. Report Billing Event Records decomposition into level 4 processes ...................... 237
Figure 36. Manage Balances decomposition into level 3 processes .......................................... 241
Figure 37. Customer Interface Management decomposition into level 3 processes ................ 245
Figure 38. Manage Contact decomposition into level 4 processes ............................................ 249
Figure 39. Manage Request (Including Self Service) decomposition into level 4 processes ... 252
Figure 40. Analyze & Report on Customer decomposition into level 4 processes ................... 255
Figure 41. Mediate & Orchestrate Customer Interactions decomposition into level 4
processes ..................................................................................................................................... 258
Figure 42. Marketing Fulfillment Response decomposition into level 3 processes .................. 261
Figure 43. Issue & Distribute Marketing Collaterals decomposition into level 4 processes .... 264
Figure 44. Track Leads decomposition into level 4 processes ................................................... 267
Figure 45. Selling decomposition into level 3 processes ............................................................ 269
Figure 46. Manage Prospect decomposition into level 4 processes .......................................... 277
Figure 47. Qualify Opportunity decomposition into level 4 processes ...................................... 281
Figure 48. Negotiate Sales/Contract decomposition into level 4 processes.............................. 284
Figure 49. Acquire Customer Data decomposition into level 4 processes ................................ 289
Figure 50. Cross/Up Selling decomposition into level 4 processes ........................................... 292
Figure 51. Develop Sales Proposal decomposition into level 4 processes ............................... 295
Figure 52. Manage Sales Accounts decomposition into level 4 processes ............................... 299
Figure 53. Order Handling decomposition into level 3 processes .............................................. 302
Figure 54. Track & Manage Customer Order Handling decomposition into level 4
processes ..................................................................................................................................... 310
Figure 55. Complete Customer Order decomposition into level 4 processes ........................... 314
Figure 56. Issue Customer Orders decomposition into level 4 processes ................................ 317
Figure 57. Report Customer Order Handling decomposition into level 4 processes ................ 320
Figure 58. Problem Handling decomposition into level 3 processes ......................................... 323
Figure 59. Isolate Customer Problem decomposition into level 4 processes............................ 330
Figure 60. Report Customer Problem decomposition into level 4 processes ........................... 334
Figure 61. Track & Manage Customer Problem decomposition into level 4 processes ........... 340
Figure 62. Close Customer Problem Report decomposition into level 4 processes ................. 345
Figure 63. Correct & Recover Customer Problem decomposition into level 4 processes ....... 350
Figure 64. Customer QoS/SLA Management decomposition into level 3 processes ................ 353
Figure 65. Assess Customer QoS/SLA Performance decomposition into level 4 processes .. 360
Figure 66. Manage QoS/SLA Violation decomposition into level 4 processes .......................... 365
Figure 67. Report Customer QoS Performance decomposition into level 4 processes ........... 369
Figure 68. Create Customer QoS Performance Degradation Report decomposition into
level 4 processes ......................................................................................................................... 373
Figure 69. Track & Manage Customer QoS Performance Resolution decomposition into
level 4 processes ......................................................................................................................... 376
Figure 70. Retention & Loyalty decomposition into level 3 processes ...................................... 385
Figure 71. Establish & Terminate Customer Relationship decomposition into level 4
processes ..................................................................................................................................... 390
Figure 72. Build Customer Insight decomposition into level 4 processes ................................ 395
Figure 73. Analyze & Manage Customer Risk decomposition into level 4 processes .............. 398
Figure 74. Personalize Customer Profile for Retention & Loyalty decomposition into level 4
processes ..................................................................................................................................... 402
Figure 75. Validate Customer Satisfaction decomposition into level 4 processes ................... 406
Figure 76. SM&O Support & Readiness decomposition into level 3 processes ........................ 409
Figure 77. Enable Service Configuration & Activation decomposition into level 4
processes ..................................................................................................................................... 417
Figure 78. Support Service Problem Management decomposition into level 4 processes ...... 425
Figure 79. Enable Service Quality Management decomposition into level 4 processes .......... 431
Figure 80. Service Configuration & Activation decomposition into level 3 processes ............. 439
Figure 81. Design Solution decomposition into level 4 processes ............................................. 450
Figure 82. Recover Service decomposition into level 4 processes ............................................ 455
Figure 83. Allocate Specific Service Parameters to Services decomposition into level 4
processes ..................................................................................................................................... 460
Figure 84. Track & Manage Service Provisioning decomposition into level 4 processes ........ 464
Figure 85. Implement, Configure & Activate Service decomposition into level 4 processes ... 465
Figure 86. Test Service End-to-End decomposition into level 4 processes .............................. 469
Figure 87. Issue Service Orders decomposition into level 4 processes .................................... 473
Figure 88. Report Service Provisioning decomposition into level 4 processes ........................ 477
Figure 89. Service Problem Management decomposition into level 3 processes ..................... 481
Figure 90. Create Service Trouble Report decomposition into level 4 processes .................... 490
Figure 91. Diagnose Service Problem decomposition into level 4 processes ........................... 495
Figure 92. Correct & Resolve Service Problem decomposition into level 4 processes ............ 500
Figure 93. Track & Manage Service Problem decomposition into level 4 processes ............... 505
Figure 94. Report Service Problem decomposition into level 4 processes ............................... 512
Figure 95. Survey & Analyze Service Problem decomposition into level 4 processes ............. 515
Figure 96. Service Quality Management decomposition into level 3 processes ....................... 521
Figure 97. Monitor Service Quality decomposition into level 4 processes ................................ 529
Figure 98. Analyze Service Quality decomposition into level 4 processes ............................... 534
Figure 99. Improve Service Quality decomposition into level 4 processes ............................... 537
Figure 100. Report Service Quality Performance decomposition into level 4 processes ......... 541
Figure 101. Create Service Performance Degradation Report decomposition into level 4
processes ..................................................................................................................................... 545
Figure 102. Track & Manage Service Quality Performance Resolution decomposition into
level 4 processes ......................................................................................................................... 548
Figure 103. Service Guiding & Mediation decomposition into level 3 processes ..................... 555
Figure 104. Mediate Service Usage Records decomposition into level 4 processes ................ 559
Figure 105. RM&O Support & Readiness decomposition into level 3 processes ...................... 564
Figure 106. Enable Resource Provisioning decomposition into level 4 processes .................. 575
Figure 107. Enable Resource Performance Management decomposition into level 4

processes ..................................................................................................................................... 583
Figure 108. Support Resource Trouble Management decomposition into level 4 processes .. 592
Figure 109. Enable Resource Data Collection & Distribution decomposition into level 4
processes ..................................................................................................................................... 598
Figure 110. Manage Resource Inventory decomposition into level 4 processes ...................... 603
Figure 111. Manage Logistics decomposition into level 4 processes ........................................ 608
Figure 112. Resource Provisioning decomposition into level 3 processes ............................... 613
Figure 113. Allocate & Install Resource decomposition into level 4 processes ........................ 623
Figure 114. Configure & Activate Resource decomposition into level 4 processes ................. 629
Figure 115. Test Resource decomposition into level 4 processes ............................................. 633
Figure 116. Track & Manage Resource Provisioning decomposition into level 4 processes .. 636
Figure 117. Issue Resource Orders decomposition into level 4 processes ............................... 644
Figure 118. Recover Resource decomposition into level 4 processes ...................................... 649
Figure 119. Resource Trouble Management decomposition into level 3 processes ................. 654
Figure 120. Survey & Analyze Resource Trouble decomposition into level 4 processes ........ 664
Figure 121. Localize Resource Trouble decomposition into level 4 processes ........................ 670
Figure 122. Correct & Resolve Resource Trouble decomposition into level 4 processes ....... 676
Figure 123. Track & Manage Resource Trouble decomposition into level 4 processes ........... 681
Figure 124. Report Resource Trouble decomposition into level 4 processes ........................... 687
Figure 125. Create Resource Trouble Report decomposition into level 4 processes ............... 691
Figure 126. Resource Performance Management decomposition into level 3 processes ........ 694
Figure 127. Monitor Resource Performance decomposition into level 4 processes ................. 703
Figure 128. Analyze Resource Performance decomposition into level 4 processes ................ 707
Figure 129. Control Resource Performance decomposition into level 4 processes ................. 710
Figure 130. Report Resource Performance decomposition into level 4 processes .................. 713
Figure 131. Create Resource Performance Degradation Report decomposition into level 4
processes ..................................................................................................................................... 716
Figure 132. Track & Manage Resource Performance Resolution decomposition into level 4
processes ..................................................................................................................................... 719
Figure 133. Resource Data Collection & Distribution decomposition into level 3 processes .. 726
Figure 134. Collect Management Information & Data decomposition into level 4 processes .. 731
Figure 135. Process Management Information & Data decomposition into level 4
processes ..................................................................................................................................... 734
Figure 136. Distribute Management Information & Data decomposition into level 4
processes ..................................................................................................................................... 738
Figure 137. Resource Mediation & Reporting decomposition into level 3 processes .............. 741
Figure 138. Mediate Resource Usage Records decomposition into level 4 processes ............ 744
Figure 139. Workforce Management decomposition into level 3 processes ............................. 749
Figure 140. Manage Schedules & Appointments decomposition into level 4 processes ......... 758
Figure 141. Plan and Forecast Workforce Management decomposition into level 4
processes ..................................................................................................................................... 763
Figure 142. Administer and Configure Workforce Management decomposition into level 4
processes ..................................................................................................................................... 766
Figure 143. Manage Work Order Lifecycle decomposition into level 4 processes .................... 775
Figure 144. S/PRM Support & Readiness decomposition into level 3 processes ..................... 783
Figure 145. Support S/P Requisition Management decomposition into level 4 processes ...... 792
Figure 146. Support S/P Problem Reporting & Management decomposition into level 4
processes ..................................................................................................................................... 799
Figure 147. Support S/P Performance Management decomposition into level 4 processes .... 804
Figure 148. Support S/P Settlements & Payments Management decomposition into level 4
processes ..................................................................................................................................... 809
Figure 149. Support S/P Interface Management decomposition into level 4 processes ........... 812
Figure 150. Manage Supplier/Partner Inventory decomposition into level 4 processes ........... 816
Figure 151. S/P Requisition Management decomposition into level 3 processes ..................... 821
Figure 152. Select Supplier/Partner decomposition into level 4 processes .............................. 829
Figure 153. Determine S/P Pre-Requisition Feasibility decomposition into level 4

processes ..................................................................................................................................... 832
Figure 154. Track & Manage S/P Requisition decomposition into level 4 processes ............... 836
Figure 155. Initiate S/P Requisition Order decomposition into level 4 processes .................... 842
Figure 156. Report S/P Requisition decomposition into level 4 processes ............................... 845
Figure 157. Close S/P Requisition Order decomposition into level 4 processes ...................... 848
Figure 158. S/P Problem Reporting & Management decomposition into level 3 processes .... 851
Figure 159. Initiate S/P Problem Report decomposition into level 4 processes ........................ 857
Figure 160. Receive S/P Problem Report decomposition into level 4 processes ...................... 860
Figure 161. Track & Manage S/P Problem Resolution decomposition into level 4 processes . 862
Figure 162. Report S/P Problem Resolution decomposition into level 4 processes ................. 868
Figure 163. Close S/P Problem Report decomposition into level 4 processes.......................... 872
Figure 164. S/P Performance Management decomposition into level 3 processes .................. 875
Figure 165. Monitor & Control S/P Service Performance decomposition into level 4
processes ..................................................................................................................................... 880
Figure 166. Track & Manage S/P Performance Resolution decomposition into level 4
processes ..................................................................................................................................... 883
Figure 167. Report S/P Performance decomposition into level 4 processes ............................. 889
Figure 168. Close S/P Performance Degradation Report decomposition into level 4
processes ..................................................................................................................................... 892
Figure 169. Initiate S/P Performance Degradation Report decomposition into level 4
processes ..................................................................................................................................... 895
Figure 170. S/P Settlements & Payments Management decomposition into level 3
processes ..................................................................................................................................... 898
Figure 171. S/P Interface Management decomposition into level 3 processes ......................... 902
Figure 172. Manage S/P Requests (Including Self Service) decomposition into level 4
processes ..................................................................................................................................... 905
Figure 173. Analyze & Report S/P Interactions decomposition into level 4 processes ............ 909
Figure 174. Mediate & Orchestrate Supplier/Partner Interactions decomposition into level 4
processes ..................................................................................................................................... 911
Figure 175. Market Strategy & Policy decomposition into level 3 processes ............................ 915
Figure 176. Establish Market Strategy decomposition into level 4 processes .......................... 920
Figure 177. Establish Market Segments decomposition into level 4 processes ....................... 924
Figure 178. Link Market Segments & Products decomposition into level 4 processes ............ 927
Figure 179. Gain Commitment to Marketing Strategy decomposition into level 4 processes . 930
Figure 180. Product & Offer Portfolio Planning decomposition into level 3 processes ........... 933
Figure 181. Gather & Analyze Product Information decomposition into level 4 processes ..... 937
Figure 182. Establish Product Portfolio Strategy decomposition into level 4 processes ........ 940
Figure 183. Produce Product Portfolio Business Plans decomposition into level 4
processes ..................................................................................................................................... 943
Figure 184. Gain Commitment to Product Business Plans decomposition into level 4
processes ..................................................................................................................................... 951
Figure 185. Product & Offer Capability Delivery decomposition into level 3 processes .......... 954
Figure 186. Define Product Capability Requirements decomposition into level 4 processes . 960
Figure 187. Capture Product Capability Shortfalls decomposition into level 4 processes ...... 964
Figure 188. Approve Product Business Case decomposition into level 4 processes .............. 967
Figure 189. Deliver Product Capability decomposition into level 4 processes ......................... 970
Figure 190. Manage Handover to Product Operations decomposition into level 4 processes 973
Figure 191. Manage Product Capability Delivery Methodology decomposition into level 4
processes ..................................................................................................................................... 976
Figure 192. Marketing Capability Delivery decomposition into level 3 processes .................... 979
Figure 193. Define Marketing Capability Requirements decomposition into level 4

processes ..................................................................................................................................... 984
Figure 194. Gain Marketing Capability Approval decomposition into level 4 processes ......... 987
Figure 195. Deliver Marketing Infrastructure decomposition into level 4 processes ................ 990
Figure 196. Manage Handover to Marketing Operations decomposition into level 4

processes ..................................................................................................................................... 993
Figure 197. Manage Marketing Capability Delivery Methodology decomposition into level 4
processes ..................................................................................................................................... 997
Figure 198. Product & Offer Development & Retirement decomposition into level 3
processes ................................................................................................................................... 1000
Figure 199. Gather & Analyze New Product Ideas decomposition into level 4 processes ..... 1008
Figure 200. Develop Product Commercialization Strategy decomposition into level 4

processes ................................................................................................................................... 1011
Figure 201. Develop Detailed Product Specifications decomposition into level 4 processes 1014
Figure 202. Launch New Products decomposition into level 4 processes .............................. 1018
Figure 203. Manage Product Exit decomposition into level 4 processes ................................ 1021
Figure 204. Sales Development decomposition into level 3 processes ................................... 1025
Figure 205. Monitor Sales & Channel Best Practice decomposition into level 4 processes .. 1029
Figure 206. Develop Sales & Channel Proposals decomposition into level 4 processes ....... 1032
Figure 207. Develop New Sales Channels & Processes decomposition into level 4
processes ................................................................................................................................... 1035
Figure 208. Product Marketing Communications & Promotion decomposition into level 3
processes ................................................................................................................................... 1038
Figure 209. Develop Promotional Collateral decomposition into level 4 processes ............... 1044
Figure 210. Manage Message & Campaign Delivery decomposition into level 4 processes .. 1047
Figure 211. Monitor Message & Campaign Effectiveness decomposition into level 4
processes ................................................................................................................................... 1049
Figure 212. Service Strategy & Planning decomposition into level 3 processes .................... 1053
Figure 213. Gather & Analyze Service Information decomposition into level 4 processes .... 1061
Figure 214. Manage Service Research decomposition into level 4 processes ........................ 1065
Figure 215. Establish Service Strategy & Goals decomposition into level 4 processes ........ 1068
Figure 216. Define Service Support Strategies decomposition into level 4 processes .......... 1072
Figure 217. Produce Service Business Plans decomposition into level 4 processes ............ 1075
Figure 218. Develop Service Partnership Requirements decomposition into level 4

processes ................................................................................................................................... 1080
Figure 219. Gain Enterprise Commitment to Service Strategies decomposition into level 4
processes ................................................................................................................................... 1084
Figure 220. Service Capability Delivery decomposition into level 3 processes ...................... 1087
Figure 221. Map & Analyze Service Requirements decomposition into level 4 processes .... 1094
Figure 222. Capture Service Capability Shortfalls decomposition into level 4 processes ..... 1098
Figure 223. Gain Service Capability Investment Approval decomposition into level 4
processes ................................................................................................................................... 1101
Figure 224. Design Service Capabilities decomposition into level 4 processes ..................... 1104
Figure 225. Enable Service Support & Operations decomposition into level 4 processes .... 1108
Figure 226. Manage Handover to Service Operations decomposition into level 4 processes1111
Figure 227. Service Development & Retirement decomposition into level 3 processes ........ 1115
Figure 228. Gather & Analyze New Service Ideas decomposition into level 4 processes ...... 1122
Figure 229. Develop New Service Business Proposal decomposition into level 4 processes1125
Figure 230. Develop Detailed Service Specifications decomposition into level 4 processes 1128
Figure 231. Manage Service Development decomposition into level 4 processes ................. 1132
Figure 232. Manage Service Deployment decomposition into level 4 processes ................... 1137
Figure 233. Manage Service Exit decomposition into level 4 processes ................................. 1141
Figure 234. Resource Strategy & Planning decomposition into level 3 processes................. 1145
Figure 235. Gather & Analyze Resource Information decomposition into level 4 processes 1153
Figure 236. Manage Resource Research decomposition into level 4 processes .................... 1156
Figure 237. Establish Resource Strategy & Architecture decomposition into level 4
processes ................................................................................................................................... 1160
Figure 238. Define Resource Support Strategies decomposition into level 4 processes ....... 1164
Figure 239. Develop Resource Partnership Requirements decomposition into level 4

processes ................................................................................................................................... 1168
Figure 240. Gain Enterprise Commitment to Resource Plans decomposition into level 4
processes ................................................................................................................................... 1171
Figure 241. Resource Capability Delivery decomposition into level 3 processes ................... 1174
Figure 242. Map & Analyze Resource Requirements decomposition into level 4 processes 1182
Figure 243. Capture Resource Capability Shortfalls decomposition into level 4 processes . 1185
Figure 244. Gain Resource Capability Investment Approval decomposition into level 4
processes ................................................................................................................................... 1188
Figure 245. Design Resource Capabilities decomposition into level 4 processes .................. 1191
Figure 246. Enable Resource Support & Operations decomposition into level 4 processes . 1195
Figure 247. Manage Resource Capability Delivery decomposition into level 4 processes .... 1198
Figure 248. Manage Handover to Resource Operations decomposition into level 4

processes ................................................................................................................................... 1203
Figure 249. Resource Development & Retirement decomposition into level 3 processes ..... 1206
Figure 250. Gather & Analyze New Resource Ideas decomposition into level 4 processes .. 1213
Figure 251. Develop New Resource Business Proposal decomposition into level 4
processes ................................................................................................................................... 1216
Figure 252. Develop Detailed Resource Specifications decomposition into level 4

processes ................................................................................................................................... 1219
Figure 253. Manage Resource Development decomposition into level 4 processes .............. 1223
Figure 254. Manage Resource Deployment decomposition into level 4 processes ................ 1228
Figure 255. Manage Resource Exit decomposition into level 4 processes .............................. 1232
Figure 256. Supply Chain Strategy & Planning decomposition into level 3 processes .......... 1236
Figure 257. Gather & Analyze Supply Chain Information decomposition into level 4
processes ................................................................................................................................... 1242
Figure 258. Establish Supply Chain Strategy & Goals decomposition into level 4 processes1246
Figure 259. Define Supply Chain Support Strategies decomposition into level 4 processes 1250
Figure 260. Produce Supply Chain Business Plans decomposition into level 4 processes .. 1254
Figure 261. Gain Enterprise Commitment to Supply Chain Plans decomposition into level 4
processes ................................................................................................................................... 1257
Figure 262. Supply Chain Capability Delivery decomposition into level 3 processes ............ 1261
Figure 263. Determine the Sourcing Requirements decomposition into level 4 processes ... 1267
Figure 264. Determine Potential Suppliers/Partners decomposition into level 4 processes . 1271
Figure 265. Manage the Tender Process decomposition into level 4 processes .................... 1273
Figure 266. Gain Tender Decision Approval decomposition into level 4 processes............... 1276
Figure 267. Negotiate Commercial Arrangements decomposition into level 4 processes ..... 1279
Figure 268. Gain Approval for Commercial Arrangements decomposition into level 4
processes ................................................................................................................................... 1281
Figure 269. Supply Chain Development & Change Management decomposition into level 3
processes ................................................................................................................................... 1284
Figure 270. Manage Supplier/Partner Engagement decomposition into level 4 processes ... 1290
Figure 271. S/P (sourced) Capability Development & Retirement decomposition into level 3
processes ................................................................................................................................... 1293
Figure 272. On-board Supplier/ Partner Capability decomposition into level 4 processes .... 1297
Figure 273. Off-board Supplier/ Partner Capability decomposition into level 4 processes .... 1300
Figure 274. Strategic Business Planning decomposition into level 3 processes.................... 1303
Figure 275. Business Development decomposition into level 3 processes ............................ 1306
Figure 276. Enterprise Architecture Management decomposition into level 3 processes ..... 1312
Figure 277. Group Enterprise Management decomposition into level 3 processes................ 1318
Figure 278. Business Continuity Management decomposition into level 3 processes .......... 1323
Figure 279. Security Management decomposition into level 3 processes ............................... 1328
Figure 280. Fraud Management decomposition into level 3 processes ................................... 1339
Figure 281. Audit Management decomposition into level 3 processes .................................... 1342
Figure 282. Insurance Management decomposition into level 3 processes ............................ 1347
Figure 283. Revenue Assurance Management decomposition into level 3 processes ........... 1351
Figure 284. Manage Revenue Assurance Operations decomposition into level 4 processes 1357
Figure 285. Program & Project Management decomposition into level 3 processes.............. 1365
Figure 286. Enterprise Performance Assessment decomposition into level 3 processes ..... 1370
Figure 287. Research Management decomposition into level 3 processes ............................. 1374
Figure 288. Technology Scanning decomposition into level 3 processes ............................... 1378
Figure 289. Procurement Management decomposition into level 3 processes ....................... 1381
Figure 290. Corporate Communications & Image Management decomposition into level 3
processes ................................................................................................................................... 1386
Figure 291. Community Relations Management decomposition into level 3 processes ........ 1389
Figure 292. Shareholder Relations Management decomposition into level 3 processes ....... 1393
Figure 293. Regulatory Management decomposition into level 3 processes .......................... 1395
Figure 294. Legal Management decomposition into level 3 processes .................................... 1399
Figure 295. Board & Shares/Securities Management decomposition into level 3 processes 1403
Figure 296. HR Policies & Practices decomposition into level 3 processes ............................ 1407
Figure 297. Workforce Strategy decomposition into level 3 processes ................................... 1414
Figure 298. Workforce Development decomposition into level 3 processes ........................... 1418
Figure 299. Employee & Labor Relations Management decomposition into level 3
processes ................................................................................................................................... 1425
Preface
eTOM Business Process Framework

The eTOM Business Process Framework is a reference framework for
categorizing all the business activities used by an enterprise involved in
delivering on-line Information, Communications and Entertainment services.
This is done through definition of each area of business activity, in the form of
process components or Process Elements that can be decomposed to expose
progressive detail. These process elements can then be positioned within a
model to show organizational, functional and other relationships, and can be
combined within process flows that trace activity paths through the business.
The eTOM framework can serve as the blueprint for standardizing and
categorizing business activities (or process elements) that will help set
direction and the starting point for development and integration of Business
and Operations Support Systems (BSS and OSS respectively). An important
additional application for the eTOM framework is that it helps to support and
guide work by TM Forum members and others to develop NGOSS solutions. it
provides an industry-standard reference point, when considering internal
process reengineering needs, partnerships, alliances, and general working
agreements with other enterprises, and for suppliers into such enterprises, the
eTOM framework outlines potential boundaries of process solutions, and the
required functions, inputs, and outputs that must be supported by process
solutions.
The eTOM Business Process Framework has grown to include a number of
components. The overall eTOM document set includes:
A main document (GB921) that provides an overview of the eTOM
Business Process Framework, from both Intra-Enterprise and
Inter-Enterprise viewpoints, and describes the main structural
elements and approach
An Addendum (GB921D) describing the Service Provider enterprise
processes and sub-processes in a form that is top down,
customer-centric, and end-to-end focused. Process
decompositions are provided for all processes from the highest
conceptual view of the eTOM framework to the level of detail
agreed for use by the industry.
An Addendum (GB921F) describing selected process flows at several
levels of view and detail that provides end-to-end insight into the
application of eTOM.
An Addendum (GB921B) describing the implications and impact of e-
business for service providers and their business relationships,
and how eTOM supports them, including a description of
handling of business-to-business Interactions by eTOM.
Associated with this is a separate Application Note (GB921C)
describing a Business Operations Map for processes involved in

business-to-business interaction
An Addendum (GB921G) providing information and guidance to users in
how the eTOM framework can be applied within businesses, and
the implications for maintaining alignment with this when
extensions and/or adaptations are made in the course of this.
An Addendum (GB921P) providing an “eTOM Primer” to assist new users
of eTOM
An Addendum (GB912R) introducing Real-World Case Studies in
applying eTOM
A separate Application Note (GB921U) that provides some guidelines to
assist users of eTOM in applying this within their businesses
A separate Application Note (GB921V) that shows how eTOM can be
used to model the ITIL processes (this supersedes the previous
GB912L)
A separate Application Note (GB921T) that shows how eTOM processes
relate to the functional view provided by the ITU-T M.3400
Recommendation (this work was developed in conjunction with
ITU-T within the joint Telecom Management Collaboration Focus
Group)
Note:
Addenda are adjuncts to the main document that are presented separately, to
avoid a single document becoming cumbersome due to its size.
Annexes and Appendices both allow material to be removed from a document
body, so that the reader is not distracted from the document flow by too much
detail. However, these have different statuses within a document: Annexes
have equivalent status to the material within the body of the document, i.e. an
Annex represents a formal agreement and requirements for the users of the
document. Appendices contain material included for information or general
guidance. Also, Addenda have the same status as Annexes.
Thus, a document body, together with its Annexes and Addenda (and their
Annexes, if any), represents the normative material presented, while any
Appendices in the main document or its Addenda represent non-normative
material, included for information only.
In addition, Application Notes are a specific document type, used to provide
insight into how a specification or other agreed artifact is used in a particular
context or area of application. They are non-normative as they provide
information and guidance only within the area concerned.
Introduction
This document stands as an Addendum to the "Enhanced Telecom
Operations Map® (eTOM) The Business Process Framework for the
Information and Communications Services Industry", GB921 Release 6.5. It
provides further detail concerning the eTOM through definition of the process
elements within the eTOM Business Process Framework, at several levels of
detail. It should be read in conjunction with the main GB921 document, and
other Addenda (see GB921 for details).
In the main document (GB921), the overall eTOM Business Process
Framework was described. In addition, brief descriptions of the Level 1
process groupings of the eTOM Business Process Framework were provided.
This Addendum provides the Level 2 decompositions and descriptions for
each of these high-level process groupings. Each horizontal and vertical Level
1 process grouping is shown with its constituent Level 2 processes, and brief
process descriptions are provided for Level 2 processes in each of the major
process areas: Operations (OPS); Strategy, Infrastructure & Product (SIP);
and Enterprise Management.
This document is organized using the horizontal functional process groupings
as the prime categorization for the SIP and OPS process areas. The
Enterprise process groupings are considered individually.
In addition, Level 3 decompositions and descriptions are provided for Level 2
processes within the OPS (Operations) area of eTOM. The processes that
have been decomposed are those within the CRM (Customer Relationship
Management), the SM&O (Service Management and Operations) RM&O
(Resource Management and Operations) and S/PRM (Supplier/Partner
Relationship Management) Level 1 process areas.
It is convenient to illustrate all the Level 1 processes within eTOM in a single
diagram, as in the main document (GB921). To extend this diagram to show all
the Level 2 processes within each Level 1 process grouping is possible, but is
too graphically complex a picture to be used directly. Once Level 3 processes
are included, a single diagram becomes quite impractical. In this Addendum,
each Level 1 process grouping is therefore shown in isolation, with its
dependant Level 2 processes, and where available, Level 3 processes. It is to
be understood that the aggregation of all these Level 2 processes, within the
overall eTOM structure, represents the totality of the Level 2 processes within
the eTOM. Similarly, the aggregation of all component Level 3 processes,
within their “parent” Level 2 process, represents the totality of that Level 2
process, and this pattern is repeated as further levels of decomposition are
exposed.
Note that the process decomposition diagrams used in this Addendum can
include black dots within some of the process boxes. These are not a graphical
error, but are inserted automatically by a process-modeling tool, to indicate
that a further decomposition of that process has been made in the tool.
Process Associations and IDs

To aid understanding, each Level 2 and Level 3 process described here has
an associated indication of its positioning within the particular vertical and
horizontal Level 1 process with which it is associated. For example, CRM
Operations Support & Process Management (shown under Customer
Relationship Management Level 2 Process Descriptions, below) has the
indication (CRM-OSR) to indicate it is within the horizontal Customer
Relationship Management process, and the vertical Operations Support &
Readiness process.
Processes have been given a process ID throughout this document. The
format of the numbering scheme work as follow:
aaaaaa.b.x.c.d.e where
aaaaaa: This will represent a company specific number. The
eTOM team recognizes the need for a company specific identifier but
has not yet decided upon one specific format (this is for further study).
This field is used to prefix the process ID so that individual companies
may extend and/or change the processes; and identify the changes
with a company specific identifier.
b: This digit is used to identify the originator of the process It is set to 1 if
the process is the TMF original one, to 2 otherwise
x: Digit representing Level 0 process
c: Digit representing Level 1 process
d: Digit representing Level 2 process
e: Digit representing Level 3 process
The unique identifier thus associated with individual processes can thus be
used to assist in locating individual processes.
Process Decompositions & Descriptions
1.1.1.1 CRM - Support & Readiness
Figure 1. CRM Support & Readiness decomposition into level 3 processes
CRM - Support & Readiness
Process Identifier: 1.1.1.1

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.
Brief Description
CRM Support & Readiness processes ensure the support capability is in place to allow
the CRM Fulfillment, Assurance and Billing processes to operate effectively.
Extended Description
CRM Support & Readiness processes ensure the support capability is in place to allow
the CRM Fulfillment, Assurance and Billing processes to operate effectively.
The responsibilities of these processes include, but are not limited to:
• Provision of sales, product and customer process infrastructure;,
• policy support and decision support knowledge for customers and customer interactions
(including billing activities), sales activity and sales interactions, and product offerings;
• management & analysis of sales campaigns (including direct and outbound calling);
• management and analysis of sales activity and sales opportunities (including funnel and
prospect analysis and support);
• maintaining and managing stocks of marketing collateral to be distributed using the

Marketing Fulfillment processes;
• maintaining inventories to support the sales, product and customer data required by the
FAB and CRM OS&R processes
• monitoring and reporting on the capabilities and costs of the individual CRM FAB
processes; and
• longer-term trend analysis on product, ,sales and customer FAB processes in order to
establish the extent to which enterprise targets for these processes are being achieved
and/or the need for the processes to be modified.
These processes support the operational introduction of new processes and infrastructure
to support new and/or enhanced product offerings, new and/or enhanced sales capability
and new and/or enhanced customer management capabilities and are responsible for
conducting operations readiness testing and acceptance. They develop the procedures
for the specific Fulfillment, Assurance and Billing processes and keep them up to date.
After successful testing, these processes accept the new or enhanced process
capabilities and manage a full-scale introduction for general availability.
Explanatory
Reserved for future use.
Mandatory
Optional
Interactions
Support Customer Interface Management
Process Identifier: 1.1.1.1.1

Process Context
Brief Description
Ensure that all information, materials, systems and resources are available so that the
Customer Interface Management processes can operate effectively, when a contact with
a customer occurs.
The purpose of the Support Customer Interface Management processes is to ensure that
there is capability (for example, information, materials, systems and resource) so that the
Customer Interface Management processes can operate effectively when a contact with a
customer occurs. Examples are information on how to handle unusual requests based on
temporary situations, systems needed to accept and track customer contacts, requests
for the provisioning of additional resources where it has been identified that current levels
will impact on timely contact handling.
These processes are responsible for implementing generic and specific changes to
customer interfaces. This support could be in updating agent scripts, IVR
announcements, Web pages, etc. Customer Interface Support processes keep up to date
all information concerning customers.
These processes undertake trend analysis on customer contacts, e.g. type, frequency,
duration, outcome.
Explanatory
Mandatory
Optional
Interactions
Support Order Handling

Process Context
Brief Description
Ensure that new and/or modified Order Handling related infrastructure is deployed
effectively, and to ensure that Order Handling processes can operate effectively.
The purpose of the Support Order Handling processes is twofold – to ensure that new
and/or modified Order Handling related infrastructure is deployed effectively, and to
ensure that Order Handling processes can operate effectively.
For the Order Handling processes the role of the Support Order Handling processes is to
make sure that there is sufficient process capacity and capability (for example
information, materials, systems and resources) so that the Order Handling processes can
operate effectively.Examples are information on how to process orders for specific
product offerings, information needed to carry out designs, materials needed to confirm
customer order requests, systems needed to validate product offering availability.
· forecasting at an operational level customer order handling volume requirements;

· the capacity planning associated with the deployment of new and/or modified customer
order handling infrastructure;
· establishment and monitoring of organizational arrangements to support deployment
and operation of new and/or modified customer order handling infrastructure;
· creation, deployment, modification and/or upgrading of customer order handling
infrastructure deployment support tools (including Customer Inventory and Product Offer
Inventory) and processes for new and/or modified customer order handling infrastructure;
· authoring, reviewing and approving operational procedures developed by Marketing &
Offer Management processes prior to customer order handling infrastructure deployment;
· the testing and acceptance of new and/or modified customer order handling
infrastructure as part of the handover procedure from the Marketing & Offer Management
processes to Operations;
· detecting customer order handling infrastructure operational limitations and/or
deployment incompatibilities and providing requirements to address these aspects to
Marketing & Offer Management processes;
· co-ordination and roll-out, in accordance with approved plans, of the approved new
and/or modified customer order handling infrastructure;
· monitoring capacity utilization of deployed customer order handling infrastructure to
provide early detection of potential customer order handling infrastructure shortfalls;
· reconfiguration and re-arrangement of under-utilized deployed customer order handling
infrastructure;
· managing recovery and/or removal of obsolete or unviable customer order handling
infrastructure;
· reporting on deployed customer order handling infrastructure capacity;
· Tracking and monitoring of the customer order handling infrastructure deployment
processes and costs (including where customer order handling infrastructure is deployed
and managed by third parties),
· reporting on the capability of the customer order handling infrastructure deployment
processes; and
· establishing and managing customer order handling notification facilities and lists to
support the Order Handling notification and reporting processes
The processes undertake trend analysis on order handling, such as time taken to
complete a customer order, frequency and type of Order Handling process issues
involved, and cancelled orders.
Explanatory
Mandatory
Optional
Interactions
Support Problem Handling

Process Context
Brief Description
Assist Problem Handling processes by proactively undertaking statistically driven
preventative and scheduled purchased product offering maintenance activities and
monitoring, managing and reporting on the capability of the Problem Handling processes.
The responsibilities of the Support Problem Handling processes are twofold - assist
Problem Handling processes by proactively undertaking statistically driven preventative
and scheduled purchased product offering maintenance activities and monitoring,
managing and reporting on the capability of the Problem Handling processes.
These processes are responsible for ensuring that the purchased product offerings are
working effectively and efficiently.
Responsibilities of these processes include, but are not limited to:
· Extracting and analyzing, including undertaking trend analysis, historical and current
customer problem reports and performance reports to identify potential customer
purchased product offerings requiring proactive maintenance and/or replacement;
· Requesting scheduling of additional customer purchased product offering data collection
to assist in the analysis activity;
· Requesting scheduling of customer purchased product offering performance testing to
assist in analysis activity;
· Developing and managing customer purchased product offering proactive maintenance
programs;
· Requesting customer provisioning activity to prevent anticipated customer problems

associated with purchased product offerings identified in the analysis activities;
· Reporting outcomes of trend analysis to Market & Offer Management processes to
influence new and/or modified customer product offering development;
· Tracking and monitoring of the Problem Handling processes and associated costs
(including where customer infrastructure is deployed and managed by third parties), and
reporting on the capability of the Problem Handling processes; and
· Establishing and managing customer problem notification facilities and lists to support
the Problem Handling notification and reporting processes
These processes undertake trend analysis on problem handling.
Explanatory
Mandatory
Optional
Interactions
Support Retention & Loyalty

Process Context
Brief Description
Retention & Loyalty processes can be completed without delay, when a request is
received from a customer
The purpose of the Support Retention & Loyalty processes is to make sure that there is
capability (for example, information, materials, systems and resources) so that the
Retention & Loyalty processes can operate effectively. Examples are information on
current requests for analysis and collection of customer profile information, materials
needed to analyze customer retention and loyalty information, systems needed to analyze
customer retention and loyalty information, requests for the provisioning of additional
resources where it has been identified that current levels will impact on timely retention
and loyalty information collection and delivery.
These processes undertake trend analysis on retention and loyalty, including customer
acquisitions and churn, and the effectiveness of loyalty schemes.
Explanatory
Mandatory
Optional
Interactions
Support Marketing Fulfillment

Process Context
Brief Description
Ensure that there is capability to support the expected demand for the Marketing
Fulfillment Response processes so that they can operate effectively.
The purpose of the Support Marketing Fulfillment processes is to ensure that there is
Marketing Fulfillment Response processes can operate effectively. These processes
monitor planned Product Launches and current Marketing Fulfillment activity, then
redistribute existing capability or enable new capability (people, facilities, infrastructure).
These processes undertake trend analysis on marketing, including problems occurring
and launch effectiveness.
Explanatory
Mandatory
Optional
Interactions
Support Selling

Process Context
Brief Description
Administer and manage the operation of the various sales channels and to ensure that
there is capability (for example, information, materials, systems and resources) to support
the Selling processes.
The purpose of the Support Selling processes is twofold - to administer and manage the
operation of the various sales channels and to ensure that there is capability (for
example, information, materials, systems and resources) to support the Selling processes
so that they can operate effectively.
These processes monitor current selling trends, and are responsible for the optimization
and/or redistribution of existing sales channel capability or for enabling new capability
(people, facilities, infrastructure). These processes undertake trend analysis on selling,
including problems, successes, profit and loss
Support Selling processes deal with the administration of the Selling processes and the
effectiveness of the channels to support new and existing products, as well as existing
and potential customers. The processes ensure the effectiveness of the sales staff and
channels both in terms of skill sets available, but also in terms of demand forecasting and
management of utilization. These processes are also responsible for the administration
and management of sales channel incentive, compensation and reward schemes, and for
assessing the performance and effectiveness of sales channels.
Other marketing processes, such as Manage Campaign and Product Marketing
Communications & Promotion, are responsible for determining the appropriate selling
route or channel, and the required selling method and mechanism for specific market
segments and channels, by product or product family, e.g., face-to-face contact,
telemarketing, etc. Support Selling processes are responsible for ensuring that the sales
channels are capable of implementing the required selling method and have the
necessary skills and capacity to support the anticipated volumes and type of product in
each market segment. These processes are responsible for providing feedback on the
performance and effectiveness information as required to other marketing processes.
Sales Channels managed by these processes include retail storefronts, e.g. a third-party
retailer or an enterprise's own storefront, various web sites or ISPs, B2B marketplaces or
direct relationships with external parties, distributors for that product family, account
teams, outbound calling teams, direct sales teams, etc.
The Support Selling processes are responsible for the collection and administration of
sales lead s and the associated probabilities, and for the distribution of leads to the
appropriate sales channels. Leads are collected from many processes both customer
facing processes and back-end processes. This process is responsible to ensure that
processes are operating to collect leads wherever they arise, for the management of
leads, and for the matching of the lead to the appropriate sales channel. These
processes are responsible for distributing the lead into the appropriate sales channel.
Explanatory
Mandatory
Optional
Interactions
Support Customer QoS/SLA

Process Context
Brief Description
Support Customer QoS/SLA Management processes by proactively monitoring and
assessing the performance of purchased product offerings as a group against agreed
QoS/SLA parameters, and monitoring, managing and reporting on the capability of the
Customer QoS/SLA Management processes.
The responsibilities of the Support Customer QoS/SLA Management processes are
twofold - support Customer QoS/SLA Management processes by proactively monitoring
and assessing the performance of purchased product offerings as a group against agreed
Proactive management is undertaken using a range of performance parameters, whether

technical, time, economic or process related.
The responsibilities of the processes include, but are not limited to:
· Undertaking proactive monitoring regimes of groups of similar purchased product
offerings as required to ensure ongoing performance within agreed parameters over
time;
· Developing and maintaining, in the product offering repository, acceptable and/or
commercially agreed performance threshold standards for purchased product offerings to
support the Customer QoS/SLA Management processes;
· Undertaking trend analysis, and producing reports, of the QoS performance of groups of
like purchased product offerings to identify any longer term deterioration;
· Monitoring and analyzing the purchased product offering performance analyses
produced by the Customer QoS/SLA Management processes to identify problems that
may be applicable to purchased product offerings as a whole;
· Aggregate analysis of QoS performance across groups of customers or aggregate
analysis of SLA types;
· Sourcing details relating to purchased product offerings performance and analysis from
the product offering inventory to assist in the development of trend analyses;
· Logging the results of the analysis into the product offering inventory repository;·
Establishing and managing facilities to inform customers of, and negotiate agreement for,
planned service outages;
· Tracking and monitoring of the Customer QoS/SLA Management processes and
associated costs, and reporting on the capability of the Customer QoS/SLA Management
processes;
· Establishing and managing customer notification facilities and lists to support the
Customer QoS/SLA Management notification and reporting processes; and
· Supporting the Support Customer QoS/SLA Management process.
Explanatory
Mandatory
Optional
Interactions
Manage Campaign
Process Context
Brief Description
Manage individual marketing campaigns developed by Product Marketing
Communications & Promotion processes.
The purpose of the Manage Campaign processes is to manage individual Marketing
Campaigns developed by Product Marketing Communications & Promotion processes.
These processes monitor and undertake trend analysis on the effectiveness of the
campaigns, make modifications and report results. Manage Campaign processes ensure
that Marketing Fulfillment Response is staffed, trained and equipped appropriately to
support the specific campaign, whether direct mail, TV ad, etc.
Explanatory
Mandatory
Optional
Interactions
Manage Customer Inventory

Process Context
Brief Description
Establish, manage and administer the enterprise's customer inventory, as embodied in
the Customer Inventory Database, and monitor and report on the usage and access to
the customer inventory, and the quality of the data maintained in it.
The purpose of the Manage Customer Inventory processes are twofold - establish,
manage and administer the enterprise's customer inventory, as embodied in the
Customer Inventory Database, and monitor and report on the usage and access to the
customer inventory, and the quality of the data maintained in it.
The customer inventory maintains records of all customers, their interactions with the
enterprise, any contracts established, and any other customer related- information,
required to support CRM and other processes.
· Identifying the inventory-relevant information requirements to be captured for customers
;
· Identifying, establishing and maintaining customer inventory repository facilities;
· Establishing and managing the customer inventory management and information
capture processes;
· Managing the registration and access control processes that enable processes to
create, modify, update, delete and/or download customer data to and from the customer
inventory;
· Ensuring the customer inventory repository accurately captures and records all identified
customer details, through use of automated or manual audits;
· Tracking and monitoring of the usage of, and access to, the customer inventory
repository and associated costs, and reporting on the findings; and
· Identifying any technical driven shortcomings of the customer inventory repository, and
providing input to Resource Development & Management processes to rectify these
issues.
Explanatory
Mandatory
Optional
Interactions
Manage Product Offering Inventory

Process Context
Brief Description
Establish, manage and administer the enterprise's product offering inventory, as
embodied in the Product Offering Inventory Database, and monitor and report on the
usage and access to the product offering inventory, and the quality of the data maintained
in it.
The purpose of the Manage Product Offering Inventory processes are twofold - establish,
manage and administer the enterprise's product offering inventory, as embodied in the
Product Offering Inventory Database, and monitor and report on the usage and access to
the product offering inventory, and the quality of the data maintained in it.
The product offering inventory maintains records of all product offerings, their interactions
with the enterprise, and any other product offering related- information, required to
support CRM and other processes.
The product offering inventory is also responsible for maintaining the association between
customers and purchased product offering instances, created as a result of the Order
Handling processes.
· Identifying the inventory-relevant information requirements to be captured for product
offerings ;
· Identifying, establishing and maintaining product offering inventory repository facilities;
· Establishing and managing the product offering inventory management and information
capture processes;
create, modify, update, delete and/or download product offering data to and from the
product offering inventory;
· Ensuring the product offering inventory repository accurately captures and records all
identified product offering details, through use of automated or manual audits;
· Tracking and monitoring of the usage of, and access to, the product offering inventory
· Identifying any technical driven shortcomings of the product offering inventory
repository, and providing input to Resource Development & Management processes to
rectify these issues.
Explanatory
Mandatory
Optional
Interactions
Manage Sales Inventory

Process Context
Brief Description
Establish, manage and administer the enterprise's inventory of sales prospects, actual
sales, channel management and sales commissions, as embodied in the Sales Inventory
Database, and monitor and report on the usage and access to the sales inventory, and
the quality of the data maintained in it.
The purpose of the Manage Sales Inventory processes are twofold - establish, manage
and administer the enterprise's inventory of sales prospects, actual sales, channel
management and sales commissions, as embodied in the Sales Inventory Database, and
monitor and report on the usage and access to the sales inventory, and the quality of the
data maintained in it.
The sales inventory maintains records of all sales, sales prospects and sales leads, sales
channel activity, marketing campaign targets and performance, sales commissions and
any other sales related- information, required to support both the Support Selling and the
Selling processes.
The sales inventory is also responsible for maintaining the association between
customers and sales instances, created as a result of the Selling processes.
· Identifying and storing the inventory-relevant information requirements to be captured
for sales processes and sales commission management ;
· Identifying, establishing and maintaining sales inventory repository facilities;
· Establishing and managing the sales inventory management and information capture
processes;
create, modify, update, delete and/or download sales data to and from the sales
inventory;
· Ensuring the sales inventory repository accurately captures and records all identified
sales details, through use of automated or manual audits;
· Tracking and monitoring of the usage of, and access to, the sales inventory repository
and associated costs, and reporting on the findings; and
· Identifying any technical driven shortcomings of the sales inventory repository, and
issues.
Explanatory
Mandatory
Optional
Interactions
Support Bill Invoice Management

Process Context
Brief Description
Ensure that all information, materials, systems and resources are available so that the Bill
Invoice Management processes can be completed without delay.
Not used for this process element.
Explanatory
The "Support Bill Invoicing Management"is responsible for the "lists of customers who are
eligible for receiving bills in electronic format", not responsible for list of customers
receiving bills, there is a difference.
Mandatory
The purpose of the Support Bill Invoice Management processes is to make sure that
there is capability (for example, information, materials, systems and resources) so that
the Bill Invoice Management processes can operate effectively.
Where a commercial agreement has been established with a customer to present a billing
invoice in a particular customer specific format, these processes are responsible for
establishing and maintain the customer specific billing invoice formats, and any
interaction with specific customers to modify the format, and design and development of
the Service Provider’s invoicing process.
These processes maintain lists of customers who are eligible for receiving bills in
electronic format, and maintain the form of electronic format to be used on a customer
basis.
Optional
Examples are information needed to generate invoices like taxes, charges, prices, etc.,
information needed to deliver bills to customers such as address formats and post/zip
codes structures, systems needed to create bills, requests for provisioning of additional
resources where it has been identified that current levels will impact on timely bill
preparation.
Interactions
Support Bill Payments & Receivables Management

Process Context
Brief Description
Ensure that all information and systems are available so that the Bill Payments &
Receivables Management processes can be completed without delay.
Explanatory
The payment processes should be established before operation.
Mandatory
The purpose of the Support Bill Payments & Receivables Management processes is to
make sure that there is capability (for example, established collection channels,
information and systems) so that the Bill Payments & Receivables Management
processes can operate effectively. Examples are collection channels capable of
processing customer bill payments, information on payments done by customers,
systems needed to process the payments and make the customer bill account balance.
In addition these processes are responsible for establishing, managing and, if required,
operating the various payment processes that the Service Provider chooses to establish.
Optional
These processes undertake trend analysis on customer billing debts, alerting when pre-
determined thresholds are tended to be exceeded.
Interactions
Support Bill Inquiry Handling

Process Context
Brief Description
Ensure that all information, systems and resources are available so that the Bill Inquiry
Handling processes can be completed without delay.
The purpose of the Support Bill Inquiry Handling processes is to make sure that there is
capability (for example, information, systems and resources) so that the Bill Inquiry
Handling processes can operate effectively. Examples are information on how to respond
to current billing issues being raised by customers, systems needed to create customer
bill inquiry and complaint reports, requests for provisioning of additional resources where
it has been identified that current levels will impact on timely billing complaint handling.
These processes are responsible for managing billing policies associated with customer
billing dispute settlements.
These processes undertake trend analysis on billing queries and complaints.
Explanatory
Mandatory
Optional
Interactions
Support Billing & Collections (DELETED)
Process Identifier: 1.1.1.1.4 (This Process ID has been deliberately unused!)

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
Brief Description
Deleted
Deleted
Explanatory
Mandatory
Optional
Interactions
1.1.1.1.1 Support Customer Interface

Management
Figure 2. Support Customer Interface Management decomposition into level 4 processes
Support Customer Interface Management

Process Context
Brief Description
Customer Interface Management processes can operate effectively, when a contact with
a customer occurs.
The purpose of the Support Customer Interface Management processes is to ensure that
there is capability (for example, information, materials, systems and resource) so that the
Customer Interface Management processes can operate effectively when a contact with a
customer occurs. Examples are information on how to handle unusual requests based on
temporary situations, systems needed to accept and track customer contacts, requests
for the provisioning of additional resources where it has been identified that current levels
will impact on timely contact handling.
customer interfaces. This support could be in updating agent scripts, IVR
announcements, Web pages, etc. Customer Interface Support processes keep up to date
all information concerning customers.
These processes undertake trend analysis on customer contacts, e.g. type, frequency,
duration, outcome.
Explanatory
Mandatory
Optional
Interactions
Ensure Customer Interface Capability
Process Identifier: 1.1.1.1.1.1

Process Context
Brief Description
Ensure that there is capability (for example, information, materials, systems and
resource) so that the Customer Interface Management processes can operate effectively
when a contact with a customer occurs. Examples are information on how to handle
unusual requests based on temporary situations, systems needed to accept and track
customer contacts, requests for the provisioning of additional resources where it has
been identified that current levels will impact on timely contact handling. These processes
are responsible for implementing generic and specific changes to customer interfaces.
This support could be in updating agent scripts, IVR announcements, Web pages, etc.
Customer Interface Support processes keep up to date all information concerning
customers.
Not used for this process element
Explanatory
Mandatory
Optional
Interactions
Undertake Customer Contacts Trend Analysis

Process Context
Brief Description
Undertake trend analysis on customer contacts, e.g. type, frequency, duration, outcome.
Explanatory
Mandatory
Optional
Interactions
1.1.1.1.2 Support Order Handling
Figure 3. Support Order Handling decomposition into level 4 processes
Support Order Handling

Process Context
Brief Description
Ensure that new and/or modified Order Handling related infrastructure is deployed
effectively, and to ensure that Order Handling processes can operate effectively.
The purpose of the Support Order Handling processes is twofold – to ensure that new
and/or modified Order Handling related infrastructure is deployed effectively, and to
ensure that Order Handling processes can operate effectively.
For the Order Handling processes the role of the Support Order Handling processes is to
make sure that there is sufficient process capacity and capability (for example
information, materials, systems and resources) so that the Order Handling processes can
operate effectively.Examples are information on how to process orders for specific
product offerings, information needed to carry out designs, materials needed to confirm
customer order requests, systems needed to validate product offering availability.
· forecasting at an operational level customer order handling volume requirements;

· the capacity planning associated with the deployment of new and/or modified customer
order handling infrastructure;
and operation of new and/or modified customer order handling infrastructure;
· creation, deployment, modification and/or upgrading of customer order handling

· authoring, reviewing and approving operational procedures developed by Marketing &
· the testing and acceptance of new and/or modified customer order handling
infrastructure as part of the handover procedure from the Marketing & Offer Management
processes to Operations;
· detecting customer order handling infrastructure operational limitations and/or
· monitoring capacity utilization of deployed customer order handling infrastructure to
· reconfiguration and re-arrangement of under-utilized deployed customer order handling
infrastructure;
· managing recovery and/or removal of obsolete or unviable customer order handling
infrastructure;
· reporting on deployed customer order handling infrastructure capacity;
· Tracking and monitoring of the customer order handling infrastructure deployment
· reporting on the capability of the customer order handling infrastructure deployment
processes; and
· establishing and managing customer order handling notification facilities and lists to
The processes undertake trend analysis on order handling, such as time taken to
complete a customer order, frequency and type of Order Handling process issues
involved, and cancelled orders.
Explanatory
Mandatory
Optional
Interactions
Ensure Order Handling Capability

Process Context
Brief Description
resource) so that the Customer Interface Management processes can operate effectively
when a contact with a customer occurs. Examples are information on how to handle
unusual requests based on temporary situations, systems needed to accept and track
customer contacts, requests for the provisioning of additional resources where it has
been identified that current levels will impact on timely contact handling. These processes
are responsible for implementing generic and specific changes to customer interfaces.
This support could be in updating agent scripts, IVR announcements, Web pages, etc.
Customer Interface Support processes keep up to date all information concerning
customers.
Explanatory
Mandatory
Optional
Interactions
Forecast Order Handling Requirements

Process Context
Brief Description
forecasting at an operational level customer order handling volume requirements;
Explanatory
Mandatory
Optional
Interactions
Capacity Plan Order Handling Infrastructure

Process Context
Brief Description
capacity planning associated with the deployment of new and/or modified customer order
handling infrastructure;
Explanatory
Mandatory
Optional
Interactions
Manage Order Handling Organizational Changes

Process Context
Brief Description
establishment and monitoring of organizational arrangements to support deployment and
operation of new and/or modified customer order handling infrastructure;
Explanatory
Mandatory
Optional
Interactions
Support Order Handling Infrastructure Deployment

Process Context
Brief Description
creation, deployment, modification and/or upgrading of customer order handling

Explanatory
Mandatory
Optional
Interactions
Approve Order Handling Procedues

Process Context
Brief Description
authoring, reviewing and approving operational procedures developed by Marketing &
Explanatory
Mandatory
Optional
Interactions
Accept Order Handling Infrastructure

Process Context
Brief Description
testing and acceptance of new and/or modified customer order handling infrastructure as
part of the handover procedure from the Marketing & Offer Management processes to
Operations;
Explanatory
Mandatory
Optional
Interactions
Address Order Handling infrastructure Issues

Process Context
Brief Description
detecting customer order handling infrastructure operational limitations and/or
Explanatory
Mandatory
Optional
Interactions
Roll-out Order Handling Infrastructure

Process Context
Brief Description
co-ordination and roll-out, in accordance with approved plans, of the approved new
Explanatory
Mandatory
Optional
Interactions
Detect Order Handling infrastructure Shortfalls

Process Context
Brief Description
monitoring capacity utilization of deployed customer order handling infrastructure to
Explanatory
Mandatory
Optional
Interactions
Rebalance Order Handling Infrastructure Utilization

Process Context
Brief Description
reconfiguration and re-arrangement of under-utilized deployed customer order handling
infrastructure;
Explanatory
Mandatory
Optional
Interactions
Remove Order Handling Infrastructure

Process Context
Brief Description
managing recovery and/or removal of obsolete or unviable customer order handling
infrastructure;
Explanatory
Mandatory
Optional
Interactions
Report Order Handling Infrastructure Capacity

Process Context
Brief Description
reporting on deployed customer order handling infrastructure capacity;
Explanatory
Mandatory
Optional
Interactions
Track Third-Party Order Handling Infrastructure Deployment

Process Context
Brief Description
Tracking and monitoring of the customer order handling infrastructure deployment

Explanatory
Mandatory
Optional
Interactions
Report Order Handling Infrastructure Deployment Process Capability

Process Context
Brief Description
reporting on the capability of the customer order handling infrastructure deployment
processes; and
Explanatory
Mandatory
Optional
Interactions
Manage Order Handling Notification

Process Context
Brief Description
establishing and managing customer order handling notification facilities and lists to
Explanatory
Mandatory
Optional
Interactions
Undertake Order Handling Trend Analysis

Process Context
Brief Description
Undertake trend analysis on order handling, such as time taken to complete a customer
order, frequency and type of Order Handling process issues involved, and cancelled
orders.
Explanatory
Mandatory
Optional
Interactions
1.1.1.1.3 Support Problem Handling
Figure 4. Support Problem Handling decomposition into level 4 processes
Support Problem Handling
Process Context
Brief Description
Assist Problem Handling processes by proactively undertaking statistically driven
preventative and scheduled purchased product offering maintenance activities and
monitoring, managing and reporting on the capability of the Problem Handling processes.
The responsibilities of the Support Problem Handling processes are twofold - assist
Problem Handling processes by proactively undertaking statistically driven preventative
and scheduled purchased product offering maintenance activities and monitoring,
managing and reporting on the capability of the Problem Handling processes.
These processes are responsible for ensuring that the purchased product offerings are
working effectively and efficiently.
· Requesting scheduling of additional customer purchased product offering data collection
· Requesting scheduling of customer purchased product offering performance testing to
· Developing and managing customer purchased product offering proactive maintenance
programs;
· Requesting customer provisioning activity to prevent anticipated customer problems
· Reporting outcomes of trend analysis to Market & Offer Management processes to
· Tracking and monitoring of the Problem Handling processes and associated costs
· Establishing and managing customer problem notification facilities and lists to support
Explanatory
Mandatory
Optional
Interactions
Ensure Product Offering Operation

Process Context
Brief Description
Ensure that the purchased product offerings are working effectively and efficiently.
Explanatory
Mandatory
Optional
Interactions
Undertake Product Offering Trend Analysis

Process Context
Brief Description
Extracting and analyzing, including undertaking trend analysis, historical and current
Explanatory
Mandatory
Optional
Interactions
Request Product Offering Data Collection

Process Context
Brief Description
Requesting scheduling of additional customer purchased product offering data collection
Explanatory
Mandatory
Optional
Interactions
Request Product Offering Performance Testing

Process Context
Brief Description
Requesting scheduling of customer purchased product offering performance testing to
Explanatory
Mandatory
Optional
Interactions
Manage Product Offering Maintenenance Programs

Process Context
Brief Description
Developing and managing customer purchased product offering proactive maintenance
programs;
Explanatory
Mandatory
Optional
Interactions
Request Provisioning Intervention

Process Context
Brief Description
Requesting customer provisioning activity to prevent anticipated customer problems
Explanatory
Mandatory
Optional
Interactions
Report Product Offering Trend Analysis

Process Context
Brief Description
Reporting outcomes of trend analysis to Market & Offer Management processes to
Explanatory
Mandatory
Optional
Interactions
Track Problem Handling Process Capability

Process Context
Brief Description
Tracking and monitoring of the Problem Handling processes and associated costs
Explanatory
Mandatory
Optional
Interactions
Manage Problem Handling Notification

Process Context
Brief Description
Establishing and managing customer problem notification facilities and lists to support
Explanatory
Mandatory
Optional
Interactions
Undertake Problem Handling Trend Analysis

Process Context
Brief Description
Explanatory
Mandatory
Optional
Interactions
1.1.1.1.5 Support Retention & Loyalty
Figure 5. Support Retention & Loyalty decomposition into level 4 processes
Support Retention & Loyalty

Process Context
Brief Description
Retention & Loyalty processes can be completed without delay, when a request is
received from a customer
The purpose of the Support Retention & Loyalty processes is to make sure that there is
Retention & Loyalty processes can operate effectively. Examples are information on
current requests for analysis and collection of customer profile information, materials
needed to analyze customer retention and loyalty information, systems needed to analyze
customer retention and loyalty information, requests for the provisioning of additional
resources where it has been identified that current levels will impact on timely retention
and loyalty information collection and delivery.
These processes undertake trend analysis on retention and loyalty, including customer
acquisitions and churn, and the effectiveness of loyalty schemes.
Explanatory
Mandatory
Optional
Interactions
Ensure Retention & Loyalty Capability

Process Context
Brief Description
resources) so that the Retention & Loyalty processes can operate effectively. Examples
are information on current requests for analysis and collection of customer profile
information, materials needed to analyze customer retention and loyalty information,
systems needed to analyze customer retention and loyalty information, requests for the
provisioning of additional resources where it has been identified that current levels will
impact on timely retention and loyalty information collection and delivery.
Explanatory
Mandatory
Optional
Interactions
Undertake Retention & Loyalty Trend Analysis

Process Context
Brief Description
Undertake trend analysis on retention and loyalty, including customer acquisitions and
churn, and the effectiveness of loyalty schemes.
Explanatory
Mandatory
Optional
Interactions
1.1.1.1.6 Support Marketing Fulfillment
Figure 6. Support Marketing Fulfillment decomposition into level 4 processes
Support Marketing Fulfillment

Process Context
Brief Description
Ensure that there is capability to support the expected demand for the Marketing
Fulfillment Response processes so that they can operate effectively.
The purpose of the Support Marketing Fulfillment processes is to ensure that there is
Marketing Fulfillment Response processes can operate effectively. These processes
monitor planned Product Launches and current Marketing Fulfillment activity, then
These processes undertake trend analysis on marketing, including problems occurring
and launch effectiveness.
Explanatory
Mandatory
Optional
Interactions
Ensure Marketing Fulfillment Capability

Process Context
Brief Description
resources) so that the Marketing Fulfillment Response processes can operate effectively.
Monitor planned Product Launches and current Marketing Fulfillment activity, then
Explanatory
Mandatory
Optional
Interactions
Undertake Marketing Fulfillment Trend Analysis

Process Context
Brief Description
Undertake trend analysis on marketing, including problems occurring and launch
effectiveness.
Explanatory
Mandatory
Optional
Interactions
1.1.1.1.7 Support Selling
Figure 7. Support Selling decomposition into level 4 processes
Support Selling

Process Context
Brief Description
Administer and manage the operation of the various sales channels and to ensure that
there is capability (for example, information, materials, systems and resources) to support
the Selling processes.
The purpose of the Support Selling processes is twofold - to administer and manage the
operation of the various sales channels and to ensure that there is capability (for
example, information, materials, systems and resources) to support the Selling processes
so that they can operate effectively.
These processes monitor current selling trends, and are responsible for the optimization
and/or redistribution of existing sales channel capability or for enabling new capability
(people, facilities, infrastructure). These processes undertake trend analysis on selling,
including problems, successes, profit and loss
Support Selling processes deal with the administration of the Selling processes and the
effectiveness of the channels to support new and existing products, as well as existing
and potential customers. The processes ensure the effectiveness of the sales staff and
channels both in terms of skill sets available, but also in terms of demand forecasting and
management of utilization. These processes are also responsible for the administration
and management of sales channel incentive, compensation and reward schemes, and for
assessing the performance and effectiveness of sales channels.
Other marketing processes, such as Manage Campaign and Product Marketing
The Support Selling processes are responsible for the collection and administration of
sales lead s and the associated probabilities, and for the distribution of leads to the
appropriate sales channels. Leads are collected from many processes both customer
facing processes and back-end processes. This process is responsible to ensure that
processes are operating to collect leads wherever they arise, for the management of
leads, and for the matching of the lead to the appropriate sales channel. These
processes are responsible for distributing the lead into the appropriate sales channel.
Explanatory
Mandatory
Optional
Interactions
Ensure Selling Capability

Process Context
Brief Description
resources) to support the Selling processes so that they can operate effectively.
Explanatory
Mandatory
Optional
Interactions
Manage Sales Channels

Process Context
Brief Description
Optimization and/or redistribution of existing sales channel capability or for enabling new
capability (people, facilities, infrastructure). administration of the Selling processes and
the effectiveness of the channels to support new and existing products, as well as
existing and potential customers. The processes ensure the effectiveness of the sales
staff and channels both in terms of skill sets available, but also in terms of demand
forecasting and management of utilization. These processes are also responsible for the
administration and management of sales channel incentive, compensation and reward

schemes, and for assessing the performance and effectiveness of sales channels. Other
marketing processes, such as Manage Campaign and Product Marketing
Explanatory
Mandatory
Optional
Interactions
Manage Sales Leads

Process Context
Brief Description
Collection and administration of sales lead s and the associated probabilities, and for the
distribution of leads to the appropriate sales channels. Leads are collected from many
processes both customer facing processes and back-end processes. This process is
responsible to ensure that processes are operating to collect leads wherever they arise,
for the management of leads, and for the matching of the lead to the appropriate sales
channel. These processes are responsible for distributing the lead into the appropriate
sales channel.
Explanatory
Mandatory
Optional
Interactions
Undertake Selling Trend Analysis

Process Context
Brief Description
Undertake trend analysis on selling, including problems, successes, profit and loss.
Monitor current selling trends
Explanatory
Mandatory
Optional
Interactions
1.1.1.1.8 Support Customer QoS/SLA
Figure 8. Support Customer QoS/SLA decomposition into level 4 processes
Support Customer QoS/SLA

Process Context
Brief Description
Support Customer QoS/SLA Management processes by proactively monitoring and
assessing the performance of purchased product offerings as a group against agreed
The responsibilities of the Support Customer QoS/SLA Management processes are
twofold - support Customer QoS/SLA Management processes by proactively monitoring
and assessing the performance of purchased product offerings as a group against agreed
· Undertaking proactive monitoring regimes of groups of similar purchased product
time;
· Developing and maintaining, in the product offering repository, acceptable and/or
· Undertaking trend analysis, and producing reports, of the QoS performance of groups of
· Monitoring and analyzing the purchased product offering performance analyses
produced by the Customer QoS/SLA Management processes to identify problems that
may be applicable to purchased product offerings as a whole;
· Aggregate analysis of QoS performance across groups of customers or aggregate
· Sourcing details relating to purchased product offerings performance and analysis from
· Logging the results of the analysis into the product offering inventory repository;·
· Tracking and monitoring of the Customer QoS/SLA Management processes and
processes;
· Establishing and managing customer notification facilities and lists to support the
Customer QoS/SLA Management notification and reporting processes; and
Explanatory
Mandatory
Optional
Interactions
Ensure Customer QoS/SLA Capability

Process Context
Brief Description
Supporting the Support Customer QoS/SLA Management process.
Explanatory
Mandatory
Optional
Interactions
Monitor Product Offerings

Process Context
Brief Description
Undertaking proactive monitoring regimes of groups of similar purchased product
time;
Explanatory
Mandatory
Optional
Interactions
Maintain Product Offering Performance Threshold Standards

Process Context
Brief Description
Developing and maintaining, in the product offering repository, acceptable and/or
Explanatory
Mandatory
Optional
Interactions
Monitoring Product Offering Performance Analyses

Process Context
Brief Description
Monitoring and analyzing the purchased product offering performance analyses produced
by the Customer QoS/SLA Management processes to identify problems that may be
applicable to purchased product offerings as a whole;
Explanatory
Mandatory
Optional
Interactions
Aggregate QoS Performance Analysis

Process Context
Brief Description
Aggregate analysis of QoS performance across groups of customers or aggregate

Explanatory
Mandatory
Optional
Interactions
Assist Trend Analysis Development

Process Context
Brief Description
Sourcing details relating to purchased product offerings performance and analysis from
Explanatory
Mandatory
Optional
Interactions
Log Product Offering Analysis Results

Process Context
Brief Description
Logging the results of the analysis into the product offering inventory repository
Explanatory
Mandatory
Optional
Interactions
Agree Service Outages

Process Context
Brief Description
Explanatory
Mandatory
Optional
Interactions
Track Customer QoS/SLA Management Process Capability

Process Context
Brief Description
Tracking and monitoring of the Customer QoS/SLA Management processes and
processes;
Explanatory
Mandatory
Optional
Interactions
Manage Customer QoS/SLA Management Notification

Process Context
Brief Description
Establishing and managing customer notification facilities and lists to support the
Customer QoS/SLA Management notification and reporting processes;
Explanatory
Mandatory
Optional
Interactions
Undertake QoS/SLA Performance Trend Analysis

Process Context
Brief Description
Undertake trend analysis, and producing reports, of the QoS performance of groups of
Explanatory
Mandatory
Optional
Interactions
1.1.1.1.9 Manage Campaign
Figure 9. Manage Campaign decomposition into level 4 processes
Manage Campaign

Process Context
Brief Description
Manage individual marketing campaigns developed by Product Marketing
Communications & Promotion processes.
The purpose of the Manage Campaign processes is to manage individual Marketing
Campaigns developed by Product Marketing Communications & Promotion processes.
These processes monitor and undertake trend analysis on the effectiveness of the
campaigns, make modifications and report results. Manage Campaign processes ensure
that Marketing Fulfillment Response is staffed, trained and equipped appropriately to
support the specific campaign, whether direct mail, TV ad, etc.
Explanatory
Mandatory
Optional
Interactions
Ensure Campaign Support

Process Context
Brief Description
Ensure that Marketing Fulfillment Response is staffed, trained and equipped appropriately
to support the specific campaign, whether direct mail, TV ad, etc
Explanatory
Mandatory
Optional
Interactions
Undertake Campaign Trend Analysis

Process Context
Brief Description
Monitor and undertake trend analysis on the effectiveness of the campaigns
Explanatory
Mandatory
Optional
Interactions
Modify Campaign

Process Context
Brief Description
Modify campaign to improve on the effectiveness
Explanatory
Mandatory
Optional
Interactions
Report Campaign Effectiveness

Process Context
Brief Description
Report results on campaign effectivess.
Explanatory
Mandatory
Optional
Interactions
1.1.1.1.10 Manage Customer Inventory
Figure 10. Manage Customer Inventory decomposition into level 4 processes
Manage Customer Inventory

Process Context
Brief Description
Establish, manage and administer the enterprise's customer inventory, as embodied in
the Customer Inventory Database, and monitor and report on the usage and access to
the customer inventory, and the quality of the data maintained in it.
The purpose of the Manage Customer Inventory processes are twofold - establish,
manage and administer the enterprise's customer inventory, as embodied in the
Customer Inventory Database, and monitor and report on the usage and access to the
customer inventory, and the quality of the data maintained in it.
The customer inventory maintains records of all customers, their interactions with the
enterprise, any contracts established, and any other customer related- information,
required to support CRM and other processes.
· Identifying the inventory-relevant information requirements to be captured for customers
;
· Identifying, establishing and maintaining customer inventory repository facilities;
· Establishing and managing the customer inventory management and information
capture processes;
create, modify, update, delete and/or download customer data to and from the customer
inventory;
· Ensuring the customer inventory repository accurately captures and records all identified
customer details, through use of automated or manual audits;
· Tracking and monitoring of the usage of, and access to, the customer inventory
· Identifying any technical driven shortcomings of the customer inventory repository, and
issues.
Explanatory
Mandatory
Optional
Interactions
Identify Relevant Customer Inventory Information

Process Context
Brief Description
Identifying the inventory-relevant information requirements to be captured for customers ;
Explanatory
Mandatory
Optional
Interactions
Maintain Customer Inventory facilities

Process Context
Brief Description
Identifying, establishing and maintaining customer inventory repository facilities;
Explanatory
Mandatory
Optional
Interactions
Manage Customer Inventory Capture

Process Context
Brief Description
Establishing and managing the customer inventory management and information capture
processes;
Explanatory
Mandatory
Optional
Interactions
Control Customer Inventory Access

Process Context
Brief Description
Managing the registration and access control processes that enable processes to create,
modify, update, delete and/or download customer data to and from the customer
inventory;
Explanatory
Mandatory
Optional
Interactions
Ensure Customer Inventory Data Quality

Process Context
Brief Description
Ensuring the customer inventory repository accurately captures and records all identified
customer details, through use of automated or manual audits. Monitoring and reporting on
the quality of the data maintained in the inventory. The customer inventory maintains
records of all customers, their interactions with the enterprise, any contracts established,
and any other customer related- information, required to support CRM and other
processes.
Explanatory
Mandatory
Optional
Interactions
Track Customer Inventory Usage

Process Context
Brief Description
Tracking and monitoring of the usage of, and access to, the customer inventory repository
and associated costs, and reporting on the findings
Explanatory
Mandatory
Optional
Interactions
Identify Customer Inventory Shortcomings

Process Context
Brief Description
Identifying any technical driven shortcomings of the customer inventory repository, and
issues.
Explanatory
Mandatory
Optional
Interactions
1.1.1.1.11 Manage Product Offering

Inventory
Figure 11. Manage Product Offering Inventory decomposition into level 4 processes
Manage Product Offering Inventory

Process Context
Brief Description
Establish, manage and administer the enterprise's product offering inventory, as
embodied in the Product Offering Inventory Database, and monitor and report on the
usage and access to the product offering inventory, and the quality of the data maintained
in it.
The purpose of the Manage Product Offering Inventory processes are twofold - establish,
manage and administer the enterprise's product offering inventory, as embodied in the
Product Offering Inventory Database, and monitor and report on the usage and access to
the product offering inventory, and the quality of the data maintained in it.
The product offering inventory maintains records of all product offerings, their interactions
with the enterprise, and any other product offering related- information, required to
support CRM and other processes.
The product offering inventory is also responsible for maintaining the association between
customers and purchased product offering instances, created as a result of the Order
Handling processes.
· Identifying the inventory-relevant information requirements to be captured for product
offerings ;
· Identifying, establishing and maintaining product offering inventory repository facilities;
· Establishing and managing the product offering inventory management and information
capture processes;
create, modify, update, delete and/or download product offering data to and from the
product offering inventory;
· Ensuring the product offering inventory repository accurately captures and records all
identified product offering details, through use of automated or manual audits;
· Tracking and monitoring of the usage of, and access to, the product offering inventory
· Identifying any technical driven shortcomings of the product offering inventory
Explanatory
Mandatory
Optional
Interactions
Identify Relevant Product Offering Inventory Information

Process Context
Brief Description
Identifying the inventory-relevant information requirements to be captured for product
offerings
Explanatory
Mandatory
Optional
Interactions
Maintain Product Offering Inventory facilities

Process Context
Brief Description
Identifying, establishing and maintaining product offering inventory repository facilities;
Explanatory
Mandatory
Optional
Interactions
Manage Product Offering Inventory Capture

Process Context
Brief Description
Establishing and managing the product offering inventory management and information
capture processes;
Explanatory
Mandatory
Optional
Interactions
Control Product Offering Inventory Access

Process Context
Brief Description
modify, update, delete and/or download product offering data to and from the product
offering inventory
Explanatory
Mandatory
Optional
Interactions
Ensure Product Offering Inventory Data Quality

Process Context
Brief Description
Ensuring the product offering inventory repository accurately captures and records all
identified product offering details, through use of automated or manual audits. Monitoring
and reporting on the quality of the data maintained in the inventory. The product offering
inventory maintains records of all product offerings, their interactions with the enterprise,
and any other product offering related- information, required to support CRM and other
processes. The product offering inventory is also responsible for maintaining the
association between customers and purchased product offering instances, created as a
result of the Order Handling processes.
Explanatory
Mandatory
Optional
Interactions
Track Product Offering Inventory Usage

Process Context
Brief Description
Tracking and monitoring of the usage of, and access to, the product offering inventory
repository and associated costs, and reporting on the findings
Explanatory
Mandatory
Optional
Interactions
Identify Product Offering Inventory Shortcomings

Process Context
Brief Description
Identifying any technical driven shortcomings of the product offering inventory repository,
and providing input to Resource Development & Management processes to rectify these
issues.
Explanatory
Mandatory
Optional
Interactions
1.1.1.1.12 Manage Sales Inventory
Figure 12. Manage Sales Inventory decomposition into level 4 processes
Manage Sales Inventory

Process Context
Brief Description
Establish, manage and administer the enterprise's inventory of sales prospects, actual
sales, channel management and sales commissions, as embodied in the Sales Inventory
Database, and monitor and report on the usage and access to the sales inventory, and
the quality of the data maintained in it.
The purpose of the Manage Sales Inventory processes are twofold - establish, manage
and administer the enterprise's inventory of sales prospects, actual sales, channel
management and sales commissions, as embodied in the Sales Inventory Database, and
monitor and report on the usage and access to the sales inventory, and the quality of the
data maintained in it.
The sales inventory maintains records of all sales, sales prospects and sales leads, sales
channel activity, marketing campaign targets and performance, sales commissions and
any other sales related- information, required to support both the Support Selling and the
Selling processes.
The sales inventory is also responsible for maintaining the association between
customers and sales instances, created as a result of the Selling processes.
· Identifying and storing the inventory-relevant information requirements to be captured
for sales processes and sales commission management ;
· Identifying, establishing and maintaining sales inventory repository facilities;
· Establishing and managing the sales inventory management and information capture
processes;
create, modify, update, delete and/or download sales data to and from the sales
inventory;
· Ensuring the sales inventory repository accurately captures and records all identified
sales details, through use of automated or manual audits;
· Tracking and monitoring of the usage of, and access to, the sales inventory repository
· Identifying any technical driven shortcomings of the sales inventory repository, and
issues.
Explanatory
Mandatory
Optional
Interactions
Identify Relevant Sales Inventory Information

Process Context
Brief Description
Identifying the inventory-relevant information requirements to be captured for customers ;
Explanatory
Mandatory
Optional
Interactions
Maintain Sales Inventory facilities

Process Context
Brief Description
Identifying, establishing and maintaining sales inventory repository facilities;
Explanatory
Mandatory
Optional
Interactions
Manage Sales Inventory Capture

Process Context
Brief Description
Establishing and managing the sales inventory management and information capture
processes;
Explanatory
Mandatory
Optional
Interactions
Control Sales Inventory Access

Process Context
Brief Description
modify, update, delete and/or download custsalesomer data to and from the sales
inventory;
Explanatory
Mandatory
Optional
Interactions
Ensure Sales Inventory Data Quality

Process Context
Brief Description
Ensuring the sales inventory repository accurately captures and records all identified
sales details, through use of automated or manual audits. Monitoring and reporting on
the quality of the data maintained in the inventory. The sales inventory maintains records
of all sales, sales prospects and sales leads, sales channel activity, marketing campaign
targets and performance, sales commissions and any other sales related- information,
required to support both the Support Selling and the Selling processes. The sales
inventory is also responsible for maintaining the association between customers and
sales instances, created as a result of the Selling processes.
Explanatory
Mandatory
Optional
Interactions
Track Sales Inventory Usage

Process Context
Brief Description
Tracking and monitoring of the usage of, and access to, the sales inventory repository
and associated costs, and reporting on the findings
Explanatory
Mandatory
Optional
Interactions
Identify Sales Inventory Shortcomings

Process Context
Brief Description
Identifying any technical driven shortcomings of the sales inventory repository, and
issues.
Explanatory
Mandatory
Optional
Interactions
1.1.1.1.13 Support Bill Invoice

Management
Figure 13. Support Bill Invoice Management decomposition into level 4 processes
Support Bill Invoice Management

Process Context
Brief Description
Ensure that all information, materials, systems and resources are available so that the Bill
Invoice Management processes can be completed without delay.
Explanatory
The "Support Bill Invoicing Management"is responsible for the "lists of customers who are
eligible for receiving bills in electronic format", not responsible for list of customers
receiving bills, there is a difference.
Mandatory
The purpose of the Support Bill Invoice Management processes is to make sure that
there is capability (for example, information, materials, systems and resources) so that
the Bill Invoice Management processes can operate effectively.
Where a commercial agreement has been established with a customer to present a billing
invoice in a particular customer specific format, these processes are responsible for
establishing and maintain the customer specific billing invoice formats, and any
interaction with specific customers to modify the format, and design and development of
the Service Provider’s invoicing process.
These processes maintain lists of customers who are eligible for receiving bills in
electronic format, and maintain the form of electronic format to be used on a customer
basis.
Optional
preparation.
Interactions
Determine Bill Invoice Management Capability

Process Context
Brief Description
Make sure that there is capability so that the Bill Invoice Management processes can
operate effectively.
Explanatory
preparation
Mandatory
The purpose of the Determine Bill Invoice Management Capability process is to make
sure that there is capability (for example, information, materials, systems and resources)
so that the Bill Invoice Management processes can operate effectively.
Optional
Interactions
Establish & Maintain Bill Invoice Format

Process Context
Brief Description
Establish and maintain the customer bill invoice formats, and any interaction with specific
customers to modify the format.
Explanatory
Mandatory
The purpose of the Establish & Maintain Bill Invoice Format process is to establish and
maintain the customer bill invoice formats to be used on a customer basis, and any
interaction with specific customers to modify the format, where a commercial agreement
has been established with a customer to present a billing invoice in a particular customer
specific format. The bill invoice format should comprise electronic form, paper from or etc.
Optional
Interactions
Maintain Bill Customers List

Process Context
Brief Description
Maintain lists of customers who are eligible for receiving bills.
Explanatory
This process activity is used to maintain a list of customer. This is needed information for
Bill Invoice Management process to deliver bills to customers.
Mandatory
The Maintain Bill Customers List process is to maintain lists of customers who are eligible
for receiving bills. The multiple customer lists may exist for different usage, for example,
customer list for receiving electronic bills, customer list for receiving paper bills. The
process is responsible for adding a customer into the list and removing a customer from
the list and maintaining delivery addresses of customers in the list.
Optional
Interactions
Define Billing Cycle

Process Context
Brief Description
Define the billing cycles and respective dates according to cash flow needs as
established by Financial Management processes.
Explanatory
Mandatory
The purpose of the Define Billing Cycle process is to define the billing cycles and
respective dates according to cash flow needs as established by Financial Management
processes.
Optional
Interactions
Analyze Billing Trend

Process Context
Brief Description
Undertake trend analysis on invoice generation, production and distribution issues.
Explanatory
Mandatory
The purpose of Analyze Billing Trend process is to analyse trend on invoice generation,
production and distribution issues, including volume per billing cycle.
Optional
Interactions
These analysis results may be utilized to improve the operational efficiency of Bill Invoice
Management processes, reduce operational costs and enhance customer experience.
Design & Develop Invoicing Process

Process Context
Brief Description
Design and develop the Service Provider’s invoicing process.
Explanatory
The billing invoice processes may include electronic/physical invoice format design,
electronic invoice distribution, physical invoice production and invoice distribution and etc.
Mandatory
The purpose of Design & Develop Invoicing Process process is to design and develop the
invoicing process according to Service Provider’s requirements. Service Provider would
orchestrate the relevant processes to manage and control the bill invoice production and
distribution in efficiency.
Optional
Interactions
Service Provider would orchestrate the relevant processes to manage and control the bill
invoice production and distribution in efficiency.
1.1.1.1.14 Support Bill Payments &

Receivables Management
Figure 14. Support Bill Payments & Receivables Management decomposition into level 4 processes
Support Bill Payments & Receivables Management

Process Context
Brief Description
Ensure that all information and systems are available so that the Bill Payments &
Receivables Management processes can be completed without delay.
Explanatory
The payment processes should be established before operation.
Mandatory
The purpose of the Support Bill Payments & Receivables Management processes is to
make sure that there is capability (for example, established collection channels,
processes can operate effectively. Examples are collection channels capable of
processing customer bill payments, information on payments done by customers,
systems needed to process the payments and make the customer bill account balance.
In addition these processes are responsible for establishing, managing and, if required,
operating the various payment processes that the Service Provider chooses to establish.
Optional
These processes undertake trend analysis on customer billing debts, alerting when pre-
determined thresholds are tended to be exceeded.
Interactions
Determine Bill Payments & Receivables Management Capability

Process Context
Brief Description
Make sure that there is capability that the Bill Payments & Receivables Management
processes can operate effectively.
Explanatory
Examples are collection channels capable of processing customer bill payments,
information on payments done by customers, systems needed to process the payments
and make the customer bill account balance.
Mandatory
The purpose of Determine Bill Payments & Receivables Management Capability process
is to make sure that there is capability (for example, established collection channels,
Optional
Interactions
Analyze Customer Payment Trend

Process Context
Brief Description
Analyse trend on customer billing debts, alerting when pre-determined thresholds are
tended to be exceeded.
Explanatory
Mandatory
The purpose of Analyze Customer Payment Trend process is to analyse trend on

customer billing debts, alerting when pre-determined thresholds are tended to be
exceeded.
Optional
Interactions
The analysis results may be utilized to guide developing billing debt policies to reduce or
avoid loss of enterprise incomes.
Administer Customer Payment Processes

Process Context
Brief Description
Establish, manage and, if required, operate the various payment processes that the
Service Provider chooses to establish
Explanatory
The process "Administer Customer Payment Processes" is to manage customer payment
processes, not to manage payment. The payment processes should be established
before operation. For example, business customers pay bills in different channel
comparing to personal customers. This is why this process is not under "Manage
Customer Payments".
Mandatory
The purpose of Administer Customer Payment Processes process is to establish,
manage and operate the payment processes chosen by Service Provider. The customer
payment processes may be according to the local policies (e.g. national law) and rules
decided by Service Provider. This process is also responsible for updating/revising the
payment processes on demand.
Optional
Interactions
1.1.1.1.15 Support Bill Inquiry Handling
Figure 15. Support Bill Inquiry Handling decomposition into level 4 processes
Support Bill Inquiry Handling

Process Context
Brief Description
Ensure that all information, systems and resources are available so that the Bill Inquiry
Handling processes can be completed without delay.
The purpose of the Support Bill Inquiry Handling processes is to make sure that there is
capability (for example, information, systems and resources) so that the Bill Inquiry
Handling processes can operate effectively. Examples are information on how to respond
to current billing issues being raised by customers, systems needed to create customer
bill inquiry and complaint reports, requests for provisioning of additional resources where
it has been identified that current levels will impact on timely billing complaint handling.
These processes are responsible for managing billing policies associated with customer
billing dispute settlements.
These processes undertake trend analysis on billing queries and complaints.
Explanatory
Mandatory
Optional
Interactions
Determine Bill Inquiry Handling Capability

Process Context
Brief Description
Make sure that there is capability so that the Bill Inquiry Handling processes can operate
effectively.
Explanatory
Examples are information on how to respond to current billing issues being raised by
customers, systems needed to create customer bill inquiry and complaint reports,
requests for provisioning of additional resources where it has been identified that current
levels will impact on timely billing complaint handling.
Mandatory
The purpose of the Determine Bill Inquiry Handling Capability processes is to make sure
that there is capability (for example, information, systems and resources) so that the Bill
Inquiry Handling processes can operate effectively.
Optional
Interactions
Manage Billing Policy

Process Context
Brief Description
Manage billing policies associated with customer billing dispute settlements.
Explanatory
Mandatory
The purpose of Manage Billing Policy process is to manage billing policies associated
with customer billing dispute settlements.The process is responsible for creating a new
billing policy, deleting and modifying an existing billing policy. It is also responsible for
associating the specific customer billing dispute to suitable billing policy to guide SP to
settle billing dispute.
Optional
Interactions
Analyze Bill Inquiry Trend
Process Context
Brief Description
Undertake trend analysis on billing queries and complaints.
Explanatory
Mandatory
The purpose of Analyze Bill Inquiry Trend process is to analyse trend on billing queries
and complaints.
Optional
Interactions
The analysis results may be utilized to guide SP to develop or adjust billing policy.
1.1.1.10 Bill Invoice Management
Figure 16. Bill Invoice Management decomposition into level 3 processes
Bill Invoice Management

Process Context
Brief Description
Ensure the bill invoice is created, physically and/or electronically produced and distributed
to customers, and that the appropriate taxes, discounts, adjustments, rebates and credits
for the products and services delivered to customers have been applied.
Bill Invoice Management processes ensure the bill invoice is created, physically and/or
electronically produced and distributed to customers, and that the appropriate taxes,
discounts, adjustments, rebates and credits for the products and services delivered to
customers have been applied. These processes are accountable for assuring that
enterprise revenue is billed and invoices delivered appropriately to customers.
These processes are responsible for, but not limited to:
• Establishment and application of taxes and charges to the services delivered to
customers;
• Application of the adjustment (adjustment decision done in Bill Inquiry Handling);
• Creation of accurate bill invoices including all adjustments, rebates, discounts, credits,
etc; and
• Production & distribution of bill in physical and/or electronic form to customers in

accordance with the billing cycle;
• Forecasting of physical resources associated with bill production, such as paper and
envelope quantities;
• Alignment and management of promotional material insertion into distributed bills; and
• Establishment and management of third party arrangements to support bill invoice
generation, production and distribution.
Explanatory
Mandatory
Optional
Interactions
Apply Pricing, Discounting, Adjustments & Rebates

Process Context
Brief Description
Ensure that the bill invoice is reflective of all the commercially agreed billable events and
any bill invoice adjustments agreed between a Service Provider and the customer.
The purpose of the Apply Pricing, Discounting, Adjustments & Rebates process is to
ensure that the bill invoice is reflective of all the commercially agreed billable events and
any bill invoice adjustments agreed between a Service Provider and the customer. In
addition, it ensures that the appropriate taxes, rebates (i.e. missed customer
commitments) and credits are applied to the customer’s bill invoice(s). This process
contains the account and customer specific pricing, charges, discounting, credits and
taxation for services delivered to the customer by the Service Provider. It accepts events
that have been collected, translated, correlated, assembled, guided and service rated. It
takes these events and determines the account or customer specific pricing, charges,
discounts, and taxation that should be delivered to the invoice(s) for the customer. It
reviews any agreed adjustments agreed in the previous billing period and includes these
to the bill invoice. This process can occur in real-time as events are service rated, or can
be on a scheduled on a periodic basis at the Service Provider’s discretion.
Explanatory
Mandatory
Optional
Interactions
Create Customer Bill Invoice

Process Context
Brief Description
Production of a timely and accurate invoice in accordance with the specific billing cycles
and reflective of the final charges for services, together with any adjustments, delivered to
the customer by the Service Provider and respective trading partners.
The primary purpose of the Create Customer Bill Invoice process is the production of a
timely and accurate invoice in accordance with the specific billing cycles and reflective of
the final charges for services, together with any adjustments, delivered to the customer by
the Service Provider and respective trading partners.
This process contains the invoicing components of the Service Provider’s business. This
includes the rendering/formatting of an invoice, the delivery of an electronic copy of an
invoice to customers and the processes that verify invoice quality prior to distribution to
the customer in electronic form, or to the process responsible for physical invoice
production and distribution. The flow of this process can be viewed as an extension of the
company’s e-business strategy. In this case, the Service Provider would render an
invoice electronically, via the Internet for example.
Furthermore, this process provides specifications for the formatting of invoices in different
ways and to achieve different publishing possibilities, and supports the creation of
different invoice formats for different publication media. The process is further responsible
for splitting and re-arranging invoices for customers (particularly customers with complex
account structures) according to agreements made with these customers.
Additionally these processes store the customer invoice for a period of time to address
regulation and/or internal requirements, during which they can be accessed to support
any customer or regulator agency inquiries on bill invoices.
Explanatory
Mandatory
Optional
Interactions
Produce & Distribute Bill

Process Context
Brief Description
Physical production and distribution of bills to customers in accordance with the specified
billing cycle.
The purpose of the Produce & Distribute Customer Bill Invoice process is the physical
production and distribution of bills to customers in accordance with the specified billing
cycle. This process is responsible for all activities associated with ensuring a physical bill
is delivered to customers.
The responsibilities of the process include, but are not limited to:
• Establishing and managing the physical bill production cycle;
• Establishing the requirements for, and managing the agreed commercial arrangements
with, appropriate outsourced suppliers of the production and distribution capabilities;
• Delivery of invoice information to the physical production processes;
• Coordinating with promotional processes for any billing insertions to be included with the
bill;
• If internal processes are used, managing availability of paper and envelope volumes to
meet the needs of the physical production process;
• If internal production facilities are used, managing the production runs to create the bills;
and
• Quality management of the physical production and distribution processes.
Note that in the above processes for establishing arrangements with outsourced suppliers
that the Supply Chain Capability Delivery processes are used as the vehicle for creating
the commercial agreements.
Explanatory
Mandatory
Optional
Interactions
1.1.1.10.1 Apply Pricing, Discounting,

Adjustments & Rebates
Figure 17. Apply Pricing, Discounting, Adjustments & Rebates decomposition into level 4 processes
Apply Pricing, Discounting, Adjustments & Rebates

Process Context
Brief Description
Ensure that the bill invoice is reflective of all the commercially agreed billable events and
any bill invoice adjustments agreed between a Service Provider and the customer.
The purpose of the Apply Pricing, Discounting, Adjustments & Rebates process is to
ensure that the bill invoice is reflective of all the commercially agreed billable events and
any bill invoice adjustments agreed between a Service Provider and the customer. In
addition, it ensures that the appropriate taxes, rebates (i.e. missed customer
commitments) and credits are applied to the customer’s bill invoice(s). This process
contains the account and customer specific pricing, charges, discounting, credits and
taxation for services delivered to the customer by the Service Provider. It accepts events
that have been collected, translated, correlated, assembled, guided and service rated. It
takes these events and determines the account or customer specific pricing, charges,
discounts, and taxation that should be delivered to the invoice(s) for the customer. It
reviews any agreed adjustments agreed in the previous billing period and includes these
to the bill invoice. This process can occur in real-time as events are service rated, or can
be on a scheduled on a periodic basis at the Service Provider’s discretion.
Explanatory
Mandatory
Optional
Interactions
Obtain Billing Events

Process Context
Brief Description
Accept billing events that have been collected, translated, correlated, assembled, guided
and service rated before determining the information would be applied to the customer’s
bill invoice(s).
Explanatory
This includes events that have been collected, translated, correlated, assembled, guided
and service rated.
Mandatory
The purpose of the Obtain Billing Events process is to ensure that all billing events for
services delivered to the customer by the Service Provider are available for processing.
Optional
Interactions
Apply Pricing, Discounting, Adjustments & Rebates to Customer Account

Process Context
Brief Description
Determine the customer account or customer specific pricing, charges, discounts, and
taxation that should be delivered to the invoice(s) for the customer.
Explanatory
It ensures that the appropriate taxes, rebates (i.e. missed customer commitments) and
credits are applied to the customer’s bill invoice(s).
Mandatory
The purpose of Determine Customer Account process is to determine the customer
account or customer specific pricing, charges, discounts, and taxation that should be
delivered to the invoice(s) for the customer and ensure that the each cost item included in
customer bill invoice(s) can correspond to a correct account through which customer will
pay for the cost item.
Optional
A customer who may have multiple accounts can pay different cost item with different
account.
Interactions
Apply Agreed Customer Bill Adjustment

Process Context
Brief Description
Apply and review any adjustment agreed in the previous billing period and make these
included to the bill invoice.
Explanatory
In general, the adjustments are due to errors in customer bill invoices in previous billing
periods or problems related to products and services delivered to the customer by the
Service Provider or partners.
Mandatory
The purpose of the Apply Agreed Customer Bill Adjustment process is to ensure that any
adjustments which have been agreed between customer and Service Provider are
included in the customer bill invoice.
Optional
Interactions
1.1.1.10.2 Create Customer Bill Invoice
Figure 18. Create Customer Bill Invoice decomposition into level 4 processes
Create Customer Bill Invoice

Process Context
Brief Description
Production of a timely and accurate invoice in accordance with the specific billing cycles
and reflective of the final charges for services, together with any adjustments, delivered to
the customer by the Service Provider and respective trading partners.
The primary purpose of the Create Customer Bill Invoice process is the production of a
timely and accurate invoice in accordance with the specific billing cycles and reflective of
the final charges for services, together with any adjustments, delivered to the customer by
the Service Provider and respective trading partners.
This process contains the invoicing components of the Service Provider’s business. This
includes the rendering/formatting of an invoice, the delivery of an electronic copy of an
invoice to customers and the processes that verify invoice quality prior to distribution to
the customer in electronic form, or to the process responsible for physical invoice
production and distribution. The flow of this process can be viewed as an extension of the
company’s e-business strategy. In this case, the Service Provider would render an
invoice electronically, via the Internet for example.
Furthermore, this process provides specifications for the formatting of invoices in different
ways and to achieve different publishing possibilities, and supports the creation of
different invoice formats for different publication media. The process is further responsible
for splitting and re-arranging invoices for customers (particularly customers with complex
account structures) according to agreements made with these customers.
Additionally these processes store the customer invoice for a period of time to address
regulation and/or internal requirements, during which they can be accessed to support
any customer or regulator agency inquiries on bill invoices.
Explanatory
Mandatory
Optional
Interactions
Render & Format Invoice

Process Context
Brief Description
Render and format the customer bill invoice.
Explanatory
Mandatory
This process provides formatting of invoices in different ways and to achieve different
publishing possibilities, and supports the creation of different invoice formats for different
publication media. The process is further responsible for splitting and re-arranging
invoices for customers (particularly customers with complex account structures)
according to agreements made with these customers.
Optional
Interactions
Deliver Electronic Invoice

Process Context
Brief Description
Deliver the electronic copy of an invoice to customers.
Explanatory
The flow of this process can be viewed as an extension of the company’s e-business
strategy. In this case, the Service Provider would render an invoice electronically, via the
Internet for example.
Mandatory
The purpose of Deliver Electronic Invoice process is to deliver the electronic copy of an
invoice to customers.
Optional
Interactions
Verify Invoice Quality

Process Context
Brief Description
Verify invoice quality before distribution to the customer in electronic form and the
process responsible for physical invoice production and distribution.
Explanatory
Mandatory
The purpose of Verify Invoice Quality process is to verify invoice quality prior to
distribution to the customer in electronic form, or to the process responsible for physical
invoice production and distribution. Verifying invoice quality is either a manual operation
or an automatic behaviour. The process is responsible for ensuring the invoice format and
content can meet customer requirements. When verifying invoice quality is failed, the
process is also responsible for sending the invoice back to another process to reprocess.
Optional
Interactions
Manage Customer Invoice Archive

Process Context
Brief Description
Store the customer invoice for a period of time is to address regulation and/or internal
requirements, during which they can be accessed to support any customer or regulator
agency inquiries on bill invoices.
Explanatory
Mandatory
The purpose of Management Customer Invoice Archive process is to store the customer
invoice for a period of time, to perform regulation and/or serve internal requirements,
during which they can be accessed to support any customer or regulator agency inquiries
on bill invoices, and the process is further responsible for archiving the customer invoices
to historical customer invoice after a period of time according to Service Provider's
management requirements. Furthermore the process is responsible for managing and
maintaining archiving cycle.
Optional
Interactions
1.1.1.10.3 Produce & Distribute Bill
Figure 19. Produce & Distribute Bill decomposition into level 4 processes
Produce & Distribute Bill

Process Context
Brief Description
Physical production and distribution of bills to customers in accordance with the specified
billing cycle.
The purpose of the Produce & Distribute Customer Bill Invoice process is the physical
production and distribution of bills to customers in accordance with the specified billing
cycle. This process is responsible for all activities associated with ensuring a physical bill
is delivered to customers.
The responsibilities of the process include, but are not limited to:
• Establishing and managing the physical bill production cycle;
• Establishing the requirements for, and managing the agreed commercial arrangements
with, appropriate outsourced suppliers of the production and distribution capabilities;
• Delivery of invoice information to the physical production processes;
• Coordinating with promotional processes for any billing insertions to be included with the
bill;
• If internal processes are used, managing availability of paper and envelope volumes to
meet the needs of the physical production process;
• If internal production facilities are used, managing the production runs to create the bills;
and
• Quality management of the physical production and distribution processes.
Note that in the above processes for establishing arrangements with outsourced suppliers
that the Supply Chain Capability Delivery processes are used as the vehicle for creating
the commercial agreements.
Explanatory
Mandatory
Optional
Interactions
Co-ordinate Billing Insertion

Process Context
Brief Description
Co-ordinate with promotional processes for any billing insertions to be included with the
bill.
Explanatory
The purpose of Co-ordinate Billing Insertion process is to co-ordinate with promotional
processes for any billing insertions to be included with the bill.
Mandatory
This process is responsible for determining the content of insertion and the position of
insertion in invoice. The insertion can be the service information provided by Service
Provider, advertisements and recommendation of billing for customers. This process is
also responsible for ensuring the billing insertion attracting the customer interests and not
leading to customer complaints.
Optional
This process can base customer feedbacks on the insertion to adjust or remove the
insertion.
Interactions
Establish & Manage Bill Production Cycle

Process Context
Brief Description
Establish and manage the physical bill production cycle.
Explanatory
The purpose of Establish & Manage Bill Production Cycle process is to establish and
manage the physical bill production cycle.
Mandatory
This process is responsible for identifying the deadline of the customer requiring physical
bill productions, time cycle for producing and distributing to ensure that the physical bill
production can be received by the customer on time. This process is responsible for
ensuring that physical bills are produced in time to be received by customers on time.
This process takes production and distribution cycle timing into account when
establishing bill production schedules.
Optional
Interactions
Deliver Invoice Information

Process Context
Brief Description
Deliver the invoice information to the physical production processes.
Explanatory
The invoice information includes both billing information and insertion information.
Mandatory
The purpose of the Deliver Invoice Information process is to ensure that the invoice
information can be delivered to invoice physical production process. This process is also
responsible for monitoring the status of information delivery channel and ensuring the
channel availability.
Optional
Interactions
Administer Commercial Arrangement for Production and Distribution Capability

Process Context
Brief Description
Establish the requirements for, and manage the agreed commercial arrangements with,
appropriate outsourced suppliers of the production and distribution capabilities.
Explanatory
Mandatory
The purpose of Administer Commercial Arrangement for Production and Distribution
Capability process is to establish the requirements for, and manage the agreed
commercial arrangements with, appropriate outsourced suppliers of the production and
distribution capabilities. This process is responsible for output of the production and
distribution requirements to outsourced supplier and amending the requirements based
on the negotiation between Service Provider and outsourced supplier. This process is
also responsible for drafting commercial contracts terms, including the responsibilities,
payment condition, payment type, SLA, and signing the commercial contract with
outsource supplier.
Optional
Interactions
Manage Paper and Envelope Availability

Process Context
Brief Description
Manage availability of paper and envelope volumes to meet the needs of the physical
production process, if internal processes are used.
Explanatory
Mandatory
The purpose of the Manage Paper and Envelope Availability process is to ensure the
quantities of papers and envelopes are enough before starting invoice physical
production. This process is responsible for ensuring the quality of paper and envelopes
that fit the requirements from subsequent invoice physical production processes. For
example the volume of envelope is suitable. If the requirements don’t fit, this process is
responsible for detecting the problems and reporting to other processes if required.
Optional
Interactions
Manage Production Run to Create Bill

Process Context
Brief Description
Manage the production runs to create the bills, if internal production facilities are used.
Explanatory
Mandatory
The purpose of Manage Production Run to Create Bill process is to manage the
production runs to create the bills, if internal production facilities are used. This process is
responsible for producing the physical bill based on the invoice information and, if
necessary, wrapping bills into envelopes. The process also is responsible for monitoring
that the produced bills are ready to be distributed.
Optional
Interactions
Manage Physical Production & Distribution Quality

Process Context
Brief Description
Manage quality of the physical production and distribution processes, if internal
production facilities are used.
Explanatory
Mandatory
The purpose of Manage Physical Production & Distribution Quality process is to manage
quality of the physical production and distribution processes, if internal production
facilities are used.
This process is responsible for monitoring the whole physical production and distribution
running, check the quality and validity of production and observing the distribution time
cycle.
This process is responsible for ensuring that the contents of production, including billing
parts and insertion parts, are satisfied by customers and the productions can be delivered
to customers’ address on time and accurately.
This process is also responsible for monitoring the efficiency of production process to
ensure that the production process can timely produce a large number of productions to
avoid distribution delay.
Optional
The quality and validity of production can include correct association of customer, bill and
time period of bill, printing quality, format of the production.
Interactions
1.1.1.11 Bill Payments & Receivables

Management
Figure 20. Bill Payments & Receivables Management decomposition into level 3 processes
Bill Payments & Receivables Management

Process Context
Brief Description
Ensure that enterprise revenue is collected through pre-established collection channels
and put in place procedures to recover past due payments.
The purpose of the Bill Payments & Receivables Management processes is to ensure
that enterprise revenue is collected through pre-established collection channels and put in
place procedures to recover past due payments. These processes are responsible for
managing customer’s billing account, processing their payments, performing payment
collections and monitoring the status of the account balance.

• Establishment and management of customer payment processes and channels;
• Establishment and management of debt collection processes; and
• Establishment and management of third party arrangements to support collection and
recovery of past due payments.
Explanatory
Mandatory
Optional
Interactions
Manage Customer Billing

Process Context
Brief Description
Ensure effective management of the customer’s billing account as it relates to the
products purchased and consumed throughout the appropriate billing cycle.
The primary purpose of this process pertains to effective management of the customer’s
billing account as it relates to the products purchased and consumed throughout the
appropriate billing cycle. This process focuses on managing changes to the customer’s
billing account (for example, customer billing address, etc.) as it relates to the customer’s
service portfolio, such as ensuring that the correct purchased products are assigned to
the customer’s billing account for accurate billing.
Explanatory
Mandatory
Optional
Interactions
Manage Customer Payments

Process Context
Brief Description
Collect payments made by the customer and reconcile the payments to the invoices.
The purpose of the Manage Customer Payments process is to collect payments made by
the customer and reconcile the payments to the invoices. This process is meant to match
these payments with the services/invoices delivered to this customer. These processes
can include credit/debit/EFT payments using various channels, either directly or through
third parties, and cash or cheque payments, either directly or through third parties.
In all the above cases these processes are responsible for the processes interacting with
the customers and/or the third parties. The processes are also responsible for
establishing managing back-end bank accounts for receipt of the customer payments and
for the transfer of funds collected by third parties. These processes are responsible for
reconciling the money received into the bank accounts against the payments expected in
the invoices. Additionally these processes inform the Financial Management on all those
payments for updating the ledger.
These processes are responsible for establishing the requirements for, and managing
any commercial arrangements agreed with, third party suppliers. Note that the Supply
Chain Capability Delivery process is used to deliver the commercial agreements.
To the extent that processing of any payments is undertaken internally, i.e. cheque
processing, these processes are responsible for managing the operation and quality of
the internal processing.
Where payments do not match invoices, this process is responsible for informing the
Manage Customer Debt CollectionManage Debt Management processes of any
underpayments, and the Bill Inquiry Handling processes for any over-payments .
Underpayments and overpayments are handled appropriately by these separate
processes.
Explanatory
Mandatory
Optional
Interactions
Manage Customer Debt Collection

Process Context
Brief Description
Collect past due payments from the customer.
The purpose of the Manage Customer Debt Collection process is to collect past due
payments from the customer. This process monitors the amount due from the customer,
i.e. check whether the payments are made on time, and implements necessary activities
and policies to recover amounts overdue.
The responsibilities of this process include, but are not limited to:
• Identifying invoices which are overdue for payment;
• Initiating and managing follow-up with customers having overdue amounts;
• Arranging and monitoring payment plans to allow customers to pay overdue amounts in
installments;
• Initiating debt recovery activities in accordance with appropriate commercial practice
and policies;
• Managing the aged customer debt portfolio;
• Establishing and managing customer debt profiles to assist in managing debt recovery
and debt risk on a customer, product or customer group basis;
• Establishing and managing commercial arrangements with third parties for the recover
of aged debt, and/or for the write-off and selling of parts of the debt portfolio to third
parties
Note that these processes may initiate a direct enquiry to the customer and attempt to
manage the initial recovery through the Bill Inquiry Handling processes. These processes
use policies established by the Support Bill Payments & Receivable Management
process to direct any escalation of the recovery processes being employed.
Note that where third party arrangements need to be put in place, these processes are
responsible for establishing the requirements for, and managing any commercial
arrangements agreed with, third party suppliers. The Supply Chain Capability Delivery
process is used to deliver the commercial agreements.
Explanatory
Mandatory
Optional
Interactions
1.1.1.11.2 Manage Customer Payments
Figure 21. Manage Customer Payments decomposition into level 4 processes
Manage Customer Payments

Process Context
Brief Description
Collect payments made by the customer and reconcile the payments to the invoices.
The purpose of the Manage Customer Payments process is to collect payments made by
the customer and reconcile the payments to the invoices. This process is meant to match
these payments with the services/invoices delivered to this customer. These processes
can include credit/debit/EFT payments using various channels, either directly or through
third parties, and cash or cheque payments, either directly or through third parties.
In all the above cases these processes are responsible for the processes interacting with
the customers and/or the third parties. The processes are also responsible for
establishing managing back-end bank accounts for receipt of the customer payments and
for the transfer of funds collected by third parties. These processes are responsible for
reconciling the money received into the bank accounts against the payments expected in
the invoices. Additionally these processes inform the Financial Management on all those
payments for updating the ledger.
These processes are responsible for establishing the requirements for, and managing
any commercial arrangements agreed with, third party suppliers. Note that the Supply
Chain Capability Delivery process is used to deliver the commercial agreements.
To the extent that processing of any payments is undertaken internally, i.e. cheque
processing, these processes are responsible for managing the operation and quality of
the internal processing.
Where payments do not match invoices, this process is responsible for informing the
Manage Customer Debt CollectionManage Debt Management processes of any
underpayments, and the Bill Inquiry Handling processes for any over-payments .
Underpayments and overpayments are handled appropriately by these separate
processes.
Explanatory
Mandatory
Optional
Interactions
Manage Customer Payment Plan

Process Context
Brief Description
Manage payment plans made with the customer.
Explanatory
Customer can decide payment plans to automatically pay bills from a designated account
that can be credit card, back account, third party and etc. It also enables paying a bill in
installment. For example, customer can apply make a payment $20 per month for $100
bill in 5 months.
The payment plan can enable making a payment by pre-defined payment method. For
example, customer defines paying mobile monthly line rental fee by direct debt and
paying digital TV programmes by cash.
Mandatory
The purpose of Manage Customer Payment Plan process is to establish new payment
plans, modify or remove existing payment plans.
Optional
Interactions
Collect Customer Payment

Process Context
Brief Description
Collect payments made by the customer.
Explanatory
Note that the Establish Back-End Bank Account process is used to create the link to
collection customer payment via bank.
Mandatory
The purpose of Collect Customer Payment process is to collect the payments from the
customer. To the extent that processing of any payments is undertaken internally, i.e.
check processing, these processes are responsible for managing the operation and
quality of the internal processing.
Optional
These processes can include credit/debit/EFT payments using various channels, either
directly or through third parties, and cash or check payments, either directly or through
third parties.
Interactions
Reconcile Customer Payment

Process Context
Brief Description
Reconcile the payments to the invoices.
Explanatory
Underpayments and overpayments are handled appropriately by Manage Customer Debt
Collection and Bill Inquiry Handling processes.
Mandatory
The purpose of Reconcile Customer Payment process is to reconcile the payments to the
invoices. This process is meant to match these payments with the services/invoices
delivered to this customer. Where payments do not match invoices, this process is
responsible for informing the Manage Customer Debt Collection processes of any
underpayments, and the Bill Inquiry Handling processes for any over-payments. These
processes are responsible for reconciling the money received into the bank accounts
against the payments expected in the invoices. Additionally these processes inform the
Financial Management on all those payments for updating the ledger.
Optional
Interactions
Manage Back-End Bank Account

Process Context
Brief Description
Manage back-end bank accounts for receipt of the customer payments and for the
transfer of funds collected by third parties.
Explanatory
Mandatory
The purpose of Manage Back-End Bank Account process is to manage back-end bank
accounts for receipt of the customer payments and for the transfer of funds collected by
third parties. These processes are responsible for managing payment commercial
agreement agreed with banks and the payment interfaces for collecting the customer
payments.
Optional
Interactions
Administer Commercial Arrangement for Third Party Supplier

Process Context
Brief Description
Establish the requirements for, and manage any commercial arrangements agreed with,
third party suppliers.
Explanatory
The requirements can include payment transfer cycle, payment interface requirements
and payment methods requirements. Note that the Supply Chain Capability Delivery
Mandatory
The purpose of Administer Commercial Arrangement for Third Party Supplier process is
to establish the requirements for, and manage any commercial arrangements agreed
with, third party suppliers of payment services. After commercial arrangements are
agreed, this process is responsible for monitor the execution of the commercial
arrangements.
Optional
Interactions
Note that the Supply Chain Capability Delivery process is used to deliver the commercial
agreements.
1.1.1.11.3 Manage Customer Debt

Collection
Figure 22. Manage Customer Debt Collection decomposition into level 4 processes
Manage Customer Debt Collection

Process Context
Brief Description
Collect past due payments from the customer.
The purpose of the Manage Customer Debt Collection process is to collect past due
payments from the customer. This process monitors the amount due from the customer,
• Identifying invoices which are overdue for payment;
• Initiating and managing follow-up with customers having overdue amounts;
• Arranging and monitoring payment plans to allow customers to pay overdue amounts in
installments;
• Initiating debt recovery activities in accordance with appropriate commercial practice
and policies;
• Managing the aged customer debt portfolio;

• Establishing and managing customer debt profiles to assist in managing debt recovery
and debt risk on a customer, product or customer group basis;
• Establishing and managing commercial arrangements with third parties for the recover
of aged debt, and/or for the write-off and selling of parts of the debt portfolio to third
parties
Note that these processes may initiate a direct enquiry to the customer and attempt to
manage the initial recovery through the Bill Inquiry Handling processes. These processes
use policies established by the Support Bill Payments & Receivable Management
process to direct any escalation of the recovery processes being employed.
Note that where third party arrangements need to be put in place, these processes are
responsible for establishing the requirements for, and managing any commercial
arrangements agreed with, third party suppliers. The Supply Chain Capability Delivery
Explanatory
Mandatory
Optional
Interactions
Identify Overdue Invoice

Process Context
Brief Description
Identify invoices which are overdue for payment.
Explanatory
Mandatory
The purpose of Identify Overdue Invoice process is to identify invoices which are overdue
for payment. It monitors the amount due from the customer
Optional
Interactions
Administer Overdue Invoice Follow-Up

Process Context
Brief Description
Initiate and manage follow-up with customers having overdue amounts.
Explanatory
These processes can be set up routinely or manually.The follow-ups can include overdue
invoice reminding, customer credit control, service restriction, establishing customer debt
profile, selling parts of debt portfolios to third party for debt recovery.
Mandatory
The purpose of Administer Overdue Invoice Follow-Up process is to initiate and manage
follow-up with customers having overdue amounts.This process is responsible for setting
up the follow-ups based on the policies. The policies are associated to customer’s profile
such as customer credit, customer group, overdue amounts, debt occurrence times,
purchased products and etc. This process is also responsible for modifying or removing
the designated follow-ups when the policies or situations are changed.
Optional
Interactions
Manage Overdue Invoice Payment

Process Context
Brief Description
Arrange and monitor payment plans to allow customers to pay overdue amounts in
installments.
Explanatory
The payment plan is associated to customer’s profile such as the customer’s credit,
payment history, customer group or purchased products.
Mandatory
The purpose of Manage Overdue Invoice Payment process is to arrange and monitor
payment plans to allow customers to pay overdue amounts in installments. This process
arranges payment plans to allow customers to pay overdue amounts, leads to an
agreement with the customers, and monitors the execution of the payment plans.This
process should consider the payment amounts in installment whether can be undertaken
by the customer.
Optional
Interactions
Establish & Manage Customer Debt Profiles
Process Context
Brief Description
Establish and manage customer debt profiles to assist in managing debt recovery and
debt risk on a customer, product or customer group basis.
Explanatory
Mandatory
The purpose of Establish & Manage Customer Debt Profiles process is to establish and
manage customer debt profiles to assist in managing debt recovery and debt risk on a
customer, product or customer group basis. The customer debt profile is a part of
customer’s profile, which can include customer credit, customer group, overdue date,
overdue amounts, overdue occurring times, debt recovery means and occurring times,
customer debt recovery response and etc. This process is responsible for keeping
updates of the customer debt profiles according to results from Initiate Customer Debt
Recovery Activities process.
Optional
Interactions
Other process can base the customer debt profile to upgrade or downgrade the customer
credit or apply other controls.
Establish & Manage Commercial Debt Recovery Arrangement

Process Context
Brief Description
Establish and manage commercial arrangements with third parties for the recover of aged
debt, and/or for the write-off and selling of parts of the debt portfolio to third parties.
Explanatory
Mandatory
The purpose of Establish & Manage Commercial Debt Recovery Arrangement process is
to establish and manage commercial arrangements with third parties for the recovery of
aged debt, and/or for the write-off and selling of parts of the debt portfolio to third parties.
This process is responsible for filtering and packaging the aged customer debt portfolios
based on the Service Provider’s policies, deciding the third parties’ action items and
monitoring the status of the arrangements.
Optional
Interactions
Note that the Supply Chain Capability Delivery process is used to deliver the commercial
agreements.
Initiate Customer Debt Recovery Activities

Process Context
Brief Description
Initiate debt recovery activities in accordance with appropriate commercial practice and
policies.
Explanatory
Mandatory
The purpose of Initiate Customer Debt Recovery process is to initiate customer debt
recovery activities in accordance with appropriate commercial practice and policies. This
process includes deciding appropriate recovery activities based on debt recovery policies,
launching debt recovery activities and monitoring the executions.
The debt recovery policies are associated to the customer’s profile such as payment
history, customer group, purchased products, overdue amounts. This process includes
overdue invoice reminding via phone call, SMS, email, by manually or automatically, by
humans or applications. This process is also responsible for terminating customer debt
recovery activities when the customer pays.
Optional
Interactions
Manage Aged Customer Debt Portfolio

Process Context
Brief Description
Manage the aged customer debt portfolio.
Explanatory
Mandatory
The purpose of Manage Aged Customer Debt Portfolio process is to manage the aged
customer debt portfolio. When the customer debt can’t be recovered in a period of time
decided by Service Provider, this process is responsible to transform this customer debt
to aged customer debt portfolio.
This process is responsible for transforming the overdue invoice to the aged customer
debt portfolio when it didn’t be recovered after a time of period or based on other triggers
according to the Service Provider’s policies. The aged customer debt portfolio should
include all the information of the customer debt profiles. The process is also responsible
for managing and maintaining transforming cycle.
When the overdue payment is recovered after transforming, this process is responsible to
remove the aged customer debt portfolio and notice Establish & Manage Customer Debt
Profiles process to update the customer debt profile.
Optional
Interactions
1.1.1.12 Bill Inquiry Handling
Figure 23. Bill Inquiry Handling decomposition into level 3 processes
Bill Inquiry Handling

Process Context
Brief Description
Ensure the timely and effective fulfillment of all customer bill inquiries and complaints.
The purpose of Bill Inquiry Handling process is to ensure the timely and effective
fulfillment of all customer bill inquiries and complaints. This process is responsible for
managing customer interaction as it relates to a customer’s billing relationship to a
Service Provider. This includes the creation of inquiries against the customer’s billing
account(s), and management of changes to customer billing account structure and
details, the managing of all customer bill inquiry lifecycle, reporting changes and updates
and closing of customer bill inquiry when all activities were accomplished. This process
can be viewed via traditional means, with a service representative managing the
customer or via e-business means. In the latter case, inquiries, complaints and changes
to details would be handled via electronic media without the intervention of a
representative.
Explanatory
Mandatory
Optional
Interactions
Create Customer Bill Inquiry Report

Process Context
Brief Description
Create a new customer bill inquiry report.
The objective of the Create Customer Bill Inquiry Report process is to create a new
customer bill inquiry report, modify existing customer bill inquiry reports, and request
cancellation of existing customer bill inquiry reports.
A new customer bill inquiry report may be created as a result of specific customer initiated
bill inquiry or complaint notifications.
If the customer bill inquiry report is created, the Create Customer Bill Inquiry Report
processes are responsible for converting the received information into a form suitable for
the Bill Inquiry Handling processes, and for requesting additional information if required.
Explanatory
Mandatory
Optional
Interactions
Assess Customer Bill Inquiry Report

Process Context
Brief Description
Assess the bill inquiry report to determine the nature of the inquiry, and to determine
whether the inquiry has arisen due to circumstances originating in other process areas.
The purpose of the Assess Customer Bill Inquiry Report processes is to assess the bill
inquiry report to determine the nature of the inquiry, and to determine whether the inquiry
has arisen due to circumstances originating in other process areas.
- Verifying whether the information supplied by the customer is correct; and
- Performing assessment and investigation based on the customer provided information

to determine whether the circumstances leading to the bill inquiry is linked to the
underlying services, or other processes.
The Assess Customer Bill Inquiry Report processes will make the results of the
investigation available to other processes. The Assess Customer Bill Inquiry Report
processes will update the customer bill inquiry report, as required during the assessment,
and when the root cause has been identified.
The Assess Customer Bill Inquiry Report processes will notify the Track & Manage Bill
Inquiry Resolution processes when the investigation and assessment is complete.
Explanatory
Mandatory
Optional
Interactions
Authorize Customer Bill Invoice Adjustment

Process Context
Brief Description
Adjust the customer’s bill invoice based on detailed assessment and/or policy.
The purpose of the Authorize Customer Bill Invoice Adjustment processes is to adjust the
cus-tomer’s bill invoice based on detailed assessment and/or policy.
- Determination of whether policy allows for automated adjustment of the customer bill
invoice, and approving any resultant adjustments;
- Undertaking more detailed analysis and investigation to determine whether a bill

adjustment is acceptable, including gaining appropriate management authority to make
the adjustment; and
- Recording the results of the adjustment if approved into the records relating to the
customer’s bill invoice.
These processes rely on the availability of appropriate adjustment policies, which are
created within the Support Bill Inquiry Handling processes, for the timely resolution of
major billing disputes.
The resolution processes may require investigation of the billing processes themselves to
de-termine whether the disputed bills are the result of quality errors within the Service
Provider processes.
Explanatory
Mandatory
Optional
Interactions
Track & Manage Customer Bill Inquiry Resolution

Process Context
Brief Description
Efficiently assign, coordinate and track specific customer bill inquiry analysis, bill
adjustments and ensuring that appropriate credits and/or other agreed adjustments are
made available to the adjustments processes activities, and escalate any open customer
bill inquiries in jeopardy.
The objective of the Track & Manage Customer Bill Inquiry Resolution processes is to
efficiently assign, coordinate and track specific customer bill inquiry analysis, bill
- Scheduling, assigning and coordinating analysis and specific customer bill

inquiry/complaint adjustment activities;
- Modifying the customer bill inquiry/complaint status;
- Canceling a customer bill inquiry when the specific request was related to a false billing
event; and
- Monitoring the jeopardy status of open customer bill inquiries, and escalating customer
bill inquiries as necessary.
Note that some specific product and/or service components may be owned and managed
by suppliers/partners. In these cases the Track & Manage Customer Bill Inquiry
Resolution process is responsible for initiating requests, through - S/P Settlements &
Payments Management for resolution by the supplier/partner of the specific bill
inquiries/complaints.
These processes will co-ordinate all the actions necessary in order to guarantee that all
tasks are finished at the appropriate time and in the appropriate sequence.
The Track & Manage Bill Inquiry Resolution processes will also inform the Close
Customer Bill Inquiry processes by modifying the customer bill inquiry status to cleared
when the specific customer bill inquiry/complaint issues have been resolved.
Explanatory
Mandatory
Optional
Interactions
Report Customer Bill Inquiry

Process Context
Brief Description
Report on the customer’s bill inquiry.
The objective of the Report Customer Bill Inquiry processes is to monitor the status of
customer bill inquiries, provide notifications of any changes and provide management
reports.
These processes are responsible for continuously monitoring the status of customer bill
inquiries and managing notifications to other processes and to other parties, including
customers, reg-istered to receive notifications of any status changes. Notification lists are
managed and maintained by the Support Bill Inquiry Handling processes.
These processes record, analyze and assess the customer bill inquiry status changes to
provide management reports and any specialized summaries of the efficiency and
effectiveness of the overall Bill Inquiry Handling processes. These specialized
summaries could be specific reports required by specific audiences and/or customers.
These processes also report any identified constraints that can affect customer billing
quality standards to other processes. These constraints may include specific resource
(billing applica-tion and/or database, for example) failures, etc.
Explanatory
Mandatory
Optional
Interactions
Close Customer Bill Inquiry Report

Process Context
Brief Description
Close a customer bill inquiry report when the bill inquiry/complaint has been resolved.
The objective of the Close Customer Bill Inquiry Report processes is to close a customer
bill inquiry report when the bill inquiry/complaint has been resolved.
These processes monitor the status of all open customer bill inquiry reports, and
recognize that a customer bill inquiry report is ready to be closed when the status is
changed to cleared.
Explanatory
Mandatory
Optional
Interactions
1.1.1.12.1 Create Customer Bill Inquiry

Report
Figure 24. Create Customer Bill Inquiry Report decomposition into level 4 processes
Create Customer Bill Inquiry Report

Process Context
Brief Description
Create a new customer bill inquiry report.
The objective of the Create Customer Bill Inquiry Report process is to create a new
customer bill inquiry report, modify existing customer bill inquiry reports, and request
cancellation of existing customer bill inquiry reports.
A new customer bill inquiry report may be created as a result of specific customer initiated
bill inquiry or complaint notifications.
If the customer bill inquiry report is created, the Create Customer Bill Inquiry Report
processes are responsible for converting the received information into a form suitable for
the Bill Inquiry Handling processes, and for requesting additional information if required.
Explanatory
Mandatory
Optional
Interactions
Generate Customer Bill Inquiry

Process Context
Brief Description
Generate a new customer bill inquiry.
Explanatory
Mandatory
The purpose of Generate Customer Bill Inquiry is to generate a new customer bill inquiry.
Optional
A new customer bill inquiry may be generated as a result of specific customer initiated bill
inquiry or complaint notifications.
Interactions
Modify Customer Bill Inquiry

Process Context
Brief Description
Modify existing customer bill inquiries
Explanatory
Mandatory
The purpose of Modify Customer Bill Inquiry process is to modify existing customer bill in-
quiries when the bill inquiry or complaint is changed by the customer, a CSR or other
processes. This process is also responsible for changing the status of customer bill
inquiries/complains.
Optional
Interactions
Cancel Customer Bill Inquiry

Process Context
Brief Description
Request cancellation of existing customer bill inquiry reports
Explanatory
Mandatory
The purpose of Cancel Customer Bill Inquiry process is to cancel existing customer bill
inquiries.
Optional
The cancellation may be caused by the cancellation requests of bill inquiry from the
specific customers, a CSR or processes.
Interactions
Convert Customer Bill Inquiry

Process Context
Brief Description
Convert the received information into a form suitable for the Bill Inquiry Handling
processes
Explanatory
Mandatory
The purpose of Convert Customer Bill Inquiry process is to convert the received
information into a form suitable for the Bill Inquiry Handling processes. This process is
responsible for extracting data from received information, and applying the suitable
template.
Optional
Interactions
Request Additional Bill Inquiry Information

Process Context
Brief Description
Request additional information for the Bill Inquiry Handling processes
Explanatory
Mandatory
The purpose of Request Additional Bill Inquiry Information process is to request additional
in-formation for the Bill Inquiry Handling processes. The additional information requiring
can be happening at anytime during Bill Inquiry Handling process. This process is
responsible for avoiding the duplication of the additional bill inquiry information request
and ensuring the requested information hasn’t already existed in customer bill inquiry.
Optional
Interactions
1.1.1.12.2 Assess Customer Bill Inquiry

Report
Figure 25. Assess Customer Bill Inquiry Report decomposition into level 4 processes
Assess Customer Bill Inquiry Report

Process Context
Brief Description
Assess the bill inquiry report to determine the nature of the inquiry, and to determine
whether the inquiry has arisen due to circumstances originating in other process areas.
The purpose of the Assess Customer Bill Inquiry Report processes is to assess the bill
inquiry report to determine the nature of the inquiry, and to determine whether the inquiry
has arisen due to circumstances originating in other process areas.
- Verifying whether the information supplied by the customer is correct; and
- Performing assessment and investigation based on the customer provided information

to determine whether the circumstances leading to the bill inquiry is linked to the
underlying services, or other processes.
The Assess Customer Bill Inquiry Report processes will make the results of the
investigation available to other processes. The Assess Customer Bill Inquiry Report
processes will update the customer bill inquiry report, as required during the assessment,
and when the root cause has been identified.
The Assess Customer Bill Inquiry Report processes will notify the Track & Manage Bill
Inquiry Resolution processes when the investigation and assessment is complete.
Explanatory
Mandatory
Optional
Interactions
Verify Customer Bill Inquiry

Process Context
Brief Description
Verify whether the information supplied by the customer is correct.
Explanatory
For examples: verify customer name, validate customer account number, identify the
association of customer and billing account.
Mandatory
The purpose of Verify Customer Bill Inquiry process is to verify whether the information
sup-plied by the customer is correct.
Optional
Interactions
Assess and Investigate Customer Bill Inquiry

Process Context
Brief Description
Assess and investigate customer bill inquiry based on the customer provided information.
Explanatory
Mandatory
The purpose of Assess and Investigate Customer Bill Inquiry is to assess and investigate
customer bill inquiry based on the customer provided information to determine whether
the circumstances leading to the bill inquiry is linked to the underlying services, or other
processes. Update the customer bill inquiry report, as required during the assessment.
Optional
Interactions
ake the results of the investigation available to other processes.
Identify Customer Bill Inquiry Root Cause

Process Context
Brief Description
Identify the root cause on customer bill inquiry.
Explanatory
Mandatory
The purpose of Identify Customer Bill Inquiry Root Cause is to identify the root cause on
cus-tomer bill inquiry and make the results available to other processes. Once the root
cause is identified, this process will notify Modify Customer Bill Inquiry process to update
the customer bill inquiry report.
Optional
Interactions
Complete Customer Bill Inquiry Assessment

Process Context
Brief Description
Complete the assessment when the investigation and assessment is complete.
Explanatory
Mandatory
The purpose of Complete Customer Bill Inquiry Assessment process is to finish the
assessment when the investigation and assessment is complete. This process is
responsible for notifying the Track & Manage Bill Inquiry Resolution processes about the
completion.
Optional
Interactions
1.1.1.12.3 Authorize Customer Bill Invoice

Adjustment
Figure 26. Authorize Customer Bill Invoice Adjustment decomposition into level 4 processes
Authorize Customer Bill Invoice Adjustment

Process Context
Brief Description
Adjust the customer’s bill invoice based on detailed assessment and/or policy.
The purpose of the Authorize Customer Bill Invoice Adjustment processes is to adjust the
cus-tomer’s bill invoice based on detailed assessment and/or policy.
- Determination of whether policy allows for automated adjustment of the customer bill
invoice, and approving any resultant adjustments;
- Undertaking more detailed analysis and investigation to determine whether a bill

adjustment is acceptable, including gaining appropriate management authority to make
the adjustment; and
- Recording the results of the adjustment if approved into the records relating to the
Provider processes.
Explanatory
Mandatory
Optional
Interactions
Determine Automated Bill Adjustment

Process Context
Brief Description
Determination of whether policy allows for automated adjustment of the customer bill
invoice, and approving any resultant adjustments.
Explanatory
Mandatory
The purpose of Determine Automated Bill Adjustment process is to determine whether
policy allows for automated adjustment of the customer bill invoice and approving any
resulting ad-justments. When the authorization is approved, this process is responsible
for notifying the relevant process to apply the adjustment
Optional
Interactions
Analyze Detailed Bill Inquiry

Process Context
Brief Description
Analyse and investigate to determine whether a bill adjustment is acceptable.
Explanatory
Mandatory
The purpose of Analyze Detailed Bill Inquiry process is to undertake more detailed
analysis and investigation to determine whether a bill adjustment is acceptable, including
gaining appropriate management authority to make the adjustment. These processes rely
on the availability of appropriate adjustment policies, which are created within the Support
Bill Inquiry Handling processes, for the timely resolution of major billing disputes.
Optional
Provider processes.
Interactions
Record Customer Bill Invoice Adjustment

Process Context
Brief Description
Record the results of the adjustment if approved into the records relating to the
Explanatory
Mandatory
The purpose of Record Customer Bill Invoice Adjustment process is to record the results
of the adjustment if approved into the records relating to the customer’s bill invoice. This
process is responsible for recording the entire adjustment events including adjustment
operator, timestamp and detailed reason, for management purpose.
Optional
Interactions
1.1.1.12.4 Track & Manage Customer Bill

Inquiry Resolution
Figure 27. Track & Manage Customer Bill Inquiry Resolution decomposition into level 4 processes
Track & Manage Customer Bill Inquiry Resolution

Process Context
Brief Description
Efficiently assign, coordinate and track specific customer bill inquiry analysis, bill
The objective of the Track & Manage Customer Bill Inquiry Resolution processes is to
efficiently assign, coordinate and track specific customer bill inquiry analysis, bill
- Scheduling, assigning and coordinating analysis and specific customer bill

inquiry/complaint adjustment activities;
- Modifying the customer bill inquiry/complaint status;
- Canceling a customer bill inquiry when the specific request was related to a false billing
event; and
- Monitoring the jeopardy status of open customer bill inquiries, and escalating customer
bill inquiries as necessary.
by suppliers/partners. In these cases the Track & Manage Customer Bill Inquiry
Resolution process is responsible for initiating requests, through - S/P Settlements &
Payments Management for resolution by the supplier/partner of the specific bill
inquiries/complaints.
The Track & Manage Bill Inquiry Resolution processes will also inform the Close
Customer Bill Inquiry processes by modifying the customer bill inquiry status to cleared
when the specific customer bill inquiry/complaint issues have been resolved.
Explanatory
Mandatory
Optional
Interactions
Schedule Customer Bill Inquiry Analysis and Adjustment Activities

Process Context
Brief Description
Schedule analysis and specific customer bill inquiry/complaint adjustment activities.
Explanatory
Mandatory
The purpose of Schedule Customer Bill Inquiry Analysis and Adjustment Activities
process is to schedule analysis and specific customer bill inquiry/complaint adjustment
activities. This process is responsible for planning the analysis and adjustment activities
in specific order and allotted time.
Optional
Interactions
Assign Customer Bill Inquiry Analysis and Adjustment Activities

Process Context
Brief Description
Assign analysis and specific customer bill inquiry/complaint adjustment activities.
Explanatory
Mandatory
The purpose of Assign Customer Bill Inquiry Analysis and Adjustment Activities process
is to assign analysis and specific customer bill inquiry/complaint adjustment activities.
This process is responsible for decomposing an activity to subsequent tasks and
appointing other processes to accomplish them.
Optional
Interactions
Coordinate Customer Bill Inquiry Analysis and Adjustment Activities

Process Context
Brief Description
Coordinate analysis and specific customer bill inquiry/complaint adjustment activities.
Explanatory
Mandatory
The purpose of Coordinate Customer Bill Inquiry Analysis and Adjustment Activities
process is to coordinate analysis and specific customer bill inquiry/complaint adjustment
activities. The process is responsible for ensuring that appropriate credits and/or other
agreed adjustments are made available to the adjustments processes activities,
coordinating all the actions necessary in order to guarantee that all tasks are finished at
the appropriate time and in the appropriate se-quence.
Optional
Interactions
Monitor Customer Bill Inquiry Jeopardy Status

Process Context
Brief Description
Monitor the jeopardy status of open customer bill inquiries
Explanatory
Mandatory
The purpose of Monitor Customer Bill Inquiry Jeopardy Status process is to monitor the
jeop-ardy status of open customer bill inquiries. This process is responsible for keeping
close watch over the resolving progress. When customer bill inquiry isn’t handled in time,
this process will escalate customer billing inquiry for notification.
Optional
Interactions
Initiate S/P Customer Bill Inquiry Resolution Request

Process Context
Brief Description
Initiate requests, through - S/P Settlements & Payments Management for resolution by
the supplier/partner of the specific bill inquiries/complaints.
Explanatory
Mandatory
The purpose of Initiate S/P Customer Bill Inquiry Resolution Request process is to Initiate
re-quests, through - S/P Settlements & Payments Management for resolution by the
supplier/partner of the specific bill inquiries/complaints. Some specific product and/or
service components may be owned and managed by suppliers/partners.
Optional
Interactions
In these cases, this process is responsible for initiating requests, through - S/P
Settlements & Payments Management for resolution by the supplier/partner of the
specific bill inquiries/complaints.
1.1.1.12.5 Report Customer Bill Inquiry
Figure 28. Report Customer Bill Inquiry decomposition into level 4 processes
Report Customer Bill Inquiry

Process Context
Brief Description
Report on the customer’s bill inquiry.
The objective of the Report Customer Bill Inquiry processes is to monitor the status of
customer bill inquiries, provide notifications of any changes and provide management
reports.
These processes are responsible for continuously monitoring the status of customer bill
inquiries and managing notifications to other processes and to other parties, including
customers, reg-istered to receive notifications of any status changes. Notification lists are
managed and maintained by the Support Bill Inquiry Handling processes.
These processes record, analyze and assess the customer bill inquiry status changes to
effectiveness of the overall Bill Inquiry Handling processes. These specialized
summaries could be specific reports required by specific audiences and/or customers.
These processes also report any identified constraints that can affect customer billing
(billing applica-tion and/or database, for example) failures, etc.
Explanatory
Mandatory
Optional
Interactions
Monitor Customer Bill Inquiries

Process Context
Brief Description
Monitor the status of customer bill inquiries continuously.
Explanatory
The monitoring starts when a customer bill inquiry is created until it is cancelled or
closed.
Mandatory
The purpose of Monitor Customer Bill Inquiries process is to continuously monitor the
status of all customer bill inquires. The process is responsible for logging all the status
changes on customer bill inquiries including creation, modification, cancellation and etc.
Optional
Interactions
Provide Customer Bill Inquiry Change Notification

Process Context
Brief Description
Manage notifications to other processes and to other parties.
Explanatory
Mandatory
This purpose of Provide Customer Bill Inquiry Change Notification process is to manage
notifications to other processes and to other parties, including customers, registered to
receive noti-fications of any status changes.
Optional
Interactions
Notification lists are managed and maintained by the Support Bill Inquiry Handling
processes.
Provide Management Reports

Process Context
Brief Description
Provide management reports and any specialized summaries of the efficiency and
effectiveness of the overall Bill Inquiry Handling processes.
Explanatory
These specialized summaries could be specific reports required by specific audiences
and/or customers.
Mandatory
The purpose of Provide Management Reports is to provide management reports and any
spe-cialized summaries of the efficiency and effectiveness of the overall Bill Inquiry
Handling processes. This process records, analyzes and assesses the customer bill
inquiry status changes to provide management reports and any specialized summaries of
the efficiency and effectiveness of the overall Bill Inquiry Handling processes. This
process also reports any identified constraints that can affect customer billing quality
standards to other processes.
Optional
These constraints may include specific resource (billing application and/or database, for
example) failures, etc.
Interactions
1.1.1.13 Charging
Figure 29. Charging decomposition into level 3 processes
Charging

Process Context
Brief Description
Managing the assignment of a value (monetary or other) to an event or product, or

combination (bundle or aggregate) of the above.
The purpose of Charging is to assign a value (monetary or other) to an event or product,
or combination
(bundle or aggregate) of the above. The charge may be either a credit or a debit and can
be handled either online or offline.
Online charging is performed in real-time, requiring an authorization component which

may affect how the service is rendered and enables an operator to provide prepaid
services to its customers. Whereas offline charging is performed after the service is
rendered and is not required to be done in real-time and generally relates to subscription
based products.
The charge may appear on a customer invoice via Apply Pricing, Discounting,
Adjustments & Rebates.
Explanatory
Mandatory
Optional
Interactions
Perform Rating

Process Context
Brief Description
Calculating the value of the service/product, before, during or after the rendering of the
service.
Process responsible for calculating the value of the service/product, before, during or
after the rendering of the service, based on parameters of the request (type, quantity,
etc.), parameters of the customer/subscriber (tariffs, price plans, accumulated usage,
contracts, etc.) and other parameters (time-of-day, taxes, etc.). The same request maybe
rated differently for different subscribers based on their purchased offers or service
agreements.
Explanatory
Mandatory
Optional
Interactions
Apply Rate Level Discounts

Process Context
Brief Description
Applies discounts to product prices.
This process applies discounts to product prices at an individual product level. A discount
may be expressed as a monetary amount or percentage, and modifies a price for a
product. When a discount is expressed as a percentage, the discounting process
determines the discount calculated in relation to the price for the product.
The discount may be displayed as a separate entry on the bill or may be combined with
the rate for the product to only show as one entry.
Discounts may be a one-time event or may have some duration (days, months, life of
product, etc.). Discounts may apply to a specific customer or be generally available
based on selection of products (for example - bundles). Discounting structures may
involve tiers, tapers, or thresholds.
Explanatory
Mandatory
Optional
Interactions
Aggregate Items For Charging

Process Context
Brief Description
Manages the accumulation of items that may be used in the selection of a value or in
calculation of a rate/discount.
This process is responsible for accumulating contributing items, which can be quantities,
values (monetary or other) or both. Aggregation can occur over time or can be initiated to
gather a “snapshot” of the items at a point in time.
The aggregated items may be used in Perform Rating or Apply Rate Level Discounts to
determine the applicable price or discount and may further be used as a quantity in the
calculation of a rate or discount.
Explanatory
Mandatory
Optional
Interactions
Manage Customer Charging Hierarchy

Process Context
Brief Description
Managing the charging relationships among subscribers.
Customer hierarchies are commonly used for corporate customers, family plans or other
type of affinity groups. This process manages the charging relationships among
subscribers, e.g. sharing, inheriting or restricting balances, price plans and discounts.
Thereby assuring that a charge is added to or subtracted from the correct (sub-)account
balance.
Explanatory
Mandatory
Optional
Interactions
1.1.1.13.4 Manage Customer Charging

Hierarchy
Figure 30. Manage Customer Charging Hierarchy decomposition into level 4 processes
Manage Customer Charging Hierarchy

Process Context
Brief Description
Managing the charging relationships among subscribers.
Customer hierarchies are commonly used for corporate customers, family plans or other
type of affinity groups. This process manages the charging relationships among
subscribers, e.g. sharing, inheriting or restricting balances, price plans and discounts.
Thereby assuring that a charge is added to or subtracted from the correct (sub-)account
balance.
Explanatory
Mandatory
Optional
Interactions
Calculate Service/Product Value

Process Context
Brief Description
Calculate the value of the service/product, before, during or after the rendering of the
service
The purpose of Calculate Service/Product Value process is to calculate the value of the
service/product, before, during or after the rendering of the service, based on parameters
of the request (type, quantity, etc.), parameters of the customer/subscriber (tariffs, price
plans, accumulated usage, contracts, etc.) and other parameters (time-of-day, taxes,
etc.). The same request maybe rated differently for different subscribers based on their
purchased offers or service agreements.
Explanatory
Mandatory
Optional
Interactions
1.1.1.14 Manage Billing Events
Figure 31. Manage Billing Events decomposition into level 3 processes
Manage Billing Events

Process Context
Brief Description
Encompasses the functions required to guide, distribute, mediate, summarize,
accumulate, and analyze billing event records.
The billing events management processes encompass the functions required to guide,
distribute, mediate, summarize, accumulate, and analyze billing event records. These
processes may occur in real-time, near real-time, or may be executed on a periodic basis.
Billing event records include records produced by network elements (service events),
records that indicate the need for periodic billing of a reoccurring product rate, and
records that indicate the need for billing of a non-reoccurring rate.
The guiding processes ensures that the event records used in the billing processes are
appropriately related to the correct customer billing account and products.
The billing event records are edited and if necessary reformatted (mediated) to meet the
needs of subsequent processes. The billing event records may also be enriched with
additional data during this process.
Explanatory
Mandatory
Optional
Interactions
Enrich Billing Events

Process Context
Brief Description
Enrich billing event records with additional data.
The Enrich Billing Events processes will augment the billing event records by adding data
to the records from sources such as customer, product, or other reference data.
A billing event may be assigned a price without consideration of specific product or

customer information. The assigned price may be used to enrich the billing event record.
Explanatory
Mandatory
Optional
Interactions
Guide Billing Events

Process Context
Brief Description
Ensures that the event records used in the billing processes are related to the correct
customer billing account and subscribed products.
The Guide Billing Events processes ensure that the event records used in the billing
process relate to the correct customer billing account and products. A specific event
record may be related to multiple customer billing accounts and subscribed products.
Distribution of billing event records to other processes may also occur.
Explanatory
Mandatory
Optional
Interactions
Mediate Billing Events

Process Context
Brief Description
Edits and reformats data for recipient applications.
The Mediate Billing Events process edits and reformats the data record to meet the
needs of a recipient application.
Explanatory
Mandatory
Optional
Interactions
Report Billing Event Records

Process Context
Brief Description
Generate reports on billing event records based on requests from other processes.
The purpose of the Report Billing Event Record processes is to generate reports on
billing event records based on requests from other processes.
These processes produce reports that may identify abnormalities, which may be caused
by fraudulent activity or related to customer complaints.
Investigation of problems related to these event records is also part of this process.
These processes also support other processes such as customer review of billing events
(pre-billing and post-billing).
Explanatory
Mandatory
Optional
Interactions
1.1.1.14.1 Enrich Billing Events
Figure 32. Enrich Billing Events decomposition into level 4 processes
Enrich Billing Events

Process Context
Brief Description
Enrich billing event records with additional data.
The Enrich Billing Events processes will augment the billing event records by adding data
to the records from sources such as customer, product, or other reference data.
A billing event may be assigned a price without consideration of specific product or

customer information. The assigned price may be used to enrich the billing event record.
Explanatory
Mandatory
Optional
Interactions
Add Billing Event Data

Process Context
Brief Description
Add data to the records from sources such as customer, product, or other reference data
to augment the billing event records.
Explanatory
An example of such data is service to product mapping information and subscriber

identity to customer mapping information. Data can be fetched from internal configuration
or be looked up in data sources.
Mandatory
The purpose of Add Billing Event Data process is to add data to the records from sources
such as customer, product, or other reference data to augment the billing event records.
This process is responsible for enriching billing events with additional data which is not
provided by or known by services providing the billing events, but needed by other billing
processes.Hence this process is also responsible for obtaining additional data from
corresponding data sources based on each billing events record information.
Optional
Interactions
Assign Billing Event Price

Process Context
Brief Description
Assign a price to a billing event without consideration of specific product or customer
information. The assigned price may be used to enrich the billing event record.
Explanatory
The assigned price may be used to enrich the billing event record. As an example,
originating on-net call CDRs are priced at $1 per started minute during peak hours,
without considering customer data or agreements for the involved user which could affect
the final price paid.
Mandatory
The purpose of Assign Billing Event Price process is to assign a price to a billing event
without consideration of specific product or customer information. This process performs
static rating of service events without considering customer or product information.
Optional
This process may assign a price to a billing event automatically according to pre-
configured rules, or manually.
Interactions
1.1.1.14.2 Guide Billing Events
Figure 33. Guide Billing Events decomposition into level 4 processes
Guide Billing Events

Process Context
Brief Description
Ensures that the event records used in the billing processes are related to the correct
customer billing account and subscribed products.
The Guide Billing Events processes ensure that the event records used in the billing
process relate to the correct customer billing account and products. A specific event
record may be related to multiple customer billing accounts and subscribed products.
Distribution of billing event records to other processes may also occur.
Explanatory
Mandatory
Optional
Interactions
Ensure Billing Event Usage

Process Context
Brief Description
Ensure that the event records used in the billing process relate to the correct customer
billing account and products.
Explanatory
A specific event record may be related to multiple customer billing accounts and
subscribed products.
Mandatory
The purpose of Ensure Event Record Usage process is to ensure that the event records
used in the billing process relate to the correct customer billing account and products.
Optional
Interactions
Distribute Billing Event

Process Context
Brief Description
Distribute billing event records to other processes.
Explanatory
As a typical example, billing events are transferred to Charging process for event/product
charging via this process. In general, the billing events are distributed in the specific
format, e.g. plain text format, binary format, XML format.
Mandatory
The purpose of Distribute Billing Event process is to distribute billing events to other
processes which need access to billing events. This process is also responsible for
recording distribution logs to avoid duplicated billing event distribution.
Optional
Interactions
1.1.1.14.3 Mediate Billing Events
Figure 34. Mediate Billing Events decomposition into level 4 processes
Mediate Billing Events

Process Context
Brief Description
Edits and reformats data for recipient applications.
The Mediate Billing Events process edits and reformats the data record to meet the
needs of a recipient application.
Explanatory
Mandatory
Optional
Interactions
Edit Billing Event

Process Context
Brief Description
Edit the data record for recipient applications.
Explanatory
Mandatory
This process is responsible for editing billing events to adapt to the contents expected by
receiving processes and applications. This includes examining individual fields in billing
events, modifying the contents of individual fields in billing events and removing
unwanted data and fields, identifying billing event type.
Additionally, this process is also responsible for billing events consolidation, billing event
splitting, billing events correlation and duplicated billing events deletion if necessary.
Optional
Interactions
Reformat Billing Event

Process Context
Brief Description
Reformat the data record for recipient applications.
Explanatory
Mandatory
The purpose of Reformat Billing Event process is to reformat billing events to adapt to the
format expected by receiving processes and applications. This includes examining
individual fields in billing events and translating billing events from one format to another
Additionally, this process is also responsible for maintenance the input and output format
template.
Optional
Interactions
1.1.1.14.4 Report Billing Event Records
Figure 35. Report Billing Event Records decomposition into level 4 processes
Report Billing Event Records

Process Context
Brief Description
The purpose of the Report Billing Event Record processes is to generate reports on
billing event records based on requests from other processes.
These processes produce reports that may identify abnormalities, which may be caused
by fraudulent activity or related to customer complaints.
Investigation of problems related to these event records is also part of this process.
These processes also support other processes such as customer review of billing events
(pre-billing and post-billing).
Explanatory
Mandatory
Optional
Interactions
Generate Billing Event Report

Process Context
Brief Description
Explanatory
Mandatory
The purpose of the Generate Billing Event Report process is to generate reports on billing
event records. This process produces reports that may identify abnormalities, which may
be caused by fraudulent activity or related to customer complaints.
Optional
Interactions
Investigate Billing Event Related Problem

Process Context
Brief Description
Investigate problems related to billing event records.
Explanatory
Mandatory
The purpose of the Investigate Billing Event Related Problem process is to investigate
problems related to billing event records. Where reporting indicates problems with billing
event records such as data format errors, configuration problems, system or network
problems this process initiates and manages an investigation and follow-up of the
indicated problems.
Optional
Interactions
Support Billing Event Related Process

Process Context
Brief Description
Support other processes such as customer review of billing events (pre-billing and post-
billing).
Explanatory
An example of such a process is customer review of billing events (pre-billing and post-
billing).
Mandatory
The purpose of the Support Billing Event Related Process process is to support other
processes which use or consume billing events.
Optional
Interactions
This process manages report requests from other processes.
1.1.1.15 Manage Balances
Figure 36. Manage Balances decomposition into level 3 processes
Manage Balances

Process Context
Brief Description
Management of customer and/or subscriber account balances.
This process is responsible for holding, calculating, applying policies and managing
functionality/interfaces for the account balances of a customer and/or a subscriber.
Here the values resulting from rating and the application of discounts are applied to a
customer's balance. The balance affected by the value may be monetary or other
balances such as minutes, points, or tokens. Authorizing service requests based on
available balance is optional.
Explanatory
Mandatory
Optional
Interactions
Manage Balance Policies

Process Context
Brief Description
Executing policies per balance or balance type.
Balance policies are rules that describe how balance affecting events are to be handled.
This is done by comparing the value of each event against criteria such as the following:
- a minimum allowable balance limit (e.g. balance must remain above zero),
- balance expiration dates,
- balance thresholds actions and notifications and
- roll-over & cyclic policies.
Explanatory
Mandatory
Optional
Interactions
Manage Balance Operations

Process Context
Brief Description
Allow different operations to be performed on the managed balance.
Balance operations processes the charged events, using balance policies and then
guides the results towards the relevant balance containers. Operations include :
- Reserving amounts from any balance for any session, and crediting unused
reservations back into the balance, when a session is released.
- Updating balances by applying charges to the balance and credit/debit adjustments.
- Balance queries.
- Transferring amounts from one balance to another.
Explanatory
Mandatory
Optional
Interactions
Manage Balance Containers

Process Context
Brief Description
Hold and maintain the different balances that a customer and/or a subscriber may have.
This process manages the balance containers assigned to a customer and/or subscriber
and is used to keep track of usage events, providing input for decision making processes
(such as service or product authorization) by means of the balance policies.
The containers include monetary and non-monetary balances (or shared) and are used
as prepaid balances (enabling realtime service or product authorization), postpaid
balances (in conjunction with an Account-Receivables [AR] application). Examples of
non-monetary balances and allowances are: free minutes, WAP-only quota, etc.
Explanatory
Mandatory
Optional
Interactions
Authorize Transaction Based on Balance

Process Context
Brief Description
Manages authorization of service/ product requests based on available balances
(monetary or non-monetary) and policies.
This process may include balance reservation and must be performed online.
Subsequent balance updates are not required to be done in real-time. In this context a
service is provided by the network, e.g. voice call. Product is digital content delivered via
the network, e.g. content such as music, games, etc.
Explanatory
Mandatory
Optional
Interactions
1.1.1.2 Customer Interface Management
Figure 37. Customer Interface Management decomposition into level 3 processes
Customer Interface Management

Process Context
This process element represents part of the overall enterprise, modeled in business process terms, and
can be applied (ie “instantiated”) with other similar process elements for application within a specific
organization or domain.
Brief Description
Managing all interfaces between the enterprise and potential and existing customers.
Customer Interface Management processes are responsible for managing all interfaces between the
enterprise and potential and existing customers. They deal with contact management, understanding the
reason for contact, directing customer contacts to the appropriate process, contact closure, exception
management, contact results analysis and reporting. CRM contact may be related to one or several of
Service Fulfillment, Service Assurance (service quality management and trouble or problem
management) and Billing related customer enquiries or contacts.
Explanatory
Mandatory
Optional
Interactions
Manage Contact

Process Context
Brief Description
Manage all contacts between potential or existing customers and the enterprise
The purpose of this process is to manage all contacts between potential or existing
customers and the enterprise. It deals with the identification of the contact, its
development, enhancement and update
Explanatory
Mandatory
Optional
Interactions
Manage Request (Including Self Service)

Process Context
Brief Description
Manage all requests (inbound and outbound) made by potential and existing customers
The purpose of this process is to manage all requests (inbound and outbound) made by
potential and existing customers. It receives the request and either enables its originator
to automatically fulfill it, or identifies and activates the opportune process to accomplish
the request; it manages the status of the request and is able to provide status information
at any moment in which the request is active; it formally closes the request when all
related activities have been terminated.
Explanatory
Mandatory
Optional
Interactions
Analyze & Report on Customer

Process Context
Brief Description
Perform all necessary analysis on closed requests and on customer contacts and
generate related reports
The purpose of this process is to perform all necessary analysis on closed (completed or
unfulfilled) requests and on customer contacts and it generates related reports, to be
utilized for process improvement activities, proactive problems prevention, up-sell
opportunities definition, etc.
Explanatory
Mandatory
Optional
Interactions
Mediate & Orchestrate Customer Interactions

Process Context
Brief Description
Ensure that transaction message structure and interactions conform to agreed, externally
defined standards used by the enterprise and its customers
The purpose of the Mediate & Orchestrate Customer Interactions is to ensure that
transaction message structure and interactions conform to agreed, externally defined
standards used by the enterprise and its customers. Increasingly transactions with
external parties (e.g. customers using RosettaNet or Web Services standards) will need
to conform to message and data formats defined by third parties or third party
organizations. Based on the specific transaction type and involved external party, this
conformance will require the identification of the necessary data formats to be sent
externally, and conversion of externally received messages into the required internal
enterprise formats. In addition, interactions with external parties may require that
messages and transactions need to be undertaken with defined and agreed orchestration
for message exchange. The actual agreement between the parties to use specific
interaction standards is part of the Support Customer Interface Management and Support
Selling L3s.
Explanatory
Mandatory
Optional
Interactions
1.1.1.2.1 Manage Contact
Figure 38. Manage Contact decomposition into level 4 processes
Manage Contact
Process Context
Brief Description
Manage all contacts between potential or existing customers and the enterprise
The purpose of this process is to manage all contacts between potential or existing
customers and the enterprise. It deals with the identification of the contact, its
development, enhancement and update
Explanatory
Mandatory
Optional
Interactions
Identify Contact

Process Context
Brief Description
deals with the identification of the contact
Explanatory
This could be an individual as a consumer, or part of a business organization (small,

medium or corporate) as defined by customer segmentation prevalent in the organization
Mandatory
Verify the individual / entity (organization) responsible for making contact
Optional
Interactions
Develop Contact

Process Context
Brief Description
deals with development, enhancement and update of the contact
Explanatory
For a new customer contact, this will include capturing mandatory details which could be
subject to validation.
Mandatory
Expand the detail attributes of the contact
Optional
Interactions
1.1.1.2.2 Manage Request (Including Self

Service)
Figure 39. Manage Request (Including Self Service) decomposition into level 4 processes
Manage Request (Including Self Service)

Process Context
Brief Description
Manage all requests (inbound and outbound) made by potential and existing customers
The purpose of this process is to manage all requests (inbound and outbound) made by
potential and existing customers. It receives the request and either enables its originator
to automatically fulfill it, or identifies and activates the opportune process to accomplish
the request; it manages the status of the request and is able to provide status information
at any moment in which the request is active; it formally closes the request when all
related activities have been terminated.
Explanatory
Mandatory
Optional
Interactions
Handle Request

Process Context
Brief Description
receives the request and either enables its originator to automatically fulfill it, or identifies
and activates the opportune process to accomplish the request
Explanatory
Handle a request to make changes This could be a request to change to enable
customer/ subscriber, to start or stop making use of specific products and services
Mandatory
receives the request and either enables its originator to automatically fulfill it, or identifies
and activates the opportune process to accomplish the request. Determine type of
stakeholder request
Optional
Interactions
where relecant, identifies and activates the opportune process to accomplish the request
Provide Request Status

Process Context
Brief Description
manages the status of the request and is able to provide status information at any
moment in which the request is active
Explanatory
Mandatory
manages the status of the request and is able to provide status information at any
moment in which the request is active. Track business events using the request status;
each of which is governed by rules, followed by a set of actions to reach the next status
Optional
Interactions
Close Request

Process Context
Brief Description
formally closes the request when all related activities have been terminated
Explanatory
Mandatory
formally closes the request when all related activities have been terminated
Optional
Interactions
1.1.1.2.3 Analyze & Report on Customer
Figure 40. Analyze & Report on Customer decomposition into level 4 processes
Analyze & Report on Customer

Process Context
Brief Description
Perform all necessary analysis on closed requests and on customer contacts and
generate related reports
The purpose of this process is to perform all necessary analysis on closed (completed or
unfulfilled) requests and on customer contacts and it generates related reports, to be
utilized for process improvement activities, proactive problems prevention, up-sell
opportunities definition, etc.
Explanatory
Mandatory
Optional
Interactions
Analyze Customer Requests & Contacts

Process Context
Brief Description
perform all necessary analysis on closed (completed or unfulfilled) requests and on
customer contacts
Explanatory
Mandatory
perform all necessary analysis on closed (completed or unfulfilled) requests and on
customer contacts
Optional
Interactions
Report Customer Requests & Contacts

Process Context
Brief Description
generates related reports, to be utilized for process improvement activities, proactive
problems prevention, up-sell opportunities definition, etc.
Explanatory
Mandatory
generates related reports, to be utilized for process improvement activities, proactive
problems prevention, up-sell opportunities definition, etc.
Optional
Interactions
1.1.1.2.4 Mediate & Orchestrate Customer

Interactions
Figure 41. Mediate & Orchestrate Customer Interactions decomposition into level 4 processes

Process Context
Brief Description
defined standards used by the enterprise and its customers
The purpose of the Mediate & Orchestrate Customer Interactions is to ensure that
standards used by the enterprise and its customers. Increasingly transactions with
external parties (e.g. customers using RosettaNet or Web Services standards) will need
to conform to message and data formats defined by third parties or third party
organizations. Based on the specific transaction type and involved external party, this
conformance will require the identification of the necessary data formats to be sent
enterprise formats. In addition, interactions with external parties may require that
for message exchange. The actual agreement between the parties to use specific
Selling L3s.
Explanatory
Mandatory
Optional
Interactions
Identify Customer Interactions Data Formats

Process Context
Brief Description
Performs identification of the necessary data formats to be sent externally. Increasingly
transactions with external parties (e.g. customers using RosettaNet or Web Services
standards) will need to conform to message and data formats defined by third parties or
third party organizations. The actual agreement between the parties to use specific
Selling L3s.
Explanatory
Increasingly transactions with external parties (e.g. customers using RosettaNet or Web
Services standards) will need to conform to message and data formats defined by third
parties or third party organizations.
Mandatory
Performs identification of the necessary data formats to be sent externally.
Optional
Interactions
The actual agreement between the parties to use specific interaction standards is part of
the Support Customer Interface Management and Support Selling L3s.
Orchestrate Customer Interactions

Process Context
Brief Description
Where required, orchestrates interactions with external parties so that messages and
transactions are undertaken with defined and agreed orchestration for message
exchange.
Explanatory
Mandatory
Where required, orchestrates interactions with external parties
Optional
Interactions
messages and transactions are undertaken with defined and agreed orchestration for
message exchange.
Mediate Customer Interactions

Process Context
Brief Description
Manages conversion of externally received messages into the required internal enterprise
formats, based on the specific transaction type and involved external party.
Explanatory
Mandatory
Manages conversion of externally received messages into the required internal enterprise
formats, based on the specific transaction type and involved external party.
Optional
Interactions
Manages conversion between external and internal formats
1.1.1.3 Marketing Fulfillment Response
Figure 42. Marketing Fulfillment Response decomposition into level 3 processes
Marketing Fulfillment Response

Process Context
Brief Description
Responsible for the issue and distribution of marketing collateral directly to a customer
and the subsequent tracking of resultant leads.
Marketing Fulfillment Response processes are responsible for the issue and distribution
of marketing collateral (i.e., coupon, premium, sample, toys, fliers, etc.) directly to a
customer and the subsequent tracking of resultant leads. These processes include
campaign management activities from lead generation to product and literature fulfillment,
and hand-off of leads to the selling processes.
Explanatory
Mandatory
Optional
Interactions
Issue & Distribute Marketing Collaterals

Process Context
Brief Description
Issue and distribute marketing collateral (i.e., coupon, premium, sample, toys, fliers, etc.)
directly to a customer
The purpose of this process is to handle the issuing and distribution of marketing
collateral to customer, in line with marketing campaign needs. This can involve mailshots,
leafleting and displays at events, inserts in newspapers, television and other media
advertising and magazines, voice and text messaging to individuals, and so on. Where
required, this process deals with customization of general campaign material for
individual regions or customer groups. Direct marketing and sales through shop
premises, in-store franchises, etc are also included, and this process also manages
distribution of marketing collaterals to such outlets
Explanatory
Mandatory
Optional
Interactions
Track Leads

Process Context
Brief Description
Track leads generated through marketing, or that arise in the course of business
The purpose of this process is to identify leads following on from marketing campaign
advertising, or those that arise otherwise in the course of business and are collected
here. Leads are tracked, evaluated and notified to other processes (e.g. Selling) for
further action.
Explanatory
Mandatory
Optional
Interactions
1.1.1.3.1 Issue & Distribute Marketing

Collaterals
Figure 43. Issue & Distribute Marketing Collaterals decomposition into level 4 processes
Issue & Distribute Marketing Collaterals

Process Context
Brief Description
Issue and distribute marketing collateral (i.e., coupon, premium, sample, toys, fliers, etc.)
directly to a customer
advertising and magazines, voice and text messaging to individuals, and so on. Where
required, this process deals with customization of general campaign material for
individual regions or customer groups. Direct marketing and sales through shop
premises, in-store franchises, etc are also included, and this process also manages
distribution of marketing collaterals to such outlets
Explanatory
Mandatory
Optional
Interactions
Handle Marketing Collateral Distributution

Process Context
Brief Description
advertising and magazines, voice and text messaging to individuals, and so on. Direct
marketing and sales through shop premises, in-store franchises, etc are also included,
and this process also manages distribution of marketing collaterals to such outlets
Explanatory
This can involve mailshots, leafleting and displays at events, inserts in newspapers,
television and other media advertising and magazines, voice and text messaging to
individuals, and so on
Mandatory
issuing and distribution of marketing collateral to customer, in line with marketing
campaign needs
Optional
This can involve mailshots, leafleting and displays at events, inserts in newspapers,
television and other media advertising and magazines, voice and text messaging to
individuals, and so on
Interactions
Customize Marketing Collateral

Process Context
Brief Description
Where required, this process deals with customization of general campaign material for
individual regions or customer groups.
Explanatory
Mandatory
Optional
Where required, this process deals with customization of general campaign material for
individual regions or customer groups.
Interactions
1.1.1.3.2 Track Leads
Figure 44. Track Leads decomposition into level 4 processes
Track Leads

Process Context
Brief Description
Track leads generated through marketing, or that arise in the course of business
The purpose of this process is to identify leads following on from marketing campaign
advertising, or those that arise otherwise in the course of business and are collected
here. Leads are tracked, evaluated and notified to other processes (e.g. Selling) for
further action.
Explanatory
Mandatory
Optional
Interactions
Track Marketing Leads

Process Context
Brief Description
Track leads following on from marketing campaign advertising, or those that arise
otherwise in the course of business and are collected here.
Explanatory
Mandatory
Track leads following on from marketing campaign advertising, or those that arise
otherwise in the course of business
Optional
Interactions
following on from marketing campaign advertising, or that arise otherwise in the course
of business
Evaluate Marketing Leads

Process Context
Brief Description
Evaluate and notify leads to other processes (e.g. Selling) for further action.
Explanatory
Mandatory
Evaluate and notify leads
Optional
Interactions
notify leads to other processes (e.g. Selling) for further action.
1.1.1.4 Selling
Figure 45. Selling decomposition into level 3 processes
Selling

Process Context
Brief Description
Responsible for managing prospective customers, for qualifying and educating
customers, and matching customer expectations
Selling processes are responsible for managing prospective customers, for the
qualification and education of the customer and for matching customer expectations to
the enterprise’s products and services and ability to deliver. These processes also
manage the response to customer RFPs.
Explanatory
Mandatory
Optional
Interactions
Manage Prospect

Process Context
Brief Description
Match assigned leads with the most appropriate products and ensure that these
prospects are handled appropriately
The purpose of this process is to match assigned leads with the most appropriate
products and ensure that these prospects are handled appropriately. These prospects
represent a “pipeline” of potential sales, each of which is expressed in terms of the
probability of successful sales closure and an estimate of the total attainable revenue.
The needs of each potential prospect are analyzed. Based on these needs, potential
solutions are identified from the service provider’s product portfolio. Each prospect is
tracked through these processes and the outcome (win or loss) of each prospect is
reported. Prospects are assigned to the appropriate sales channel.
Explanatory
Mandatory
Optional
Interactions
Qualify Opportunity

Process Context
Brief Description
Ensure that the opportunity is qualified in terms of any associated risk and the amount of
effort required to achieve a sale
The purpose of the Qualify Opportunity process is to ensure that the opportunity is
qualified in terms of any associated risk, and the amount of effort required (e.g. response
to a Request for Proposal [RFP]) to achieve a sale. The opportunity is explored with the
customer to ensure the offer meets the customer’s expectations, and to ensure that the
breadth of the customer requirement is understood. Extended interactions with the
customer may be required to achieve mutual understanding and agreement. The
opportunity may require the development of alternative solutions or customization to the
specific customer’s requirements. The Qualify Opportunity process is responsible for
assessing the size of the potential development and its risk. The resources, financing
and potential on-going customer commitment to the developed solution are all factors that
must be assessed. These processes also need to assess the strategic importance of the
opportunity, the potential for wider application, and the importance of the specific
customer to the enterprise. The solution alternatives must be available (e.g. capacity) or
scheduled on a product roadmap
Explanatory
Mandatory
Optional
Interactions
Negotiate Sales/Contract

Process Context
Brief Description
Close the sale with terms that are understood by the customer, and are mutually
agreeable to both the customer and the service provider.
The purpose of this process is to close the sale with terms that are understood by the
customer, and are mutually agreeable to both the customer and the service provider. This
process may involve obtaining customer agreement to standard terms and conditions.
The agreement process may require interaction with the customer to ensure that the
standard terms and conditions are understood by, and are acceptable to, the customer.
In some cases this process may involve the development of, and negotiation with the
customer of, non-standard terms and conditions associated with sales proposals
specifically developed to meet specific customer requirements. For complex sales
proposals associated with customer RFPs this process may extend over long time
periods and require extensive interaction with customers to achieve agreement. Aspects
of contract price determination may include issues of CPE prices from third party vendors,
allowances based on customer location, etc. For RFPs, many of the commercial terms
being sought may be developed or originated by the customer, and the negotiating team
may need to develop strategies to achieve acceptable commercial outcomes. .The sale
is concluded through negotiations and joint agreement on features, service levels, pricing
and discounts, resulting in a sign-off formal agreement/contract between the customer

and service provider. Depending upon specific circumstances, final agreement from the
Service Provider’s perspective may require escalation to, and agreement from, an
appropriately delegated manager. The formal agreement could include zero or more
confirmed orders from the customer. These orders are then passed on as requests to
allow formal Customer Orders to be generated and processed...
Explanatory
Mandatory
Optional
Interactions
Acquire Customer Data

Process Context
Brief Description
Capture and record all pertinent customer data required for the initiation, realization and
deployment of the agreed sales proposal.
The purpose of this process is to capture and record all pertinent customer data required
for the initiation, realization and deployment of the agreed sales proposal. In most
standard offerings the necessary customer data is often captured on the sales proposal
agreement form associated with the standard offerings. For non-standard and/or
complex sales agreements associated, for instance, with a customer RFP, extensive
customer information may be required to plan and roll-out the agreed solution. For
example, Centrex designs require extensive capture of details surrounding deployment of
handsets, features associated with each handset, customer Centrex groups, etc.
In some cases the necessary level of precise detail may be available from the Develop
Sales Proposal. Where this is not the case, this process is responsible for determining
the precise customer information required to support the agreed proposal, capturing
(through forms, or customer interviews, etc.) the required customer information, and
storing the details in a form required by other processes.
Explanatory
Mandatory
Optional
Interactions
Cross/Up Selling

Process Context
Brief Description
Ensure that the value of the relationship between the customer and service provider is
maximized by selling additional, or more of the existing, products.
The purpose of this process is to ensure that the value of the relationship between the
customer and service provider is maximized by selling additional, or more of the existing,
products. The ongoing analysis of customer trends (e.g. usage, problems, complaints) is
used to identify when the current offerings may no longer be appropriate for the customer,
or when the opportunity for a larger sale arises. Based on the data collected, more
appropriate offerings should be recommended to the customer.
Explanatory
Mandatory
Optional
Interactions
Develop Sales Proposal

Process Context
Brief Description
Develop a sales proposal to respond to the customer’s requirements
The purpose of this process is to develop a sales proposal to respond to the customer’s
requirements. This process commences following approval by the Qualify Customer
process. The development of a sales proposal may require the selection of a standard
product offering, may require the development of a non-standard offering, or may require
the creation of a project team to construct an offering in response to a customer’s
Request For Proposal. In all cases, the processes are responsible for ascertaining the
customer’s requirements, determining the ability of the enterprise to support the customer
requirements, and developing a proposal (or proposals) for the customer which meets the
stated requirements. These processes assess the extent of enterprise support required
to develop the sales proposal, marshal the necessary support across the enterprise and
administer the sales proposal development activity to ensure that any timing constraints
associated with eth customer requirements are achieved.
Note that development of a non-standard sales proposal or the response to a customer’s
RFP may require the development of unique solution designs. The development of
unique solutions, within the context of current deployed capabilities, uses the Design
Solutions process within Service Management & Operations to undertake the necessary
feasibility studies. Where current capabilities are not able to support customer’s
requirements, the Product & Offer Capability Delivery processes are invoked to undertake
any necessary assessment and business case development.
Explanatory
Mandatory
Optional
Interactions
Manage Sales Accounts

Process Context
Brief Description
Manage the sales accounts assigned to the sales channel on a day-day basis
The purpose of the Manage Sales Accounts processes is to manage the sales accounts
assigned to the sales channel and/or sales manager on a day-day basis. These
processes are responsible for contacting the customers associated with each sales
account on a regular basis appropriate for the type of account, to develop the appropriate
relationships and contacts, to prospect for leads, to promote the enterprise’s product
offerings, etc.
Explanatory
Mandatory
Optional
Interactions
1.1.1.4.1 Manage Prospect
Figure 46. Manage Prospect decomposition into level 4 processes
Manage Prospect

Process Context
Brief Description
Match assigned leads with the most appropriate products and ensure that these
prospects are handled appropriately
The purpose of this process is to match assigned leads with the most appropriate
products and ensure that these prospects are handled appropriately. These prospects
represent a “pipeline” of potential sales, each of which is expressed in terms of the
probability of successful sales closure and an estimate of the total attainable revenue.
The needs of each potential prospect are analyzed. Based on these needs, potential
solutions are identified from the service provider’s product portfolio. Each prospect is
tracked through these processes and the outcome (win or loss) of each prospect is
reported. Prospects are assigned to the appropriate sales channel.
Explanatory
Mandatory
Optional
Interactions
Analyze Prospect Needs

Process Context
Brief Description
Analyze the needs of each potential prospect
Explanatory
Mandatory
Analyze the needs of each potential prospect
Optional
Interactions
Identify Potential Solutions

Process Context
Brief Description
Identify potential solutions from the service provider’s product portfolio against prospect
needs.
Explanatory
Mandatory
Identify potential solutions from the service provider’s product portfolio against prospect
needs.
Optional
Interactions
Assign Prospect to Sales Channel

Process Context
Brief Description
Assign prospects to the appropriate sales channel; The purpose is to match assigned
leads with the most appropriate products and ensure that these prospects are handled
appropriately.
Explanatory
The purpose is to match assigned leads with the most appropriate products and ensure
that these prospects are handled appropriately.
Mandatory
Assign prospects to the appropriate sales channel
Optional
Interactions
Track & Report Prospect

Process Context
Brief Description
Track each prospect through these processes and report the outcome (win or loss) of
each prospect. These prospects represent a “pipeline” of potential sales, each of which is
expressed in terms of the probability of successful sales closure and an estimate of the
total attainable revenue.
Explanatory
These prospects represent a “pipeline” of potential sales, each of which is expressed in
terms of the probability of successful sales closure and an estimate of the total attainable
revenue.
Mandatory
Track each prospect through these processes and report the outcome (win or loss) of
each prospect.
Optional
Interactions
1.1.1.4.2 Qualify & Educate Customer
Figure 47. Qualify Opportunity decomposition into level 4 processes
Qualify Opportunity

Process Context
Brief Description
Ensure that the opportunity is qualified in terms of any associated risk and the amount of
effort required to achieve a sale
The purpose of the Qualify Opportunity process is to ensure that the opportunity is
qualified in terms of any associated risk, and the amount of effort required (e.g. response
to a Request for Proposal [RFP]) to achieve a sale. The opportunity is explored with the
customer to ensure the offer meets the customer’s expectations, and to ensure that the
breadth of the customer requirement is understood. Extended interactions with the
customer may be required to achieve mutual understanding and agreement. The
opportunity may require the development of alternative solutions or customization to the
specific customer’s requirements. The Qualify Opportunity process is responsible for
assessing the size of the potential development and its risk. The resources, financing
and potential on-going customer commitment to the developed solution are all factors that
must be assessed. These processes also need to assess the strategic importance of the
opportunity, the potential for wider application, and the importance of the specific
customer to the enterprise. The solution alternatives must be available (e.g. capacity) or
scheduled on a product roadmap
Explanatory
Mandatory
Optional
Interactions
Define Alternative/Customized Solutions

Process Context
Brief Description
Develop, as required, alternative solutions or customization to the specific customer’s
requirements. This focuses on the definition of these solutions at this stage, and not the
actual development of new cpaabilities (which may follow on)
Explanatory
This focuses on the definition of these solutions at this stage, and not the actual
development of new capabilities (which may follow on)
Mandatory
Develop, as required, alternative solutions or customization to the specific customer’s
requirements.
Optional
Interactions
Assess Potential Development & Risk

Process Context
Brief Description
Assess the size of the potential development and its risk. The resources, financing and
potential on-going customer commitment to the developed solution are all factors that
must be assessed.
Explanatory
The resources, financing and potential on-going customer commitment to the developed
solution are all factors that must be assessed.
Mandatory
Assess the size of the potential development and its risk.
Optional
Interactions
Assess Strategic Impacts

Process Context
Brief Description
Assess the strategic importance of the opportunity, the potential for wider application, and
the importance of the specific customer to the enterprise. The solution alternatives must
be available (e.g. capacity) or scheduled on a product roadmap
Explanatory
The solution alternatives must be available (e.g. capacity) or scheduled on a product
roadmap
Mandatory
Assess the strategic importance of the opportunity, the potential for wider application, and
the importance of the specific customer to the enterprise.
Optional
Interactions
1.1.1.4.3 Negotiate Sales/Contract
Figure 48. Negotiate Sales/Contract decomposition into level 4 processes
Create Customer Order

Process Context
Brief Description
Responsible for creating standard and/or non-standard orders (in ITIL, "RFCs") for
handover to be fulfilled
Explanatory
This process is responsible for creating standard orders (in ITIL, "RFC"s) for non -custom
orders and non-standard orders, for qualified custom agreements This process will also
interact with other processes for fulfilling the customer expectations.
Mandatory
Responsible for creating standard and/or non-standard orders (in ITIL, "RFCs") for
handover to be fulfilled
Optional
Interactions
This process will interact with other Fulfillment processes (particularly, Order Handling) to
carry out customer orders.
Negotiate Sales/Contract

Process Context
Brief Description
Close the sale with terms that are understood by the customer, and are mutually
agreeable to both the customer and the service provider.
The purpose of this process is to close the sale with terms that are understood by the
customer, and are mutually agreeable to both the customer and the service provider. This
process may involve obtaining customer agreement to standard terms and conditions.
The agreement process may require interaction with the customer to ensure that the
standard terms and conditions are understood by, and are acceptable to, the customer.
In some cases this process may involve the development of, and negotiation with the
customer of, non-standard terms and conditions associated with sales proposals
specifically developed to meet specific customer requirements. For complex sales
proposals associated with customer RFPs this process may extend over long time
periods and require extensive interaction with customers to achieve agreement. Aspects
of contract price determination may include issues of CPE prices from third party vendors,
allowances based on customer location, etc. For RFPs, many of the commercial terms
being sought may be developed or originated by the customer, and the negotiating team
may need to develop strategies to achieve acceptable commercial outcomes. .The sale
is concluded through negotiations and joint agreement on features, service levels, pricing
and discounts, resulting in a sign-off formal agreement/contract between the customer
and service provider. Depending upon specific circumstances, final agreement from the
allow formal Customer Orders to be generated and processed...
Explanatory
Mandatory
Optional
Interactions
Negotiate Standard Terms & Conditions

Process Context
Brief Description
For standard terms and conditions, interact as necessary with the customer to ensure that
the standard terms and conditions are understood by, and are acceptable to, the
customer.
Explanatory
For complex sales proposals associated with customer RFPs this process may extend
over long time periods and require extensive interaction with customers to achieve
agreement. Aspects of contract price determination may include issues of CPE prices
from third party vendors, allowances based on customer location, etc. For RFPs, many of
the commercial terms being sought may be developed or originated by the customer, and
the negotiating team may need to develop strategies to achieve acceptable commercial
outcomes. .The sale is concluded through negotiations and joint agreement on features,
service levels, pricing and discounts, resulting in a sign-off formal agreement/contract
between the customer and service provider.
Mandatory
For standard terms and conditions, interact as necessary with the customer to ensure that
the standard terms and conditions are understood by, and are acceptable to, the
customer.
Optional
Interactions
Develop & Negotiate Non-standard Terms & Conditions

Process Context
Brief Description
Develop and negotiate with the customer (where required) non-standard terms and
conditions associated with sales proposals specifically developed to meet specific
customer requirements. For complex sales proposals associated with customer RFPs
this process may extend over long time periods and require extensive interaction with
customers to achieve agreement. Aspects of contract price determination may include
issues of CPE prices from third party vendors, allowances based on customer location,
etc. For RFPs, many of the commercial terms being sought may be developed or
originated by the customer, and the negotiating team may need to develop strategies to
achieve acceptable commercial outcomes. .The sale is concluded through negotiations
and joint agreement on features, service levels, pricing and discounts, resulting in a sign-
off formal agreement/contract between the customer and service provider.
Explanatory
Mandatory
Develop and negotiate with the customer (where required) non-standard terms and
conditions associated with sales proposals specifically developed to meet specific
customer requirements.
Optional
Interactions
Obtain Customer Agreement

Process Context
Brief Description
For either standard or non-standard terms and conditions, obtain final confirmation that
the agreed terms and conditions are understood by, and are acceptable to, the customer,
and achieve sign-off. Depending upon specific circumstances, final agreement from the
allow formal Customer Orders to be generated and processed.
Explanatory
Depending upon specific circumstances, final agreement from the Service Provider’s
perspective may require escalation to, and agreement from, an appropriately delegated
manager. The formal agreement could include zero or more confirmed orders from the
customer. These orders are then passed on as requests to allow formal Customer
Orders to be generated and processed.
Mandatory
For either standard or non-standard terms and conditions, obtain final confirmation that
the agreed terms and conditions are understood by, and are acceptable to, the customer,
and achieve sign-off.
Optional
Interactions
1.1.1.4.4 Acquire Customer Data
Figure 49. Acquire Customer Data decomposition into level 4 processes
Acquire Customer Data

Process Context
Brief Description
Capture and record all pertinent customer data required for the initiation, realization and
deployment of the agreed sales proposal.
The purpose of this process is to capture and record all pertinent customer data required
for the initiation, realization and deployment of the agreed sales proposal. In most
standard offerings the necessary customer data is often captured on the sales proposal
agreement form associated with the standard offerings. For non-standard and/or
complex sales agreements associated, for instance, with a customer RFP, extensive
customer information may be required to plan and roll-out the agreed solution. For
example, Centrex designs require extensive capture of details surrounding deployment of

handsets, features associated with each handset, customer Centrex groups, etc.
In some cases the necessary level of precise detail may be available from the Develop
Sales Proposal. Where this is not the case, this process is responsible for determining
the precise customer information required to support the agreed proposal, capturing
(through forms, or customer interviews, etc.) the required customer information, and
storing the details in a form required by other processes.
Explanatory
Mandatory
Optional
Interactions
Determine Required Customer Data

Process Context
Brief Description
In most standard offerings the necessary customer data is often captured on the sales
proposal agreement form associated with the standard offerings. For non-standard
and/or complex sales agreements associated, for instance, with a customer RFP,
extensive customer information may be required to plan and roll-out the agreed solution.
For example, Centrex designs require extensive capture of details surrounding
deployment of handsets, features associated with each handset, customer Centrex
groups, etc. In some cases the necessary level of precise detail may be available from
the Develop Sales Proposal. Where this is not the case, this process is responsible for
determining the precise customer information required to support the agreed proposal.
Explanatory
In most standard offerings the necessary customer data is often captured on the sales
proposal agreement form associated with the standard offerings. For non-standard
and/or complex sales agreements associated, for instance, with a customer RFP,
extensive customer information may be required to plan and roll-out the agreed solution.
For example, Centrex designs require extensive capture of details surrounding
deployment of handsets, features associated with each handset, customer Centrex
groups, etc.
Mandatory
responsible for determining the precise customer information required to support the
agreed proposal. In some cases the necessary level of precise detail may be available
from the Develop Sales Proposal.
Optional
Interactions
Capture & Record Customer Data

Process Context
Brief Description
Capture (through forms, or customer interviews, etc.) the required customer information,
and store the details in a form required by other processes.
Explanatory
Mandatory
Optional
Interactions
1.1.1.4.5 Cross/Up Selling
Figure 50. Cross/Up Selling decomposition into level 4 processes
Cross/Up Selling

Process Context
Brief Description
Ensure that the value of the relationship between the customer and service provider is
maximized by selling additional, or more of the existing, products.
The purpose of this process is to ensure that the value of the relationship between the
customer and service provider is maximized by selling additional, or more of the existing,
products. The ongoing analysis of customer trends (e.g. usage, problems, complaints) is
used to identify when the current offerings may no longer be appropriate for the customer,
or when the opportunity for a larger sale arises. Based on the data collected, more
appropriate offerings should be recommended to the customer.
Explanatory
Mandatory
Optional
Interactions
Analyze Customer Trends

Process Context
Brief Description
Use ongoing analysis of customer trends (e.g. usage, problems, complaints) to identify
when the current offerings may no longer be appropriate for the customer, or when the
opportunity for a larger sale arises. The purpose is to ensure that the value of the
relationship between the customer and service provider is maximized by selling
additional, or more of the existing, products.
Explanatory
The purpose is to ensure that the value of the relationship between the customer and
service provider is maximized by selling additional, or more of the existing, products.
Mandatory
Use ongoing analysis of customer trends (e.g. usage, problems, complaints) to identify
when the current offerings may no longer be appropriate for the customer, or when the
opportunity for a larger sale arises.
Optional
Interactions
Recommend Appropriate Offerings

Process Context
Brief Description
Based on the data collected, recommend more appropriate offerings to the customer.
Explanatory
Mandatory
Based on the data collected, recommend more appropriate offerings to the customer.
Optional
Interactions
1.1.1.4.6 Develop Sales Proposal
Figure 51. Develop Sales Proposal decomposition into level 4 processes
Develop Sales Proposal

Process Context
Brief Description
Develop a sales proposal to respond to the customer’s requirements
The purpose of this process is to develop a sales proposal to respond to the customer’s
requirements. This process commences following approval by the Qualify Customer
process. The development of a sales proposal may require the selection of a standard
product offering, may require the development of a non-standard offering, or may require
the creation of a project team to construct an offering in response to a customer’s
Request For Proposal. In all cases, the processes are responsible for ascertaining the
customer’s requirements, determining the ability of the enterprise to support the customer
requirements, and developing a proposal (or proposals) for the customer which meets the
stated requirements. These processes assess the extent of enterprise support required
to develop the sales proposal, marshal the necessary support across the enterprise and
administer the sales proposal development activity to ensure that any timing constraints
associated with eth customer requirements are achieved.
Note that development of a non-standard sales proposal or the response to a customer’s
RFP may require the development of unique solution designs. The development of
unique solutions, within the context of current deployed capabilities, uses the Design
Solutions process within Service Management & Operations to undertake the necessary
feasibility studies. Where current capabilities are not able to support customer’s
requirements, the Product & Offer Capability Delivery processes are invoked to undertake
any necessary assessment and business case development.
Explanatory
Mandatory
Optional
Interactions
Ascertain Customer Requirements

Process Context
Brief Description
Ascertain the customer’s requirements. This process commences following approval by
the Qualify Customer process. The development of a sales proposal may require the
selection of a standard product offering, may require the development of a non-standard
offering, or may require the creation of a project team to construct an offering in response
to a customer’s Request For Proposal.
Explanatory
Mandatory
Ascertain the customer’s requirements. The development of a sales proposal may
require the selection of a standard product offering, may require the development of a
non-standard offering, or may require the creation of a project team to construct an
offering in response to a customer’s Request For Proposal.
Optional
Interactions
This process commences following approval by the Qualify Customer process.
Determine Support for Customer Requirements

Process Context
Brief Description
Determine the ability of the enterprise to support the customer requirements. These
processes assess the extent of enterprise support required to develop the sales proposal,
marshal the necessary support across the enterprise and administer the sales proposal
development activity to ensure that any timing constraints associated with eth customer
requirements are achieved.
Explanatory
Mandatory
Determine the ability of the enterprise to support the customer requirements. These
processes assess the extent of enterprise support required to develop the sales proposal,
marshal the necessary support across the enterprise and administer the sales proposal
development activity to ensure that any timing constraints associated with eth customer
requirements are achieved.
Optional
Interactions
Develop Proposal against Customer Requirements

Process Context
Brief Description
Develop a proposal (or proposals) for the customer which meets the stated requirements.
The development of a sales proposal may require the selection of a standard product
offering, may require the development of a non-standard offering, or may require the
creation of a project team to construct an offering in response to a customer’s Request
For Proposal. Note that development of a non-standard sales proposal or the response to
a customer’s RFP may require the development of unique solution designs. The
development of unique solutions, within the context of current deployed capabilities, uses
the Design Solutions process within Service Management & Operations to undertake the
necessary feasibility studies. Where current capabilities are not able to support
customer’s requirements, the Product & Offer Capability Delivery processes are invoked
to undertake any necessary assessment and business case development.
Explanatory
Mandatory
Develop a proposal (or proposals) for the customer which meets the stated requirements.
The development of a sales proposal may require the selection of a standard product
offering, may require the development of a non-standard offering, or may require the
creation of a project team to construct an offering in response to a customer’s Request
For Proposal. Note that development of a non-standard sales proposal or the response to
a customer’s RFP may require the development of unique solution designs. The
development of unique solutions, within the context of current deployed capabilities, uses
the Design Solutions process within Service Management & Operations to undertake the
necessary feasibility studies. Where current capabilities are not able to support
customer’s requirements, the Product & Offer Capability Delivery processes are invoked
to undertake any necessary assessment and business case development.
Optional
Interactions
1.1.1.4.7 Manage Sales Accounts
Figure 52. Manage Sales Accounts decomposition into level 4 processes
Update Sales Repository

Process Context
Brief Description
Responsible for managing and updating sales repository / inventory
Explanatory
This process is reponsible for getting customer configuration information and KPIs. This
process will also update selling information into repository
Mandatory
Manage and update sales repository
Optional
Interactions
This process will interact with ITIL and non-ITIL application for getting and updating sale
configurations.
Manage Sales Accounts

Process Context
Brief Description
Manage the sales accounts assigned to the sales channel on a day-day basis
The purpose of the Manage Sales Accounts processes is to manage the sales accounts
assigned to the sales channel and/or sales manager on a day-day basis. These
processes are responsible for contacting the customers associated with each sales
account on a regular basis appropriate for the type of account, to develop the appropriate
relationships and contacts, to prospect for leads, to promote the enterprise’s product
offerings, etc.
Explanatory
Mandatory
Optional
Interactions
Contact Customer (on regular basis)

Process Context
Brief Description
Contact the customers associated with each sales account on a regular basis appropriate
for the type of account. The purpose is to manage the sales accounts assigned to the
sales channel and/or sales manager on a day-day basis.
Explanatory
The purpose is to manage the sales accounts assigned to the sales channel and/or sales
manager on a day-day basis.
Mandatory
Contact the customers associated with each sales account on a regular basis appropriate
for the type of account.
Optional
Interactions
Develop Contacts & Lleads

Process Context
Brief Description
Develop the appropriate relationships and contacts, prospect for leads, promote the
enterprise’s product offerings, etc.
Explanatory
Mandatory
Develop the appropriate relationships and contacts, prospect for leads, promote the
enterprise’s product offerings, etc.
Optional
Interactions
1.1.1.5 Order Handling
Figure 53. Order Handling decomposition into level 3 processes
Order Handling

Process Context
Brief Description
Responsible for accepting and issuing orders.
Order Handling processes are responsible for accepting and issuing orders. They deal
with pre-order feasibility determination, credit authorization, order issuance, order status
and tracking, customer update on order activities and customer notification on order
completion. Responsibilities of the Order Handling processes include, but are not limited
to:
· Issuing new customer orders, modifying open customer orders or canceling open
customer orders;
· Verifying whether specific non-standard offerings sought by customers are feasible and
supportable;
· Checking the credit worthiness of customers as part of the customer order process;
· Testing the completed offering to ensure it is working correctly;
· Updating of the Customer Inventory Database to reflect that the specific product offering
has been allocated, modified or cancelled;
· Assigning and tracking customer provisioning activities;
· Managing customer provisioning jeopardy conditions; and
· Reporting progress on customer orders to customer and other processes.
Explanatory
Mandatory
Optional
Interactions
Determine Customer Order Feasibility

Process Context
Brief Description
Check the availability and/or the feasibility of providing and supporting standard and
customized product offerings where specified to a customer.
The purpose of the Determine Customer Order Feasibility process is to check the
availability and/or the feasibility of providing and supporting standard and customized
product offerings where specified as part of the standard product offering process flow, to
a customer.
These processes invoke requests to SM&O provisioning processes to determine the

availability and supportability of product offerings to a customer.
These processes are also responsible for determining whether the offering can be
supported by other CRM processes.
Explanatory
Mandatory
Optional
Interactions
Authorize Credit

Process Context
Brief Description
Assess a customer's credit worthiness in support of managing customer risk and
company exposure to bad debt
The purpose of the Authorize Credit processes is to assess a customer’s credit
worthiness in support of managing customer risk and company exposure to bad debt.
This process is responsible for initiating customer credit checks and for authorizing credit
and credit terms in accordance with established enterprise risk and policy guidelines
Explanatory
Mandatory
Optional
Interactions
Track & Manage Customer Order Handling

Process Context
Brief Description
Ensure customer provisioning activities are assigned, managed and tracked efficiently to
meet the agreed committed availability date
The objective of the Track & Manage Customer Order Handling processes is to ensure
customer provisioning activities are assigned, managed and tracked efficiently to meet
the agreed committed availability date.
· Scheduling, assigning and coordinating customer provisioning related activities;
· Generating the respective service order creation request(s) to Issue Service Orders
based on specific customer orders;
· Escalating status of customer orders in accordance with local policy;
· Undertaking necessary tracking of the execution process;
· Adding additional information to an existing customer order;
· Modifying information in an existing customer order;
· Modifying the customer order status;
· Canceling a customer order when the initiating sales request is cancelled;
· Monitoring the jeopardy status of customer orders, and escalating customer orders as
necessary; and
· Indicating completion of a customer order by modifying the customer order status.
Note that some specific product components may be delivered directly by
suppliers/partners. In these cases the Track & Manage Customer Order Handling
process is responsible for initiating requests, through S/P Requisition Management for the
delivery by the supplier/partner of the specific product components.
Explanatory
Mandatory
Optional
Interactions
Complete Customer Order

Process Context
Brief Description
Manage customer information and interactions after customer contracts or associated
service orders have been finalized and during the order completion phase
The purpose of the Complete Customer Order processes is to manage customer
information and interactions after customer contracts or associated service orders have
been finalized and during the order completion phase. The customer may participate in
commissioning or end-to-end testing and then satisfactory delivery. The customer is
trained in the functionality and benefits of the solution. These processes are responsible
for ensuring that any customer information required by other CRM processes is updated
as part of the customer order completion.
Explanatory
Mandatory
Optional
Interactions
Issue Customer Orders

Process Context
Brief Description
Issue correct and complete customer orders
The purpose of the Issue Customer Orders processes is to issue correct and complete
customer orders. These processes ensure that all necessary information about the
Customer Order (for example, type of product, install address, special requirements, etc.)
is available. The customer orders may be required to satisfy pertinent customer requests
from the Selling processes (in particular taking into account the purchase order from
Negotiate Sales), may arise as a result of requests for customer provisioning activity to
satisfy customer problem restoration activities, may arise to alleviate customer
performance issues. These processes assess the information contained in the customer
order relating to the sales request or initiating customer process request to determine the
associated customer orders that need to be issued. The issued customer order may
require a feasibility assessment, may require new provisioning activities, may require a
change to a previously issued customer order, or may require cancellation of a previously
initiated customer order. The customer order may also relate to the cancellation of
previously purchased specific services. Where, the initiating request for a purchased
product offering has a standard customer order this process is responsible for issuing the
customer order, and for creating a record of the relevant initiating sales request and the
associated customer order. Where the initiating request for a purchased product offering
has special or unusual requirements, and a specific feasibility assessment has been
previously undertaken, this process is responsible for issuing the customer order, and for
creating a record of the relevant initiating request information and the associated
customer order. Where the initiating request for a purchased product offering has special
or unusual requirements, and a specific feasibility assessment has not been previously
undertaken, this process marks the issued customer order as requiring special handling,
and passes management for further processing to the Track & Manage Customer Order
Handling process. The orchestration, if required, and tracking of the customer order
progress is the responsibility of the Track & Manage Customer Order Handling
processes.
Explanatory
Mandatory
Optional
Interactions
Report Customer Order Handling

Process Context
Brief Description
Monitor the status of customer orders, provide notifications of any changes and provide
management reports.
The objective of the Report Customer Order Handling processes is to monitor the status
of customer orders, provide notifications of any changes and provide management
reports. These processes are responsible for continuously monitoring the status of
customer orders and managing notifications to processes and other parties registered to
receive notifications of any status changes. Notification lists are managed and maintained
by the Support Order Handling processes.These processes record, analyze and assess
the customer order status changes to provide management reports and any specialized
summaries of the efficiency and effectiveness of the overall Order Handling process.
These specialized summaries could be specific reports required by specific customers.
Explanatory
Mandatory
Optional
Interactions
Close Customer Order

Process Context
Brief Description
Close a customer order when the customer provisioning activities have been completed.
Monitor the status of all open customer orders, and recognize that a customer order is
ready to be closed when the status is changed to completed.
The objective of the Close Customer Order processes is to close a customer order when
the customer provisioning activities have been completed. These processes monitor the
status of all open customer orders, and recognize that a customer order is ready to be
closed when the status is changed to completed.
Explanatory
Mandatory
Optional
Interactions
Receive PO & Issue Orders (DELETED)

Process Context
Brief Description
Deleted
Deleted
Explanatory
Mandatory
Optional
Interactions
1.1.1.5.4 Track & Manage Customer Order

Handling
Figure 54. Track & Manage Customer Order Handling decomposition into level 4 processes
Manage Customer Order
Process Context
Brief Description
Schedule, assign and coordinate customer provisioning related activities. Generate the
respective service order creation request(s) to Issue Service Orders based on specific
customer orders. Escalate status of customer orders in accordance with local policy.
Add additional information to an existing customer order. Modify information in an
existing customer order. Cancel a customer order when the initiating sales request is
cancelled. If some specific product components are delivered directly by
suppliers/partners, initiate requests, through S/P Requisition Management, for the
Explanatory
Mandatory
Optional
Interactions
Track & Manage Customer Order Handling

Process Context
Brief Description
Ensure customer provisioning activities are assigned, managed and tracked efficiently to
meet the agreed committed availability date
The objective of the Track & Manage Customer Order Handling processes is to ensure
customer provisioning activities are assigned, managed and tracked efficiently to meet
the agreed committed availability date.
· Scheduling, assigning and coordinating customer provisioning related activities;
· Generating the respective service order creation request(s) to Issue Service Orders
based on specific customer orders;
· Escalating status of customer orders in accordance with local policy;
· Adding additional information to an existing customer order;
· Modifying information in an existing customer order;
· Modifying the customer order status;
· Canceling a customer order when the initiating sales request is cancelled;
· Monitoring the jeopardy status of customer orders, and escalating customer orders as
necessary; and
· Indicating completion of a customer order by modifying the customer order status.
Note that some specific product components may be delivered directly by
suppliers/partners. In these cases the Track & Manage Customer Order Handling
process is responsible for initiating requests, through S/P Requisition Management for the
Explanatory
Mandatory
Optional
Interactions
Track Customer Order

Process Context
Brief Description
Undertake necessary tracking of the execution process. Modify the customer order
status. Monitor the jeopardy status of customer orders, escalating customer orders as
necessary.
Explanatory
Mandatory
Optional
Interactions
Update Order Repository

Process Context
Brief Description
To be added
Explanatory
Update repository at each level in order handling. The state of order will be changed at
each level according to work flow:
- All those issued customer order which are not preauthorized are set in ‘pending’ state
- Validate order will passed to ‘acknowledged’ state (if invalid, order gets ‘rejected’)
- Feasible order (completing the impact analysis) will be ‘committed’ in case order is not
‘cancelled’ (leads to cancelled state) (if infeasible , order gets ‘rejected’)
- As the order progress for completion will set to ‘completed’ (in case not cancelled)
- The 3 terminal states: completed, cancelled and rejected will finally leads to ‘closed
customer order’
Mandatory
Create, update and delete order information and update order state into order inventory/
repository
Optional
Interactions
This process will directly interact with the repository, in order to update the order
state/status information.
1.1.1.5.5 Complete Customer Order
Figure 55. Complete Customer Order decomposition into level 4 processes
Complete Customer Order

Process Context
Brief Description
Manage customer information and interactions after customer contracts or associated
service orders have been finalized and during the order completion phase
The purpose of the Complete Customer Order processes is to manage customer
information and interactions after customer contracts or associated service orders have
been finalized and during the order completion phase. The customer may participate in
commissioning or end-to-end testing and then satisfactory delivery. The customer is
trained in the functionality and benefits of the solution. These processes are responsible
for ensuring that any customer information required by other CRM processes is updated
as part of the customer order completion.
Explanatory
Mandatory
Optional
Interactions
Manage Customer Information

Process Context
Brief Description
Manage customer information after customer contracts or associated service orders have
been finalized and during the order completion phase. Ensure that any customer
information required by other CRM processes is updated as part of the customer order
completion.
Explanatory
Mandatory
Optional
Interactions
Manage Customer Interaction

Process Context
Brief Description
Coordinate customer participation in commissioning or end-to-end testing and satisfactory
delivery. Train the customer on the functionality and benefits of the solution.
Explanatory
Mandatory
Optional
Interactions
1.1.1.5.6 Issue Customer Orders
Figure 56. Issue Customer Orders decomposition into level 4 processes
Issue Customer Orders

Process Context
Brief Description
Issue correct and complete customer orders
The purpose of the Issue Customer Orders processes is to issue correct and complete
customer orders. These processes ensure that all necessary information about the
Customer Order (for example, type of product, install address, special requirements, etc.)
is available. The customer orders may be required to satisfy pertinent customer requests
from the Selling processes (in particular taking into account the purchase order from
Negotiate Sales), may arise as a result of requests for customer provisioning activity to
satisfy customer problem restoration activities, may arise to alleviate customer
performance issues. These processes assess the information contained in the customer
order relating to the sales request or initiating customer process request to determine the
associated customer orders that need to be issued. The issued customer order may
require a feasibility assessment, may require new provisioning activities, may require a
change to a previously issued customer order, or may require cancellation of a previously
initiated customer order. The customer order may also relate to the cancellation of
previously purchased specific services. Where, the initiating request for a purchased
product offering has a standard customer order this process is responsible for issuing the
customer order, and for creating a record of the relevant initiating sales request and the
has special or unusual requirements, and a specific feasibility assessment has been
previously undertaken, this process is responsible for issuing the customer order, and for
creating a record of the relevant initiating request information and the associated
customer order. Where the initiating request for a purchased product offering has special
or unusual requirements, and a specific feasibility assessment has not been previously
undertaken, this process marks the issued customer order as requiring special handling,
and passes management for further processing to the Track & Manage Customer Order
Handling process. The orchestration, if required, and tracking of the customer order
progress is the responsibility of the Track & Manage Customer Order Handling
processes.
Explanatory
Mandatory
Optional
Interactions
Assess Customer Order

Process Context
Brief Description
Assess the information contained in the customer order relating to the sales request or
initiating customer process request to determine the associated customer orders that
need to be issued. The issued customer order may require a feasibility assessment, may
require new provisioning activities, may require a change to a previously issued customer
order, or may require cancellation of a previously initiated customer order. The customer
order may also relate to the cancellation of previously purchased specific services.
Explanatory
Mandatory
Optional
Interactions
Issue Customer Order

Process Context
Brief Description
Issue a customer order, creating a record of the relevant initiating sales request and the
has special or unusual requirements, if a specific feasibility assessment has been
previously undertaken, create a record of the relevant initiating request information. If a
specific feasibility assessment has not been previously undertaken, mark the issued
customer order as requiring special handling.
Explanatory
Mandatory
Optional
Interactions
1.1.1.5.7 Report Customer Order Handling
Figure 57. Report Customer Order Handling decomposition into level 4 processes
Report Customer Order Handling

Process Context
Brief Description
Monitor the status of customer orders, provide notifications of any changes and provide
management reports.
The objective of the Report Customer Order Handling processes is to monitor the status
of customer orders, provide notifications of any changes and provide management
customer orders and managing notifications to processes and other parties registered to
receive notifications of any status changes. Notification lists are managed and maintained
by the Support Order Handling processes.These processes record, analyze and assess
the customer order status changes to provide management reports and any specialized
summaries of the efficiency and effectiveness of the overall Order Handling process.
These specialized summaries could be specific reports required by specific customers.
Explanatory
Mandatory
Optional
Interactions
Monitor Customer Order Status

Process Context
Brief Description
Continuously monitor the status of customer orders.
Explanatory
Mandatory
Optional
Interactions
Manage Customer Order Status Notification

Process Context
Brief Description
Manage notifications to processes and other parties registered to receive notifications of
any status changes.
Explanatory
Mandatory
Optional
Interactions
Report Customer Order Status

Process Context
Brief Description
Record, analyze and assess the customer order status changes to provide management
reports and any specialized summaries of the efficiency and effectiveness of the overall
Order Handling process, including specific reports required by specific customers.
Explanatory
Mandatory
Optional
Interactions
1.1.1.6 Problem Handling
Figure 58. Problem Handling decomposition into level 3 processes
Problem Handling

Process Context
Brief Description
Responsible for receiving trouble reports from customers, resolving them to the
customer’s satisfaction and providing meaningful status on repair and/or restoration
activity to the customer.
Problem Handling processes are responsible for the management of problems reported
by customers and associated with purchased product offerings. The objective of these
processes is to receive reports from customers, resolving them to the customer’s
satisfaction and providing meaningful status on repair and/or recovery activity to the
customer. They are also responsible for customer contact and support in relation to any
customer-affecting problems detected by other processes or through analysis, including
proactively informing the customer and resolving these specific problems to the
customer’s satisfaction.
Responsibilities of the Problem Handling processes include, but are not limited to:
· Capturing, analyzing, managing and reporting on customer reported problems
associated with purchased product offerings;
· Initiating and managing customer problem reports;
· Correcting customer problems;
· Reporting progress on customer problem reports to customer and other processes;
· Assigning & tracking customer problem recovery activities; and
· Managing customer problem jeopardy conditions.
Problem Handling processes perform analysis, decide on the appropriate
actions/responses and carry them out with the intent of restoring normal operation on
specific purchased product offerings.
Explanatory
Mandatory
Optional
Interactions
Isolate Customer Problem

Process Context
Brief Description
Identify the root cause of the customer problem.
The purpose of the Isolate Customer Problem processes is to identify the root cause of
the customer problem. The responsibilities of these processes include, but are not limited
to:
· Verifying whether the customer is using the purchased product offering correctly; and
· Performing diagnostics based on the customer provided information to determine
whether the root cause of the customer problem is linked to the underlying services.
The Isolate Customer Problem processes will make the results of the root cause analysis
available to other processes. The Isolate Customer Problem processes will update open
customer problem report, as required during the assessment, and when the root cause
has been identified.
The Isolate Customer Problem processes will notify the Track & Manage Customer
Problem processes when the analysis is complete.
Explanatory
Mandatory
Optional
Interactions
Report Customer Problem

Process Context
Brief Description
Monitor the status of customer problem reports, provide notifications of any changes and
provide management reports. This includes customer problems caused by security
events.
The objective of the Report Customer Problem processes is to monitor the status of
customer problem reports, provide notifications of any changes and provide management
customer problem reports and managing notifications to processes and other parties
registered to receive notifications of any status changes. Notification lists are managed
and maintained by the Support Problem Handling processes.These processes record,
analyze and assess the customer problem report status changes to provide management
Problem Handling process. These specialized summaries could be creation of specific
reports required by customers and/or other specific audiences. These processes will
make the necessary reports about the problem that occurred, the root cause and the
activities carried out for recovery of normal operation.
Explanatory
Mandatory
Optional
Interactions
Track & Manage Customer Problem

Process Context
Brief Description
Ensure that recovery activities are assigned, coordinated and tracked efficiently, and that
escalation is invoked as required for any open customer problem reports in jeopardy.
The purpose of the Track & Manage Customer Problem processes is to ensure that
recovery activities are assigned, coordinated and tracked efficiently, and that escalation is
invoked as required for any open customer problem reports in jeopardy. Responsibilities
of these processes include, but are not limited to
· Scheduling, assigning and coordinating tracking any recovery activities, and any repair
and restoration activities delegated to other processes;
· Generating the respective service trouble report creation request(s) to Create Service
Trouble Report based on specific customer problem reports;
· Undertake necessary tracking of the execution progress;
· Modifying information in an existing customer problem report based on assignments;
· Modifying the customer problem report status;
· Canceling a customer problem report when the specific problem was related to an
incorrect customer problem report; and
· Monitoring the jeopardy status of open customer problem reports, and escalating
customer problem reports as necessary.
by suppliers/partners. In these cases the Track & Manage Customer Problem process is
responsible for initiating requests, through S/P Problem Reporting & Management
processes for restoration and recovery by the supplier/partner of the specific service
components. These processes will co-ordinate all the actions necessary in order to
guarantee that all tasks are finished at the appropriate time and in the appropriate
sequence. The Track & Manage Customer Problem processes will also inform the Close
Customer Problem processes by modifying the customer problem report status to cleared
when the customer problem has been resolved.
Explanatory
Mandatory
Optional
Interactions
Close Customer Problem Report

Process Context
Brief Description
Ensure that a problem affecting the customer is solved
The purpose of the Close Customer Problem Report processes is to close a customer
problem report when the problem affecting the customer is solved. These processes are
also responsible for possibly contacting the customer to inquire about the customer's
satisfaction with resolution of the problem. These processes monitor the status of all open
customer problem reports and recognize that a customer problem report is ready to be
closed when the status is changed to cleared.
Explanatory
Mandatory
Optional
Interactions
Create Customer Problem Report

Process Context
Brief Description
This process creates a new Customer Problem Report.
The objective of the Create Customer Problem Report process is to create a new
customer problem report.
A new customer problem report may be created as a result of customer contacts
indicating a problem with their purchased product offerings or, at the request of analysis
undertaken by other processes in the CRM or SM&O horizontal process layers, which
detect a failure or degradation which may be impacting customers.
These processes are responsible for capturing all the necessary customer information to
be included in the new Customer Problem Report.
Explanatory
Mandatory
Optional
Interactions
Correct & Recover Customer Problem

Process Context
Brief Description
Restore the service to a normal operational state as efficiently as possible
The objective of the Correct & Recover Customer Problem processes is to restore the
purchased product offerings to a normal operational state as efficiently as
possible.Depending on the nature of the specific reported failure, or incorrect operation,
of the purchased product offering these processes may possibly lead to:
· Educational interaction with the customer to ensure correct usage of the purchased
facilities;
· Re-assessment of the customers needs and withdrawal, upgrade, renewal of the

purchased product offerings;
· Requests for activities to be undertaken by other processes in the CRM process layer;
or
· Identification that restorative activities need to be undertaken in the SM&O processes.
They will also report successful restoration of normal service operation, restoration
through temporary work-arounds or an unsuccessful attempt at restoration to Track &
Manage Customer Problem through updates to the associated customer problem report.
Explanatory
Mandatory
Optional
Interactions
1.1.1.6.1 Isolate Customer Problem
Figure 59. Isolate Customer Problem decomposition into level 4 processes
Isolate Customer Problem

Process Context
Brief Description
Identify the root cause of the customer problem.
The purpose of the Isolate Customer Problem processes is to identify the root cause of
the customer problem. The responsibilities of these processes include, but are not limited
to:
· Verifying whether the customer is using the purchased product offering correctly; and
· Performing diagnostics based on the customer provided information to determine
whether the root cause of the customer problem is linked to the underlying services.
The Isolate Customer Problem processes will make the results of the root cause analysis
available to other processes. The Isolate Customer Problem processes will update open
customer problem report, as required during the assessment, and when the root cause
The Isolate Customer Problem processes will notify the Track & Manage Customer
Problem processes when the analysis is complete.
Explanatory
Mandatory
Optional
Interactions
Verify Product Configuration

Process Context
Brief Description
This process verifies whether the customer is using the purchased product offering
correctly.
Explanatory
Mandatory
Verifies whether the customer is using the purchased product offering correctly.
Optional
Interactions
Perform Specific Customer Problem Diagnostics

Process Context
Brief Description
This process performs diagnostics based on the customer provided information to
determine whether the root cause of the customer problem is linked to the underlying
services.
Explanatory
Mandatory
Performs diagnostics based on the customer provided information to determine whether
the root cause of the customer problem is linked to the underlying services.
Optional
Interactions
Perform Specific Customer Problem Tests

Process Context
Brief Description
This process runs tests against the specific services.
Explanatory
Mandatory
Runs tests against the specific services.
Optional
Interactions
Notify T&M Root Cause Customer Problem

Process Context
Brief Description
This process notifies the Track & Manage Customer Problem processes when the
analysis is complete.
Explanatory
Mandatory
Notifies the Track & Manage Customer Problem processes when the analysis is
complete.
Optional
Interactions
1.1.1.6.2 Report Customer Problem
Figure 60. Report Customer Problem decomposition into level 4 processes
Report Customer Problem

Process Context
Brief Description
Monitor the status of customer problem reports, provide notifications of any changes and
provide management reports. This includes customer problems caused by security
events.
The objective of the Report Customer Problem processes is to monitor the status of
customer problem reports, provide notifications of any changes and provide management
customer problem reports and managing notifications to processes and other parties
and maintained by the Support Problem Handling processes.These processes record,
analyze and assess the customer problem report status changes to provide management
Problem Handling process. These specialized summaries could be creation of specific
reports required by customers and/or other specific audiences. These processes will
make the necessary reports about the problem that occurred, the root cause and the
Explanatory
Mandatory
Optional
Interactions
Monitor Customer Problem

Process Context
Brief Description
This process is responsible for continuously monitoring the status of customer problem
reports.
Explanatory
Mandatory
Continuously monitors the status of customer problem reports .
Optional
Interactions
Distribute Customer Problem Notifications

Process Context
Brief Description
This process makes the necessary reports about the problem that occurred, the root
cause and the activities carried out for recovery of normal operation.
Explanatory
Mandatory
Makes the necessary reports about the problem that occurred, the root cause and the
Optional
Interactions
Notify Customer Problem

Process Context
Brief Description
This process is responsible for managing notifications to processes and other parties
registered to receive notifications of any status changes on customer problem reports.
Notification lists are managed and maintained by the Support Problem Handling
processes.
Explanatory
Mandatory
Manages notifications to processes and other parties registered to receive notifications of
any status changes on customer problem reports.. Notification lists are managed and
maintained by the Support Problem Handling processes
Optional
Interactions
Managing notifications to processes and other parties registered to receive notifications of
any status changes.
Issue Customer Problem Management Summaries
Process Context
Brief Description
These processes issue specialized summaries of the efficiency and effectiveness of the
overall S/P problem resolution process. These specialized summaries could be specific
reports required by specific audiences.
Explanatory
Mandatory
Issue specialized summaries of the efficiency and effectiveness of the overall S/P
problem resolution process. These specialized summaries could be specific reports
required by specific audiences.
Optional
Interactions
Generate Customer Problem Management Reports

Process Context
Brief Description
This process records, analyzes and assesses the Service Performance Degradation
Report status changes to provide management reports and any specialized summaries of
the efficiency and effectiveness of the overall Service Quality Management process.
These specialized summaries could be specific reports required by specific audiences.
Explanatory
Mandatory
Records, analyzes and assesses the Service Performance Degradation Report status
changes to provide management reports and any specialized summaries of the efficiency
and effectiveness of the overall Service Quality Management process. These specialized
summaries could be specific reports required by specific audiences.
Optional
Interactions
Distribute Customer Problem Management Reports & Summaries

Process Context
Brief Description
Explanatory
Mandatory
Optional
Interactions
1.1.1.6.3 Track & Manage Customer

Problem
Figure 61. Track & Manage Customer Problem decomposition into level 4 processes
Track & Manage Customer Problem

Process Context
Brief Description
Ensure that recovery activities are assigned, coordinated and tracked efficiently, and that
escalation is invoked as required for any open customer problem reports in jeopardy.
The purpose of the Track & Manage Customer Problem processes is to ensure that
recovery activities are assigned, coordinated and tracked efficiently, and that escalation is
invoked as required for any open customer problem reports in jeopardy. Responsibilities
of these processes include, but are not limited to
· Scheduling, assigning and coordinating tracking any recovery activities, and any repair
and restoration activities delegated to other processes;
Trouble Report based on specific customer problem reports;
· Modifying information in an existing customer problem report based on assignments;
· Modifying the customer problem report status;
· Canceling a customer problem report when the specific problem was related to an
incorrect customer problem report; and
· Monitoring the jeopardy status of open customer problem reports, and escalating
customer problem reports as necessary.
by suppliers/partners. In these cases the Track & Manage Customer Problem process is
processes for restoration and recovery by the supplier/partner of the specific service
components. These processes will co-ordinate all the actions necessary in order to
guarantee that all tasks are finished at the appropriate time and in the appropriate
sequence. The Track & Manage Customer Problem processes will also inform the Close
Customer Problem processes by modifying the customer problem report status to cleared
when the customer problem has been resolved.
Explanatory
Mandatory
Optional
Interactions
Coordinate Customer Problem

Process Context
Brief Description
This process coordinates all the actions necessary in order to guarantee that all tasks are
finished at the appropriate time and in the appropriate sequence. It schedules, assigns
and coordinates any recovery activities, and any repair and restoration activities
delegated to other processes. It undertakes necessary tracking of the execution
progress, modifies information in an existing Customer Problem Report based on
assignments, and modifies the Customer Problem Report status.
Explanatory
Mandatory
Coordinates all the actions necessary in order to guarantee that all tasks are finished at
the appropriate time and in the appropriate sequence. It schedules, assigns and
coordinates any recovery activities, and any repair and restoration activities delegated to
other processes. It undertakes necessary tracking of the execution progress, modifies
information in an existing Customer Problem Report based on assignments, and modifies
the Customer Problem Report status.
Optional
Interactions
Cancel Customer Problem

Process Context
Brief Description
This process cancels a Customer Problem Report when the specific trouble was related
to an incorrect customer problem report.
Explanatory
Mandatory
Cancels a Customer Problem Report when the specific trouble was related to an incorrect
customer problem report.
Optional
Interactions
Escalate/End Customer Problem

Process Context
Brief Description
Initiate escalation of customer problem reports as necessary
Explanatory
Mandatory
Ensure that escalation is being invoked as required for any open customer problem
reports in jeopardy.
Optional
Interactions
Engage External Service Suppliers

Process Context
Brief Description
If some specific resource components are owned and managed by suppliers/partners,
this process is responsible for initiating requests, through S/P Performance Management,
for resolution by the supplier/partner of the specific resource components. This process
will co-ordinate all the actions necessary in order to guarantee that all tasks are finished
at the appropriate time and in the appropriate sequence.
Explanatory
Applies where some specific resource components are owned and managed by
suppliers/partners.
Mandatory
This process is responsible for initiating requests, through S/P Performance
Management, for resolution by the supplier/partner of the specific resource components.
This process will co-ordinate all the actions necessary in order to guarantee that all tasks
are finished at the appropriate time and in the appropriate sequence.
Optional
Interactions
Monitor Customer Problem Jeopardy Status

Process Context
Brief Description
Monitoring the jeopardy status of open customer problem reports
Explanatory
Mandatory
Ensure that any open customer problem reports in jeopardy are identified and reporetd
Optional
Interactions
1.1.1.6.4 Close Customer Problem Report
Figure 62. Close Customer Problem Report decomposition into level 4 processes
Contact Customer for Feedback
Process Context
Brief Description
This process is responsible for contacting the customer to inquire about the customer's
satisfaction with resolution of the problem.
Explanatory
Mandatory
Contacts the customer (where appropriate) to inquire about the customer's satisfaction
with resolution of the problem.
Optional
Interactions
Close Customer Problem Report

Process Context
Brief Description
Ensure that a problem affecting the customer is solved
The purpose of the Close Customer Problem Report processes is to close a customer
problem report when the problem affecting the customer is solved. These processes are
also responsible for possibly contacting the customer to inquire about the customer's
satisfaction with resolution of the problem. These processes monitor the status of all open
customer problem reports and recognize that a customer problem report is ready to be
Explanatory
Mandatory
Optional
Interactions
Finalize Customer Problem Report

Process Context
Brief Description
Ensure that a problem affecting the customer is solved.
Explanatory
It is used to close a customer problem report when the problem affecting the customer is
solved.
Mandatory
Change the customer problem report status to cleared.
Optional
Interactions
Complete and Validate Customer Problem Report

Process Context
Brief Description
To be added
Explanatory
This process is used to validate the customer problem report. Which involves root-cause
analysis to determine the cause of the resolved problem and also document the process
that solved this problem.
Mandatory
Validate whether or not a resolution has been implemented for the customer problem.
And ensure that the solution to a problem affecting the customer has been documented.
Optional
Interactions
The Complete and Validate Customer Problem Report processes will notify the Update
Time to restore Service processe when the analysis is complete.
Communicate Service improvement Opportunity

Process Context
Brief Description
Identify opportunities for improvement
Explanatory
This process should ensure that the momentum for service improvement is qualified and
assuring the communication of the applied changes, new processes, product
improvement opportunity is known in the organization
Mandatory
Register the need for improvements in the service.
Optional
Interactions
Update Time to Restore Service

Process Context
Brief Description
To be added
Explanatory
Mandatory
Update the time taken to restore a configuration or Service after a failure; measured from
the time the service failed until it was fully restored to its normal functionality.
Optional
Interactions
The Update Time to restore Service process will notify the Finalize Customer Problem
Report process when the update is completed.
1.1.1.6.6 Correct & Recover Customer

Problem
Figure 63. Correct & Recover Customer Problem decomposition into level 4 processes
Correct & Recover Customer Problem

Process Context
Brief Description
The objective of the Correct & Recover Customer Problem processes is to restore the
purchased product offerings to a normal operational state as efficiently as
possible.Depending on the nature of the specific reported failure, or incorrect operation,
of the purchased product offering these processes may possibly lead to:
· Educational interaction with the customer to ensure correct usage of the purchased
facilities;
· Re-assessment of the customers needs and withdrawal, upgrade, renewal of the
purchased product offerings;
· Requests for activities to be undertaken by other processes in the CRM process layer;
or
· Identification that restorative activities need to be undertaken in the SM&O processes.
through temporary work-arounds or an unsuccessful attempt at restoration to Track &
Manage Customer Problem through updates to the associated customer problem report.
Explanatory
Mandatory
Optional
Interactions
Manage Product Restoration

Process Context
Brief Description
This process attempts to restore the purchased product offerings to a normal operational
state as efficiently as possible.
Explanatory
Mandatory
Attempts to restore the purchased product offerings to a normal operational state as
efficiently as possible.
Optional
Interactions
Report Product Restoration Results

Process Context
Brief Description
This process reports successful restoration of normal operation or an unsuccessful
attempt at restoration to Track & Manage Customer Problem through updates to the
associated Customer Problem Report.
Explanatory
Mandatory
Reports successful restoration of normal operation or an unsuccessful attempt at
restoration to Track & Manage Customer Problem through updates to the associated
Customer Problem Report.
Optional
Interactions
1.1.1.7 Customer QoS/SLA Management
Figure 64. Customer QoS/SLA Management decomposition into level 3 processes
Customer QoS/SLA Management

Process Context
Brief Description
Monitoring, managing and reporting of delivered vs. contractual Quality of Service (QoS),
as defined in the enterprise’s service descriptions, customer contracts or product
catalogue.
Customer QoS/SLA Management processes encompass monitoring, managing and
reporting of delivered vs. contractual Quality of Service (QoS), as defined in the
enterprise's Service Descriptions, customer contracts or the catalogue of product
offerings. They are also concerned with the performance of the enterprise and its
products in relation to its Service Level Agreements (SLA) for specific product instances,
and other service-related documents. They include operational parameters such as
resource performance and availability, but also encompass performance across all of a
product's contractual or regulatory parameters, e.g., % Completion on Time for Order
Requests, time to repair commitments, customer contact performance. Failure to meet a
contracted SLA may lead to billing adjustments, which are handled by Billing and
Collections Management.
Explanatory
Mandatory
Optional
Interactions
Assess Customer QoS/SLA Performance

Process Context
Brief Description
Manage the overall assessment of the customer QoS/SLA performance
The purpose of the Assess Customer QoS/SLA Performance processes is to manage the
overall assessment of the customer QoS/SLA performance.
These processes are responsible for ensuring that the QoS received by the customer
meets the contractual obligations agreed with the customer. They check that the QoS
data that they receive from other processes and entities meets the required QoS
thresholds and they alert other processes and entities if this is not the case.
These processes are responsible for collecting service and resource performance
information analyzed and reported by the Report Service Quality Performance and Report
Resource Performance processes, and converting it into a form suitable for determining
whether the contractual obligations with the customer are being met. The actual reporting
of the results of the assessments is managed in the Report Customer QoS Performance
processes.
They are responsible for maintaining an overview of the quality of the customer's
purchased product offering, and for carrying out QoS performance reviews with the
customer, as well as for undertaking any preparatory and/or follow-up steps with other
processes/entities in conjunction with such reviews
Explanatory
Mandatory
Optional
Interactions
Manage QoS/SLA Violation

Process Context
Brief Description
Ensure that the customer and the relevant internal processes are informed of service
quality degradations and violations and that action is undertaken to resolve the
degradation or violation
The purpose of the Manage QoS/SLA Violation processes is to ensure that the customer
and the relevant internal processes are informed of service quality degradations and
violations and that action is undertaken to resolve the degradation or violation. They
analyze all the information related to a QoS/SLA degradation or violation and take the
appropriate actions when a soft threshold is crossed or the agreed QoS is violated. They
follow up the actions to ensure that the customer is satisfied with the resolution of the
problem. They ensure that the customer is informed of any planned maintenance or other
scheduled events likely to impact delivery of the customer's service.
Explanatory
Mandatory
Optional
Interactions
Report Customer QoS Performance

Process Context
Brief Description
Report on the customer’s QoS/SLA performance
The objective of the Report Customer QoS Performance processes is to monitor the
status of customer QoS performance degradation reports, provide notifications of any
changes and provide management reports.
These processes are responsible for continuously monitoring the status of customer QoS
performance degradation reports and managing notifications to other processes and to
other parties, including customers, registered to receive notifications of any status
changes. Notification lists are managed and maintained by the Support Customer
QoS/SLA Management processes.
These processes record, analyze and assess the customer QoS performance
degradation report status changes to provide management reports and any specialized
summaries of the efficiency and effectiveness of the overall Customer QoS/SLA
Management process. These specialized summaries could be specific reports required
by specific audiences and/or customers.
These processes also report any identified constraints that can affect customer related
failures, capacity shortages due to unexpected demand peaks, etc.
Explanatory
Mandatory
Optional
Interactions
Create Customer QoS Performance Degradation Report

Process Context
Brief Description
Create a new customer QoS performance degradation report
Explanatory
Mandatory
Optional
Interactions
Track & Manage Customer QoS Performance Resolution

Process Context
Brief Description
Efficiently assign, coordinate and track specific customer purchased product offering
related performance analysis, restoration and improvement activities, and escalate any
open customer QoS performance degradation reports in jeopardy.
The objective of the Track & Manage Customer QoS Performance Resolution processes
is to efficiently assign, coordinate and track specific customer purchased product offering
open customer QoS performance degradation reports in jeopardy. Responsibilities of
these processes include, but are not limited to:
· Adding additional information to an open customer QoS performance degradation report
based on the first-in and on-going analysis;
· Scheduling, assigning and coordinating analysis and specific customer QoS
performance restoration activities and/or repair activities delegated to other processes;
Trouble Report based on specific customer QoS performance degradation reports where
analysis the root cause is related to services;
· Modifying information in an existing customer QoS performance degradation report
based on assignments;
· Modifying the customer QoS performance degradation report status;
· Canceling a customer QoS performance degradation report when the specific request
was related to a false performance event; and
· Monitoring the jeopardy status of open customer QoS performance degradation reports,
and escalating customer QoS performance degradation reports as necessary.
by suppliers/partners. In these cases the Track & Manage Customer QoS Performance
Resolution process is responsible for initiating requests, through S/P Performance
Management for resolution by the supplier/partner of the specific service components.
The Track & Manage Customer QoS Performance Resolution processes will also inform
the Close Customer QoS Performance Degradation Report processes by modifying the
customer QoS performance degradation report status to cleared when the specific
customer purchased product offering performance quality issues have been resolved.
Explanatory
Mandatory
Optional
Interactions
Close Customer QoS Performance Degradation Report

Process Context
Brief Description
Close a customer QoS performance degradation report when the performance of the
customer purchased product offerings has been resolved
The objective of the Close Customer QoS Performance Degradation Report processes is
to close a customer QoS performance degradation report when the performance of the
customer purchased product offerings has been resolved.
These processes monitor the status of all open customer QoS performance degradation
reports, and recognize that a customer QoS performance degradation report is ready to
be closed when the status is changed to cleared.
Explanatory
Mandatory
Optional
Interactions
1.1.1.7.1 Assess Customer QoS/SLA

Performance
Figure 65. Assess Customer QoS/SLA Performance decomposition into level 4 processes
Assess Customer QoS/SLA Performance

Process Context
Brief Description
Manage the overall assessment of the customer QoS/SLA performance
The purpose of the Assess Customer QoS/SLA Performance processes is to manage the
overall assessment of the customer QoS/SLA performance.
meets the contractual obligations agreed with the customer. They check that the QoS
data that they receive from other processes and entities meets the required QoS
thresholds and they alert other processes and entities if this is not the case.
These processes are responsible for collecting service and resource performance
information analyzed and reported by the Report Service Quality Performance and Report
Resource Performance processes, and converting it into a form suitable for determining
whether the contractual obligations with the customer are being met. The actual reporting
of the results of the assessments is managed in the Report Customer QoS Performance
processes.
They are responsible for maintaining an overview of the quality of the customer's
purchased product offering, and for carrying out QoS performance reviews with the
customer, as well as for undertaking any preparatory and/or follow-up steps with other
processes/entities in conjunction with such reviews
Explanatory
Mandatory
Optional
Interactions
Collect QoS Information

Process Context
Brief Description
Collect service and resource performance information analyzed and reported by the
Report Service Quality Performance and Report Resource Performance processes.
Explanatory
Mandatory
Collect service and resource performance information analyzed and reported by the
Report Service Quality Performance and Report Resource Performance processes.
Optional
Interactions
Convert QoS Information

Process Context
Brief Description
Convert colected informatiom it into a form suitable for determining whether the
contractual obligations with the customer are being met.
Explanatory
Mandatory
Convert colected informatiom it into a form suitable for determining whether the
contractual obligations with the customer are being met.
Optional
Interactions
Check QoS Thresholds Met

Process Context
Brief Description
Check that the QoS data received from other processes and entities meets the required
QoS thresholds and alert other processes and entities if this is not the case. These
processes are responsible for ensuring that the QoS received by the customer meets the
contractual obligations agreed with the customer. The actual reporting of the results of the
assessments is managed in the Report Customer QoS Performance processes.
Explanatory
meets the contractual obligations agreed with the customer.
Mandatory
Check that the QoS data received from other processes and entities meets the required
QoS thresholds and alert other processes and entities if this is not the case.
Optional
Interactions
The actual reporting of the results of the assessments is managed in the Report
Customer QoS Performance processes.
Maintain Overview of Product Offering Quality

Process Context
Brief Description
Maintain an overview of the quality of the customer's purchased product offering
Explanatory
Mandatory
Maintain an overview of the quality of the customer's purchased product offering
Optional
Interactions
Prepare/Follow-up for Performance Reviews

Process Context
Brief Description
Undertake any preparatory and/or follow-up steps with other processes/entities in

conjunction with performance reviews
Explanatory
Mandatory
Undertake any preparatory and/or follow-up steps with other processes/entities in
conjunction with performance reviews
Optional
Interactions
Carry Out Performance Reviews

Process Context
Brief Description
Carry out QoS performance reviews with the customer
Explanatory
Mandatory
Carry out QoS performance reviews with the customer
Optional
Interactions
1.1.1.7.2 Manage QoS/SLA Violation
Figure 66. Manage QoS/SLA Violation decomposition into level 4 processes
Manage QoS/SLA Violation

Process Context
Brief Description
quality degradations and violations and that action is undertaken to resolve the
degradation or violation
The purpose of the Manage QoS/SLA Violation processes is to ensure that the customer
and the relevant internal processes are informed of service quality degradations and
violations and that action is undertaken to resolve the degradation or violation. They
analyze all the information related to a QoS/SLA degradation or violation and take the
appropriate actions when a soft threshold is crossed or the agreed QoS is violated. They
follow up the actions to ensure that the customer is satisfied with the resolution of the
problem. They ensure that the customer is informed of any planned maintenance or other
scheduled events likely to impact delivery of the customer's service.
Explanatory
Mandatory
Optional
Interactions
Analyze QoS Violation

Process Context
Brief Description
Analyze all the information related to a QoS/SLA degradation or violation
Explanatory
Mandatory
Analyze all the information related to a QoS/SLA degradation or violation
Optional
Interactions
Take QoS Violation Action

Process Context
Brief Description
Take the appropriate actions when a soft threshold is crossed or the agreed QoS is
violated. Ensure that action is undertaken to resolve the degradation or violation
Explanatory
Mandatory
Take the appropriate actions when a soft threshold is crossed or the agreed QoS is
violated. Ensure that action is undertaken to resolve the degradation or violation
Optional
Interactions
Follow-up QoS Violation Action

Process Context
Brief Description
Follow up the actions to ensure that the customer is satisfied with the resolution of the
problem
Explanatory
Mandatory
Follow up the actions to ensure that the customer is satisfied with the resolution of the
problem
Optional
Interactions
Inform Cuustomer on QoS Impacts

Process Context
Brief Description
quality degradations and violations. Ensure that the customer is informed of any planned
maintenance or other scheduled events likely to impact delivery of the customer's service.
Explanatory
Mandatory
quality degradations and violations. Ensure that the customer is informed of any planned
maintenance or other scheduled events likely to impact delivery of the customer's service.
Optional
Interactions
1.1.1.7.3 Report Customer QoS

Performance
Figure 67. Report Customer QoS Performance decomposition into level 4 processes
Report Customer QoS Performance

Process Context
Brief Description
Report on the customer’s QoS/SLA performance
The objective of the Report Customer QoS Performance processes is to monitor the
status of customer QoS performance degradation reports, provide notifications of any
performance degradation reports and managing notifications to other processes and to
changes. Notification lists are managed and maintained by the Support Customer
QoS/SLA Management processes.
These processes record, analyze and assess the customer QoS performance
These processes also report any identified constraints that can affect customer related
failures, capacity shortages due to unexpected demand peaks, etc.
Explanatory
Mandatory
Optional
Interactions
Monitor Customer QoS Report Status

Process Context
Brief Description
Monitor the status of customer QoS performance degradation reports. These processes
are responsible for continuously monitoring the status of customer QoS performance
degradation reports. These processes record the customer QoS performance
degradation report status changes to support management reports.
Explanatory
performance degradation reports.
Mandatory
Monitor the status of customer QoS performance degradation reports. These processes
record the customer QoS performance degradation report status changes to support
management reports.
Optional
Interactions
Notify Changes on Customer QoS Report Status

Process Context
Brief Description
Provide notifications of any changes to the status of customer QoS performance
degradation reports.These processes are responsible for managing notifications to other
processes and to other parties, including customers, registered to receive notifications of
any status changes. Notification lists are managed and maintained by the Support
Explanatory
These processes are responsible for managing notifications to other processes and to
changes.
Mandatory
Provide notifications of any changes to the status of customer QoS performance
degradation reports.
Optional
Interactions
Notification lists are managed and maintained by the Support Customer QoS/SLA
Management processes.
Distribute Customer QoS/SLA Management Reports & Summaries

Process Context
Brief Description
Provide management reports on the status of customer QoS performance degradation
reports. These processes analyze and assess the customer QoS performance
Explanatory
These processes analyze and assess the customer QoS performance degradation report
status changes to provide management reports and any specialized summaries of the
efficiency and effectiveness of the overall Customer QoS/SLA Management process.
Mandatory
Provide management reports on the status of customer QoS performance degradation
reports.
Optional
Interactions
and/or customers.
1.1.1.7.4 Create Customer QoS

Performance Degradation Report
Figure 68. Create Customer QoS Performance Degradation Report decomposition into level 4 processes
Create Customer QoS Performance Degradation Report

Process Context
Brief Description
Create a new customer QoS performance degradation report
Explanatory
Mandatory
Optional
Interactions
Create Customer QoS Report

Process Context
Brief Description
Create a new customer QoS performance degradation report. A new customer QoS
performance degradation report may be created as a result of specific customer initiated
QoS performance degradation notifications, or at the request of analysis undertaken by
other CRM, or SM&O processes which detect that some form of deterioration or failure
has occurred requiring an assessment of the performance of the specific customer
purchased product offering. If the customer QoS performance degradation report is
created as a result of a notification from customers or as a result of a request from other
processes, the Create Customer QoS Performance Degradation Report processes are
responsible for converting the received information into a form suitable for the Customer
QoS/SLA Management processes, and for requesting additional information if required.
Explanatory
A new customer QoS performance degradation report may be created as a result of
specific customer initiated QoS performance degradation notifications, or at the request of
analysis undertaken by other CRM, or SM&O processes which detect that some form of
deterioration or failure has occurred requiring an assessment of the performance of the
specific customer purchased product offering.
Mandatory
Create a new customer QoS performance degradation report.
Optional
Interactions
If the customer QoS performance degradation report is created as a result of a
notification from customers or as a result of a request from other processes, the Create
Customer QoS Performance Degradation Report processes are responsible for
converting the received information into a form suitable for the Customer QoS/SLA
Management processes, and for requesting additional information if required.
Modify Customer QoS Report

Process Context
Brief Description
Modify existing customer QoS performance degradation reports
Explanatory
Mandatory
Modify existing customer QoS performance degradation reports
Optional
Interactions
Requst Cancellation of Customer QoS Report

Process Context
Brief Description
Request cancellation of existing customer QoS performance degradation reports
Explanatory
Mandatory
Request cancellation of existing customer QoS performance degradation reports
Optional
Interactions
1.1.1.7.5 Track & Manage Customer QoS

Performance Resolution
Figure 69. Track & Manage Customer QoS Performance Resolution decomposition into level 4 processes
Track & Manage Customer QoS Performance Resolution

Process Context
Brief Description
Efficiently assign, coordinate and track specific customer purchased product offering
open customer QoS performance degradation reports in jeopardy.
The objective of the Track & Manage Customer QoS Performance Resolution processes
is to efficiently assign, coordinate and track specific customer purchased product offering
open customer QoS performance degradation reports in jeopardy. Responsibilities of
these processes include, but are not limited to:
· Adding additional information to an open customer QoS performance degradation report
· Scheduling, assigning and coordinating analysis and specific customer QoS
performance restoration activities and/or repair activities delegated to other processes;
Trouble Report based on specific customer QoS performance degradation reports where
analysis the root cause is related to services;
· Modifying information in an existing customer QoS performance degradation report
based on assignments;
· Modifying the customer QoS performance degradation report status;
· Canceling a customer QoS performance degradation report when the specific request
was related to a false performance event; and
· Monitoring the jeopardy status of open customer QoS performance degradation reports,
and escalating customer QoS performance degradation reports as necessary.
by suppliers/partners. In these cases the Track & Manage Customer QoS Performance
Resolution process is responsible for initiating requests, through S/P Performance
The Track & Manage Customer QoS Performance Resolution processes will also inform
the Close Customer QoS Performance Degradation Report processes by modifying the
customer QoS performance degradation report status to cleared when the specific
customer purchased product offering performance quality issues have been resolved.
Explanatory
Mandatory
Optional
Interactions
Update Customer QoS Report with Analysis Results

Process Context
Brief Description
Add additional information to an open customer QoS performance degradation report
based on the first-in and on-going analysis
Explanatory
Mandatory
Add additional information to an open customer QoS performance degradation report
based on the first-in and on-going analysis
Optional
Interactions
Co-ordinate Customer QoS Analysis, Restoratin & Repair

Process Context
Brief Description
Schedule, assign and coordinate analysis and specific customer QoS performance
restoration activities and/or repair activities delegated to other processes
Explanatory
Mandatory
Schedule, assign and coordinate analysis and specific customer QoS performance
restoration activities and/or repair activities delegated to other processes
Optional
Interactions
Request Service Performance Degradation Report Creation and Update

Process Context
Brief Description
This process generates the respective resource trouble report creation request(s) to
Create Resource Trouble Report based on specific service performance degradation
reports where analysis the root cause is related to resources. It modifies information in
an existing service performance degradation report based on assignments, and modifies
the service performance degradation report status.
Explanatory
Mandatory
Optional
Interactions
Modify Customer QoS Report Information

Process Context
Brief Description
Modify information in an existing customer QoS performance degradation report based on
assignments
Explanatory
Mandatory
Modify information in an existing customer QoS performance degradation report based on
assignments
Optional
Interactions
Modify Customer QoS Report Status

Process Context
Brief Description
Modify the customer QoS performance degradation report status
Explanatory
Mandatory
Modify the customer QoS performance degradation report status
Optional
Interactions
Cancel Customer QoS Report

Process Context
Brief Description
Cancel a customer QoS performance degradation report when the specific request was
related to a false performance event
Explanatory
Mandatory
Cancel a customer QoS performance degradation report when the specific request was
related to a false performance event
Optional
Interactions
Escalate/End Customer QoS Report

Process Context
Brief Description
Monitor the jeopardy status of open customer QoS performance degradation reports, and
escalate customer QoS performance degradation reports as necessary.
Explanatory
Mandatory
Monitor the jeopardy status of open customer QoS performance degradation reports, and
escalate customer QoS performance degradation reports as necessary.
Optional
Interactions
Engage External Product Suppliers

Process Context
Brief Description
by suppliers/partners. In these cases, initiate requests, through S/P Performance
Explanatory
by suppliers/partners.
Mandatory
In these cases, initiate requests, through S/P Performance Management for resolution by
the supplier/partner of the specific service components. These processes will co-ordinate
all the actions necessary in order to guarantee that all tasks are finished at the
appropriate time and in the appropriate sequence.
Optional
Interactions
Interaction with Suppliers / Partners
Clear Customer QoS Report Status

Process Context
Brief Description
Inform the Close Customer QoS Performance Degradation Report processes by
modifying the customer QoS performance degradation report status to cleared when the
specific customer purchased product offering performance quality issues have been
resolved.
Explanatory
Mandatory
Inform the Close Customer QoS Performance Degradation Report processes by
modifying the customer QoS performance degradation report status to cleared when the
specific customer purchased product offering performance quality issues have been
resolved.
Optional
Interactions
This process informs the Close Customer QoS Performance Degradation Report
processes
1.1.1.9 Retention & Loyalty
Figure 70. Retention & Loyalty decomposition into level 3 processes
Retention & Loyalty

Process Context
Brief Description
Manage all functionalities related to the retention of acquired customers, and the use of
loyalty schemes in the potential acquisition of customers.
Retention & Loyalty processes deal with all functionalities related to the retention of
acquired customers, and the use of loyalty schemes in the potential acquisition of
customers. They establish a complete understanding of the needs of the customer, a
determination of the value of the customer to the enterprise, determination of
opportunities and risks for specific customers, etc. These processes collect and analyze
data from all enterprise and customer contact.
Explanatory
Mandatory
Optional
Interactions
Establish & Terminate Customer Relationship

Process Context
Brief Description
Verify the customer identity, manage the customer identity across the Enterprise, and
manage termination as appropriate
The purpose of this process is to verify that the customer is who they claim they are. To
ensure only one customer identity exists across the Enterprise, which can be referenced
across the whole Enterprise and allows the customer to quickly and easily identify
himself. The customer relationship is terminated only if actually appropriate, the wishes of
the customer are complied with where possible, records are kept in case the relationship
with the customer is re-established, legal and ethical requirements for customer
information are complied with. Before establishing an identity for a new customer it is
essential to check that the customer does not already have an Identity with the
Enterprise. Establish and verify the Identity, issue a unique Identifier and Authentication
information
Significant customer life-stage events or business decisions by the Service Provider
cause one or both parties to terminate the relationship. The need for complete termination
of relationships needs to be differentiated from just terminating all services. The principles
behind this include the Service Provider ending a relationship only if the customer ceases
to exist, or the customer is fraudulent, the Enterprise decides that it no longer wishes to
do business with the customer
This process is also used to ‘clean-up’ duplicates of customer identifying information that
may exist within the organization
Profile and preference information for terminated customer relationships is archived if

acceptable to the customer. All relevant parties are informed of the ended relationship.
Other processes are triggered to dismantle the customer solution and servicing
arrangements as necessary.
Explanatory
Mandatory
Optional
Interactions
Build Customer Insight

Process Context
Brief Description
Ensure that Service Provider and the customer feel confident that the relationship is
founded on up-to-date, accurate and legally compliant information
The purpose of this process is to ensure that Service Provider and the customer feel
confident that the relationship is founded on up-to-date, accurate and legally compliant
information. The Service Provider will incorporate into the customer profile, all relevant
information gathered through all contacts with the customer (usage pattern,
demographics, life stage, household, community of interest, business direction).
Customer and market information from other sources may be gathered, which will build a
better understanding of the customer. Customer Information must be made available to
any process that needs to access it. This customer information will be used to continually
refine the means and style of interaction, and the solution sets and customer experience
offered.
Explanatory
Mandatory
Optional
Interactions
Analyze & Manage Customer Risk

Process Context
Brief Description
Ensure that a consistent customer risk assessment is used across the Enterprise and
ensure that risk analysis is based on information collected from all processes.
The purpose of this process is to ensure that risk analysis is based on information
collected from all processes and that consistent risk assessment is used across the
Enterprise. Its purpose is also to track and improve Operations, target and win the right
customers and improves Sales Conversion rate. It determines the credit risk, fraud risk,
influence risk, and churn risk. It identifies treatments to manage these risks and focuses
on using customer information.
Explanatory
Mandatory
Optional
Interactions
Personalize Customer Profile for Retention & Loyalty

Process Context
Brief Description
Provide the personalization opportunities for customers that will encourage them not to
switch to another Service Provider
The purpose of this process is to provide the personalization opportunities for customers
that will encourage them not to switch to another Service Provider. Personalization allows
delivery of services that more closely match the customer’s need. Collection of
Personalization Information also discourages switching since the customer would have to
build up the same Personalized experience with the next Service Provider.
- Business Planning is essential to allow the Service Provider to match the customer’s
future retention needs and potential acquisition needs, rather than just continuing with
today’s known needs.
- Loyalty schemes allow tangible benefits to be offered to good customers in a mass-
market.
- The process aims to ensure that all information is gathered and used to make the best
decisions to retain those customers the Service Provider wants to retain, heighten
satisfaction and maintain profitability.
This process provides a source of data for performing loyalty and retention marketing
campaigns, for retaining existing customers, promoting customer loyalty, winning back
customers who have left. It utilizes predictive modeling software to analyze an account,
and to return relevant scores, such as: churn score, up-sell score, cross-sell score, bad
debt score and customer lifetime value score. Moreover it utilizes scores for customer
analysis and marketing campaign purposes.
Explanatory
Mandatory
Optional
Interactions
Validate Customer Satisfaction

Process Context
Brief Description
Validate that predicted/expected value is delivered by the solution and initialize the after-
sales processes (billing and assurance)
The purpose of this process is to validate that predicted/expected value is delivered by
the solution and that the after-sales processes (billing and assurance) are initialized. It
validates that the customer is capable of realizing maximum value from the operation or
use of the solution and that intense Provider involvement is no longer needed to manage
the solution.
This process ensures that the customer is satisfied that the solution that was actually
delivered meets original or updated expectations and agreements and that the solution is
operable by the customer.
Explanatory
Mandatory
Optional
Interactions
1.1.1.9.1 Establish & Terminate Customer

Relationship
Figure 71. Establish & Terminate Customer Relationship decomposition into level 4 processes
Establish & Terminate Customer Relationship

Process Context
Brief Description
Verify the customer identity, manage the customer identity across the Enterprise, and
manage termination as appropriate
The purpose of this process is to verify that the customer is who they claim they are. To
ensure only one customer identity exists across the Enterprise, which can be referenced
across the whole Enterprise and allows the customer to quickly and easily identify
himself. The customer relationship is terminated only if actually appropriate, the wishes of
the customer are complied with where possible, records are kept in case the relationship
with the customer is re-established, legal and ethical requirements for customer
information are complied with. Before establishing an identity for a new customer it is
essential to check that the customer does not already have an Identity with the
Enterprise. Establish and verify the Identity, issue a unique Identifier and Authentication
information
cause one or both parties to terminate the relationship. The need for complete termination
of relationships needs to be differentiated from just terminating all services. The principles
behind this include the Service Provider ending a relationship only if the customer ceases
to exist, or the customer is fraudulent, the Enterprise decides that it no longer wishes to
do business with the customer
This process is also used to ‘clean-up’ duplicates of customer identifying information that
may exist within the organization
Profile and preference information for terminated customer relationships is archived if

acceptable to the customer. All relevant parties are informed of the ended relationship.
Explanatory
Mandatory
Optional
Interactions
Verify Customer Identify

Process Context
Brief Description
Verify that the customer is who they claim they are. To ensure only one customer identity
exists across the Enterprise, which can be referenced across the whole Enterprise and
allows the customer to quickly and easily identify himself. Before establishing an identity
for a new customer it is essential to check that the customer does not already have an
Identity with the Enterprise. For new customers, Establish New Customer Identify then
deals this these.
Explanatory
Mandatory
Verify that the customer is who they claim they are, to ensure only one customer identity
exists across the Enterprise, which can be referenced across the whole Enterprise and
allows the customer to quickly and easily identify himself. Before establishing an identity
for a new customer it is essential to check that the customer does not already have an
Identity with the Enterprise.
Optional
Interactions
For new customers, Establish New Customer Identify then deals this these.
Establish New Customer Identity

Process Context
Brief Description
Issue a unique Identifier and Authentication information for a new customer without an
existing identity.
Explanatory
Mandatory
Issue a unique Identifier and Authentication information for a new customer without an
existing identity.
Optional
Interactions
Terminate Customer Relatoinship

Process Context
Brief Description
Terminates customer relationship. Significant customer life-stage events or business
decisions by the Service Provider cause one or both parties to terminate the relationship.
The customer relationship is terminated only if actually appropriate, the wishes of the
customer are complied with where possible, records are kept in case the relationship with
the customer is re-established, legal and ethical requirements for customer information
are complied with. The need for complete termination of relationships needs to be
differentiated from just terminating all services. The principles behind this include the
Service Provider ending a relationship only if the customer ceases to exist, or the
customer is fraudulent, the Enterprise decides that it no longer wishes to do business with
the customer.
Explanatory

cause one or both parties to terminate the relationship.
Mandatory
Terminates customer relationship. The customer relationship is terminated only if actually
appropriate, the wishes of the customer are complied with where possible, records are
kept in case the relationship with the customer is re-established, legal and ethical
requirements for customer information are complied with. The need for complete
termination of relationships needs to be differentiated from just terminating all services.
The principles behind this include the Service Provider ending a relationship only if the
customer ceases to exist, or the customer is fraudulent, the Enterprise decides that it no
longer wishes to do business with the customer.
Optional
Interactions
Clean-ip & Archive Customer Identifying Information

Process Context
Brief Description
After termination, provides ‘clean-up’ duplicates of customer identifying information that
may exist within the organization. Profile and preference information for terminated
customer relationships is archived if acceptable to the customer. All relevant parties are
informed of the ended relationship. Other processes are triggered to dismantle the
customer solution and servicing arrangements as necessary.
Explanatory
Mandatory
After termination, provides ‘clean-up’ duplicates of customer identifying information that
may exist within the organization. Profile and preference information for terminated
customer relationships is archived if acceptable to the customer. All relevant parties are
informed of the ended relationship.
Optional
Interactions
1.1.1.9.2 Build Customer Insight
Figure 72. Build Customer Insight decomposition into level 4 processes
Build Customer Insight

Process Context
Brief Description
Ensure that Service Provider and the customer feel confident that the relationship is
founded on up-to-date, accurate and legally compliant information
The purpose of this process is to ensure that Service Provider and the customer feel
confident that the relationship is founded on up-to-date, accurate and legally compliant
information. The Service Provider will incorporate into the customer profile, all relevant
information gathered through all contacts with the customer (usage pattern,
demographics, life stage, household, community of interest, business direction).
Customer and market information from other sources may be gathered, which will build a
better understanding of the customer. Customer Information must be made available to
any process that needs to access it. This customer information will be used to continually
refine the means and style of interaction, and the solution sets and customer experience
offered.
Explanatory
Mandatory
Optional
Interactions
Gather Customer Information

Process Context
Brief Description
Incorporate into the customer profile, all relevant information gathered through all
contacts with the customer (usage pattern, demographics, life stage, household,
community of interest, business direction). Customer and market information from other
sources may be gathered, which will build a better understanding of the customer. The
purpose of this process is to ensure that Service Provider and the customer feel confident
that the relationship is founded on up-to-date, accurate and legally compliant information.
Explanatory
Mandatory
Optional
Interactions
Report Customer Information

Process Context
Brief Description
Makes available Customer Information to any process that needs to access it. This
customer information will be used to continually refine the means and style of interaction,
and the solution sets and customer experience offered.
Explanatory
Mandatory
Optional
Interactions
1.1.1.9.3 Analyze & Manage Customer

Risk
Figure 73. Analyze & Manage Customer Risk decomposition into level 4 processes
Analyze & Manage Customer Risk

Process Context
Brief Description
Ensure that a consistent customer risk assessment is used across the Enterprise and
ensure that risk analysis is based on information collected from all processes.
The purpose of this process is to ensure that risk analysis is based on information
collected from all processes and that consistent risk assessment is used across the
Enterprise. Its purpose is also to track and improve Operations, target and win the right
customers and improves Sales Conversion rate. It determines the credit risk, fraud risk,
influence risk, and churn risk. It identifies treatments to manage these risks and focuses
on using customer information.
Explanatory
Mandatory
Optional
Interactions
Ensure Risk Analysis Basis

Process Context
Brief Description
Ensure that risk analysis is based on information collected from all processes
Explanatory
Mandatory
Ensure that risk analysis is based on information collected from all processes
Optional
Interactions
Ensure Consistent Risk Analysis

Process Context
Brief Description
Ensure consistent risk assessment is used across the Enterprise.
Explanatory
Mandatory
Ensure consistent risk assessment is used across the Enterprise.
Optional
Interactions
Determine Customer Risk

Process Context
Brief Description
Determines the credit risk, fraud risk, influence risk, and churn risk.
Explanatory
Mandatory
Determines the credit risk, fraud risk, influence risk, and churn risk.
Optional
Interactions
Identify Risk Management Treatment

Process Context
Brief Description
Identifies treatments to manage these risks and focuses on using customer information.
The purpose is to track and improve Operations, target and win the right customers and
improves Sales Conversion rate.
Explanatory
The purpose is to track and improve Operations, target and win the right customers and
improves Sales Conversion rate.
Mandatory
Identifies treatments to manage these risks and focuses on using customer information.
Optional
Interactions
1.1.1.9.4 Personalize Customer Profile for

Retention & Loyalty
Figure 74. Personalize Customer Profile for Retention & Loyalty decomposition into level 4 processes
Personalize Customer Profile for Retention & Loyalty

Process Context
Brief Description
Provide the personalization opportunities for customers that will encourage them not to
switch to another Service Provider
The purpose of this process is to provide the personalization opportunities for customers
that will encourage them not to switch to another Service Provider. Personalization allows
delivery of services that more closely match the customer’s need. Collection of
Personalization Information also discourages switching since the customer would have to
build up the same Personalized experience with the next Service Provider.
- Business Planning is essential to allow the Service Provider to match the customer’s
today’s known needs.
market.
This process provides a source of data for performing loyalty and retention marketing
campaigns, for retaining existing customers, promoting customer loyalty, winning back
customers who have left. It utilizes predictive modeling software to analyze an account,
and to return relevant scores, such as: churn score, up-sell score, cross-sell score, bad
debt score and customer lifetime value score. Moreover it utilizes scores for customer
analysis and marketing campaign purposes.
Explanatory
Mandatory
Optional
Interactions
Collect Customer Personalization Information

Process Context
Brief Description
Collects Personalization Information about customers. This also discourages switching
since the customer would have to build up the same Personalized experience with the
next Service Provider.
Explanatory
This also discourages switching since the customer would have to build up the same
Personalized experience with the next Service Provider.
Mandatory
Collects Personalization Information about customers.
Optional
Interactions
Provide Customer Personalization Information

Process Context
Brief Description
Provides a source of data for performing loyalty and retention marketing campaigns, for
retaining existing customers, promoting customer loyalty, winning back customers who
have left. It utilizes predictive modeling software to analyze an account, and to return
relevant scores, such as: churn score, up-sell score, cross-sell score, bad debt score and
customer lifetime value score. Moreover it utilizes scores for customer analysis and
marketing campaign purposes.
Explanatory
Mandatory
Provides a source of data for performing loyalty and retention marketing campaigns, for
retaining existing customers, promoting customer loyalty, winning back customers who
have left. It utilizes predictive modeling software to analyze an account, and to return
relevant scores, such as: churn score, up-sell score, cross-sell score, bad debt score and
customer lifetime value score. Moreover it utilizes scores for customer analysis and
marketing campaign purposes.
Optional
Interactions
Ensure Customer Personalization Opportunities
Process Context
Brief Description
Provides the personalization opportunities for customers that will encourage them not to
switch to another Service Provider. Personalization allows delivery of services that more
closely match the customer’s need. - Business Planning is essential to allow the Service
Provider to match the customer’s future retention needs and potential acquisition needs,
rather than just continuing with today’s known needs.
market.
Explanatory
Personalization allows delivery of services that more closely match the customer’s need. -
Business Planning is essential to allow the Service Provider to match the customer’s
today’s known needs. - The process aims to ensure that all information is gathered and
used to make the best decisions to retain those customers the Service Provider wants to
retain, heighten satisfaction and maintain profitability.
Mandatory
Provides the personalization opportunities for customers that will encourage them not to
switch to another Service Provider.
Optional
Interactions
1.1.1.9.5 Validate Customer Satisfaction
Figure 75. Validate Customer Satisfaction decomposition into level 4 processes
Validate Customer Satisfaction

Process Context
Brief Description
Validate that predicted/expected value is delivered by the solution and initialize the after-
sales processes (billing and assurance)
The purpose of this process is to validate that predicted/expected value is delivered by
the solution and that the after-sales processes (billing and assurance) are initialized. It
validates that the customer is capable of realizing maximum value from the operation or
use of the solution and that intense Provider involvement is no longer needed to manage
the solution.
Explanatory
Mandatory
Optional
Interactions
Validate Solution Predicted/Expected Value

Process Context
Brief Description
Validate that predicted/expected value is delivered by the solution. It validates that the
customer is capable of realizing maximum value from the operation or use of the solution
and that intense Provider involvement is no longer needed to manage the solution.
Explanatory
Mandatory
Validate that predicted/expected value is delivered by the solution. It validates that the
customer is capable of realizing maximum value from the operation or use of the solution
and that intense Provider involvement is no longer needed to manage the solution.
Optional
Interactions
Vaildate Customer Satisfaction

Process Context
Brief Description
Explanatory
Mandatory
Optional
Interactions
Initialize after-sales processes

Process Context
Brief Description
Initialize after-sales processes (billing and assurance)
Explanatory
Mandatory
Optional
Interactions
1.1.2.1 SM&O Support & Readiness
Figure 76. SM&O Support & Readiness decomposition into level 3 processes
SM&O Support & Readiness

Process Context
Brief Description
Manage service infrastructure, ensuring that the appropriate service capacity is available
and ready to support the SM&O Fulfillment, Assurance and Billing processes
SM&O Support & Readiness processes manage service infrastructure, ensuring that the
appropriate service capacity is available and ready to support the SM&O Fulfillment,
Assurance and Billing processes in instantiating and managing service instances, and for
monitoring and reporting on the capabilities and costs of the individual SM&O FAB
processes.
· Supporting the operational introduction of new and/or modified service infrastructure;
· Managing and ensuring the ongoing quality of the Service Inventory;
· Applying service capacity rules from Infrastructure Lifecycle Management processes;
· Analyzing availability and quality over time on service infrastructure and service
instances, including trend analysis and forecasting;
· Ensuring the operational capability of the SM&O processes; and
· Maintaining rating and tariff information for service infrastructure and service instances.
. Conducting Vulnerability Management;
. Conducting Threat Assessments;
. Conducting Risk Assessments;
. Conducting Risk Mitigation;
. Conducting Secure Configuration Activities
Explanatory
Mandatory
Optional
Interactions
Manage Service Inventory

Process Context
Brief Description
Establish, manage and administer the enterprise's service inventory, as embodied in the
Service Inventory Database, and monitor and report on the usage and access to the
service inventory, and the quality of the data maintained in it.
The responsibilities of the Manage Service Inventory processes are twofold - establish,
manage and administer the enterprise's service inventory, as embodied in the Service
Inventory Database, and monitor and report on the usage and access to the service
inventory, and the quality of the data maintained in it.
The service inventory maintains records of all service infrastructure and service instance
configuration, version, and status details. It also records test and performance results
and any other service related- information, required to support SM&O and other
processes.
The service inventory is also responsible for maintaining the association between
customer purchased product offering instances and service instances, created as a result
of the Service Configuration & Activation processes.
· Identifying the inventory-relevant information requirements to be captured for service
infrastructure and service instances ;
· Identifying, establishing and maintaining service inventory repository facilities;
· Establishing and managing the service inventory management and information capture
processes;
create, modify, update, delete and/or download service data to and from the service
inventory;
· Ensuring the service inventory repository accurately captures and records all identified
service infrastructure and service instance details, through use of automated or manual
audits;
· Tracking and monitoring of the usage of, and access to, the service inventory repository
· Identifying any technical driven shortcomings of the service inventory repository, and
issues.
Explanatory
Mandatory
Optional
Interactions
Enable Service Configuration & Activation

Process Context
Brief Description
Planning and deployment of service infrastructure, and for ensuring availability of
sufficient service infrastructure to support the Service Configuration & Activation
processes.
The Enable Service Configuration & Activation processes are responsible for planning
and deployment of service infrastructure, and for ensuring availability of sufficient service
infrastructure to support the Service Configuration & Activation processes.
· forecasting at an operational level service infrastructure volume requirements and run-
out timeframes;
· the capacity planning associated with the deployment of new and/or modified service
infrastructure;
and operation of new and/or modified service infrastructure;
· creation, deployment, modification and/or upgrading of service infrastructure
deployment support tools (including Service Inventory) and processes for new and/or
modified service infrastructure;
· development and promulgation of service infrastructure capacity deployment rules and
controls;
· authoring, reviewing and approving operational procedures developed by Service
Development & Management processes prior to service infrastructure deployment;
· the testing and acceptance of new and/or modified service infrastructure as part of the
handover procedure from the Service Development & Management processes to
Operations;
· detecting service infrastructure operational limitations and/or deployment
incompatibilities and providing requirements to address these aspects to Service
Development & Management processes;
and/or modified service infrastructure;
· monitoring capacity utilization of deployed service infrastructure to provide early
detection of potential service infrastructure shortfalls;
· reconfiguration and re-arrangement of under-utilized deployed service infrastructure;
· managing recovery and/or removal of obsolete or unviable service infrastructure;
· reporting on deployed service infrastructure capacity;
· Tracking and monitoring of the service infrastructure deployment processes and costs
(including where service infrastructure is deployed and managed by third parties), and
reporting on the capability of the service infrastructure deployment processes;
· establishing and managing service provisioning notification facilities and lists to support
the Service Configuration & Activation notification and reporting processes; and
· updating the Service Inventory of any changes to the available service infrastructure
capacity.
Explanatory
Mandatory
Optional
Interactions
Support Service Problem Management

Process Context
Brief Description
Assist Service Problem Management processes by proactively undertaking statistically
driven preventative and scheduled service infrastructure maintenance activities and
monitoring, managing and reporting on the capability of the Service Problem
The responsibilities of the Support Service Problem Management processes are twofold -
assist Service Problem Management processes by proactively undertaking statistically
These processes are responsible for ensuring that the service infrastructure is working
effectively and efficiently.
service instance problem reports and performance reports to identify potential service
infrastructure or service instances requiring proactive maintenance and/or replacement;
· Requesting scheduling of additional service instance data collection to assist in the
analysis activity;
· Requesting scheduling of service instance performance testing to assist in analysis
activity;
· Developing and managing service infrastructure and service instance proactive
maintenance programs;
· Requesting service provisioning activity to prevent anticipated service problems
associated with capacity limitations identified in the analysis activities;
· Reporting outcomes of trend analysis to Service Development & Management
processes to influence new and/or modified service infrastructure development;
· Tracking and monitoring of the Service Problem Management processes and associated
costs (including where service infrastructure is deployed and managed by third parties),
and reporting on the capability of the Service Problem Management processes;
· Establishing and managing service problem notification facilities and lists to support the
Service Problem Management notification and reporting processes;
Explanatory
Mandatory
Optional
Interactions
Enable Service Quality Management

Process Context
Brief Description
Support Service Quality Management processes by proactively monitoring and assessing
service infrastructure performance, and monitoring, managing and reporting on the
capability of the Service Quality Management processes.
The responsibilities of the Enable Service Quality Management processes are twofold -
support Service Quality Management processes by proactively monitoring and assessing
service infrastructure performance, and monitoring, managing and reporting on the
capability of the Service Quality Management processes.
· Undertaking proactive monitoring regimes of service infrastructure as required to ensure
ongoing performance within agreed parameters over time;
· Developing and maintaining a repository of acceptable performance threshold standards
for service instances to support the Service Quality Management processes;
· Undertaking trend analysis, and producing reports, of the performance of service
infrastructure to identify any longer term deterioration;
· Monitoring and analyzing the service instance analyses produced by the Service Quality
Management processes to identify problems that may be applicable to the service
infrastructure as a whole;
· Sourcing details relating to service instance performance and analysis from the service
inventory to assist in the development of trend analyses;
· Logging the results of the analysis into the service inventory repository;
· Establishing and managing service quality data collection schedules, including
managing the collection of the necessary information from the Resource Data Collection
& Distribution processes, to support proactive monitoring and analysis activity, and
requests from Service Quality Management processes for additional data to support
service instance performance analysis;
· Establishing and managing facilities to support management of planned service
infrastructure and service instance outages;
· Establishing, maintaining and managing the testing of Service Quality control plans to
cater for anticipated service quality disruptions;
· Proactively triggering the instantiation of control plans to manage performance through
programmed and/or foreseen potentially disruptive events, i.e. anticipated traffic loads on
Xmas day, planned outages, etc.;
· Tracking and monitoring of the Service Quality Management processes and associated
and reporting on the capability of the Service Quality Management processes;
· Establishing and managing service quality notification facilities and lists to support the
Service Quality Management notification and reporting processes; and
Explanatory
Mandatory
Optional
Interactions
Support Service & Specific Instance Rating

Process Context
Brief Description
Ensure that rating and tariff information is maintained for each service class, for use by
Service & Specific Instance Rating
The purpose of the Support Service & Specific Instance Rating processes ensure that
rating and tariff information is maintained for each service class, for use by Service &
Specific Instance Rating. They are also responsible for the processing of this information
related to administration of the services
Explanatory
Mandatory
Optional
Interactions
1.1.2.1.2 Enable Service Configuration &

Activation
Figure 77. Enable Service Configuration & Activation decomposition into level 4 processes
Enable Service Configuration & Activation

Process Context
Brief Description
Planning and deployment of service infrastructure, and for ensuring availability of
sufficient service infrastructure to support the Service Configuration & Activation
processes.
The Enable Service Configuration & Activation processes are responsible for planning
and deployment of service infrastructure, and for ensuring availability of sufficient service
infrastructure to support the Service Configuration & Activation processes.
· forecasting at an operational level service infrastructure volume requirements and run-
out timeframes;
· the capacity planning associated with the deployment of new and/or modified service
infrastructure;

and operation of new and/or modified service infrastructure;
· creation, deployment, modification and/or upgrading of service infrastructure
deployment support tools (including Service Inventory) and processes for new and/or
modified service infrastructure;
· development and promulgation of service infrastructure capacity deployment rules and
controls;
· authoring, reviewing and approving operational procedures developed by Service
· the testing and acceptance of new and/or modified service infrastructure as part of the
Operations;
· detecting service infrastructure operational limitations and/or deployment
and/or modified service infrastructure;
· monitoring capacity utilization of deployed service infrastructure to provide early
· reconfiguration and re-arrangement of under-utilized deployed service infrastructure;
· managing recovery and/or removal of obsolete or unviable service infrastructure;
· reporting on deployed service infrastructure capacity;
· Tracking and monitoring of the service infrastructure deployment processes and costs
(including where service infrastructure is deployed and managed by third parties), and
reporting on the capability of the service infrastructure deployment processes;
· establishing and managing service provisioning notification facilities and lists to support
the Service Configuration & Activation notification and reporting processes; and
· updating the Service Inventory of any changes to the available service infrastructure
capacity.
Explanatory
Mandatory
Optional
Interactions
Plan & Forcast Service Infrastructure Requirements and Manage Capacity Planing.

Process Context
Brief Description
Planning and deployment of new and/or modified service infrastructure to ensure
availability of sufficient service infrastructure to support the Service Provisioning
processes, and monitoring, managing and reporting on the capability of the Service
Provisioning processes.
· Forecasting at an operational level service infrastructure volume requirements and run-
out timeframes;
· Managing capacity planning associated with the deployment of new and/or modified
service infrastructure;
Explanatory
Mandatory
Optional
Interactions
Establish, Manage, and Develop Service Infrastructure Organization, Tools and

Processes

Process Context
Brief Description
Establishing, Creating, Managing, and developing organization, Tools and processes for
operations of new/or modified service infrastructure.
• Establishing and monitoring of organizational arrangements to support deployment and
operation of new and/or modified service infrastructure;
• Creating, deploying, modifying and/or upgrading of service infrastructure deployment
support tools (including service Inventory) and processes for new and/or modified service
infrastructure;
Explanatory
Mandatory
Optional
Interactions
Develop and Implement Service Infrastructure Capacity and Operational Rules and
Procedures

Process Context
Brief Description
Developing and implementing the capacity deplyment rules and admisnitrating the
infrastructure operational procedures.
• Developing and promulgating service infrastructure capacity deployment rules and
controls;
• Authoring, reviewing and approving operational procedures developed by Service
Explanatory
Mandatory
Optional
Interactions
Perform Service Infrastructure Acceptance Test and Address & Monitor the Change

Process Context
Brief Description
Performing acceptance test during the hand over process of newand/or modified service
infrastructure. Also monitoring the new and/or modified infrastructure and addressing the
operational limitations.
• Testing and acceptance of new and/or modified service infrastructure as part of the
Operations;
• Detecting service infrastructure operational limitations and/or deployment
Explanatory
Mandatory
Optional
Interactions
Track & Supervise the Rollout of new and/or Modified Infrastructure

Process Context
Brief Description
Supervising the rollout activities of new and/or modified resource infrastructure.
• Scheduling, managing, tracking and monitoring of the roll-out, in accordance with
approved plans, of the approved new and/or modified resource infrastructure;
Explanatory
Mandatory
Optional
Interactions
Monitor, Report and Release Mgmt. of Service Infrastructure and Capacity Utilization

Process Context
Brief Description
Monitoring and reporting the capacity utilization of existing infrastructure.
• Monitoring capacity utilization of deployed service infrastructure to provide early

• Monitoring of, and reporting on, service infrastructure and resource instance currency
and version management;
Explanatory
Mandatory
Optional
Interactions
Optimize Existing Service Infrastructure Utilization

Process Context
Brief Description
Optimizing the infrastructure capacity utilization.
• Reconfiguring and re-arranging under-utilized deployed service infrastructure
Explanatory
Mandatory
Optional
Interactions
Track, Monitor and Report Resource Provisioning

Process Context
Brief Description
Tracking and monitoring the resource provisioning processes and provide the reporting
support.
• Tracking and monitoring of the Resource Provisioning Management processes and
associated costs (including where resource infrastructure is deployed and managed by
third parties), and reporting on the capability of the Resource Provisioning Management
processes;
• Establishing and managing resource provisioning notification facilities and lists to
support the Resource Provisioning notification and reporting processes;
Explanatory
Mandatory
Optional
Interactions
Update Service Inventory Record

Process Context
Brief Description
Updating the inventory record.
• Updating the Service Inventory of any changes to the available service infrastructure
capacity.
Explanatory
Mandatory
Optional
Interactions
1.1.2.1.3 Support Service Problem

Management
Figure 78. Support Service Problem Management decomposition into level 4 processes
Support Service Problem Management
Process Context
Brief Description
Assist Service Problem Management processes by proactively undertaking statistically
The responsibilities of the Support Service Problem Management processes are twofold -
assist Service Problem Management processes by proactively undertaking statistically
These processes are responsible for ensuring that the service infrastructure is working
service instance problem reports and performance reports to identify potential service
· Requesting scheduling of additional service instance data collection to assist in the
analysis activity;
· Requesting scheduling of service instance performance testing to assist in analysis
activity;
· Developing and managing service infrastructure and service instance proactive
· Requesting service provisioning activity to prevent anticipated service problems
· Reporting outcomes of trend analysis to Service Development & Management
· Tracking and monitoring of the Service Problem Management processes and associated
and reporting on the capability of the Service Problem Management processes;
· Establishing and managing service problem notification facilities and lists to support the
Service Problem Management notification and reporting processes;
Explanatory
Mandatory
Optional
Interactions
Manage Service Problem & Performance Data Collection

Process Context
Brief Description
Reviewing the trend analysis and undertaking the analysis of trouble and performance
report to identify the necessary preventative activities.
• Extracting and analyzing, including undertaking trend analysis, historical and current
service instance trouble reports and performance reports to identify potential service
Explanatory
Mandatory
Optional
Interactions
Manage Service Infrastructure, Provisioning and Preventive Maintenance Schedules

Process Context
Brief Description
Proactively undertaking statistically driven preventative and scheduled service
infrastructure maintenance activities, and repair activities, and monitoring, managing and
reporting on the capability of the Service Problem Management processes.
• Requesting scheduling of additional service instance data collection to assist in the
analysis activity;
• Requesting scheduling of service instance performance testing to assist in analysis
activity;
• Developing and managing service infrastructure and service instance proactive
• Requesting service provisioning activity to prevent anticipated resource troubles
Explanatory
Mandatory
Optional
Interactions
Report Service Problem Trends

Process Context
Brief Description
Proactively gernerating reports based on the trend analysis.
• Reporting outcomes of trend analysis to Service Development & Management

Explanatory
Mandatory
Optional
Interactions
Track, Monitor and Manage Service Problem Processes

Process Context
Brief Description
Track, monitor and assess the service performance management processes and
associated costs and report.
• Tracking and monitoring of the Service Problem Management processes and associated
costs, and reporting on the capability of the Service Problem Management processes;
Explanatory
Mandatory
Optional
Interactions
Provide Support for Service Problem Processes

Process Context
Brief Description
Establishing, managing and maintaining the supporting facilities and quality management
support for Service Problem management processes.
• Establishing and managing Service Problemnotification facilities and lists to support the
Service Problem Management notification and reporting processes; and
• Supporting the Support Service Problem Management process
Explanatory
Mandatory
Optional
Interactions
1.1.2.1.4 Enable Service Quality

Management
Figure 79. Enable Service Quality Management decomposition into level 4 processes
Enable Service Quality Management

Process Context
Brief Description
Support Service Quality Management processes by proactively monitoring and assessing service
infrastructure performance, and monitoring, managing and reporting on the capability of the Service
Quality Management processes.
The responsibilities of the Enable Service Quality Management processes are twofold -support Service
Quality Management processes by proactively monitoring and assessing service infrastructure
performance, and monitoring, managing and reporting on the capability of the Service Quality
Proactive management is undertaken using a range of performance parameters, whether technical, time,
economic or process related.
· Undertaking proactive monitoring regimes of service infrastructure as required to ensure ongoing
performance within agreed parameters over time;
· Developing and maintaining a repository of acceptable performance threshold standards for service
instances to support the Service Quality Management processes;
· Undertaking trend analysis, and producing reports, of the performance of service infrastructure to
identify any longer term deterioration;
· Monitoring and analyzing the service instance analyses produced by the Service Quality Management
processes to identify problems that may be applicable to the service infrastructure as a whole;
· Sourcing details relating to service instance performance and analysis from the service inventory to
assist in the development of trend analyses;
· Logging the results of the analysis into the service inventory repository;
· Establishing and managing service quality data collection schedules, including managing the collection
of the necessary information from the Resource Data Collection & Distribution processes, to support
proactive monitoring and analysis activity, and requests from Service Quality Management processes for
additional data to support service instance performance analysis;
· Establishing and managing facilities to support management of planned service infrastructure and
service instance outages;
· Establishing, maintaining and managing the testing of Service Quality control plans to cater for
anticipated service quality disruptions;
· Proactively triggering the instantiation of control plans to manage performance through programmed
and/or foreseen potentially disruptive events, i.e. anticipated traffic loads on Xmas day, planned outages,
etc.;
· Tracking and monitoring of the Service Quality Management processes and associated costs (including
where service infrastructure is deployed and managed by third parties), and reporting on the capability of
the Service Quality Management processes;
· Establishing and managing service quality notification facilities and lists to support the Service Quality
Management notification and reporting processes; and
Explanatory
Mandatory
Optional
Interactions
Monitor & Manage Regulatory Issues

Process Context
Brief Description
Proactively monitoring and dealing regulatory issues to ensure the ongoing performance
of resource infrastructure.
• Undertaking proactive monitoring regimes of resource infrastructure as required to
ensure ongoing performance within agreed parameters over time;
Explanatory
Mandatory
Optional
Interactions
Establish and Maintain Performance Threshold Standards

Process Context
Brief Description
Establishing and maintaining the rules and standards for performance threshold
• Developing and maintaining a repository of acceptable performance threshold standards
for resource instances to support the Service Quality Management processes;
Explanatory
Mandatory
Optional
Interactions
Undertake Performance Trend Analysis

Process Context
Brief Description
Analysing the performance trends to identify the performance degredation.
• Undertaking trend analysis, and producing reports, of the performance of resource
Explanatory
Mandatory
Optional
Interactions
Monitor and Analyse Service Performance Reports, and Identify Issues

Process Context
Brief Description
Review the service performance management operational report prepared by resource
performance management processes.
• Monitoring and analyzing the service instance analyses produced by the Service
Quality Management processes to identify problems that may be applicable to the service
infrastructure as a whole;
Explanatory
Mandatory
Optional
Interactions
Correlate the Service Performance Problem Reports & Manage Inventory Repository

Process Context
Brief Description
Correlating the Performance issues indetified based on the performance report review
and logging the results in inventory repository.
• Sourcing details relating to service instance performance and analysis from the resource
inventory to assist in the development of trend analyses;
• Logging the results of the analysis into the service inventory repository;
Explanatory
Mandatory
Optional
Interactions
Manage Service Performance Data Collection

Process Context
Brief Description
Develping and managing the service performance data collection schedules and
supporting the monitoring activities to gather the resource performance data.
• Establishing and managing service quality data collection schedules, including
requests from Service Quality Management processes for additional data to support
service instance performance analysis;
• Management processes for additional data to support serice instance performance

analysis;
Explanatory
Mandatory
Optional
Interactions
Establish, Maintain and Manage the Support Plans

Process Context
Brief Description
Establishing and managing the support facilities and maintaining the testing activities of
resource performance control plans.
• Establishing and managing facilities to support management of planned resource
infrastructure and resource instance outages;
• Establishing, maintaining and managing the testing of resource performance control
plans to cater for anticipated resource performance disruptions;
Explanatory
Mandatory
Optional
Interactions
Assess and Report Service Quality Management Processes

Process Context
Brief Description
Track, monitor and assess the service performance management processes and
• Tracking and monitoring of the Service Quality Management processes and associated
and reporting on the capability of the Service Quality Management processes;
Explanatory
Mandatory
Optional
Interactions
Provide Supporting Procedures and Quality Management Support

Process Context
Brief Description
support for resource perfomrance managmeent processes.
• Establishing and managing resource performance notification facilities and lists to
support the Resource Performance Management notification and reporting processes;
and
• Supporting the Support Service Quality Management process.
Explanatory
Mandatory
Optional
Interactions
1.1.2.2 Service Configuration & Activation
Figure 80. Service Configuration & Activation decomposition into level 3 processes
Service Configuration & Activation

Process Context
Brief Description
Allocation, implementation, configuration, activation and testing of specific services to

meet customer requirements.
Service Configuration & Activation processes encompass allocation, implementation,
configuration, activation and testing of specific services to meet customer requirements,
or in response to requests from other processes to alleviate specific service capacity
shortfalls, availability concerns or failure conditions. Where included in the service
provider offering, these processes extend to cover customer premises equipment.
Responsibilities of the Service Configuration & Activation processes include, but are not
limited to:
· Verifying whether specific service designs sought by customers are feasible as part of
pre-order feasibility checks;
· Allocating the appropriate specific service parameters to support service orders or
requests from other processes;
· Reserving specific service parameters (if required by the business rules) for a given
period of time until the initiating customer order is confirmed, or until the reservation
period expires (if applicable);
· Implementing, configuring and activating specific services, as appropriate;
· Testing the specific services to ensure the service is working correctly;
· Recovery of specific services;
· Updating of the Service Inventory Database to reflect that the specific service has been
allocated, modified or recovered;
· Assigning and tracking service provisioning activities;
· Managing service provisioning jeopardy conditions; and
· Reporting progress on service orders to other processes.
Explanatory
Mandatory
Optional
Interactions
Design Solution
Process Context
Brief Description
Develop an end-end specific service design which complies with a particular customer's
requirement
The purpose of the Design Solution processes is to develop an end-end specific service
design which complies with a particular customer's requirement.
These processes are invoked when a customer order requires special or unusual end-
end service arrangements, which are not able to be satisfied using standard service
arrangements. These processes may be invoked as part of a service feasibility
assessment, or as a result of a confirmed customer order.
· Developing an overall service solution design for a particular customer, including
customer premises equipment, operational methods, resource assignments and pre-order
feasibility;
· Developing an implementation plan considering training and operational support
measures and needs, such as the proper parameter information for the Service Quality
Management process;
· Consideration of current and future service and underlying resources
infrastructure, as well as expected solution results, budget, duration and risks;
· Consideration of the time schedule according with customer requirements;
· Ensure service and provisioning efficiency;
· Undertaking a business assessment, ensuring an appropriate time-to-revenue as
a result of the service and underlying resource investment; and· Developing a detailed
design identifying the relevant service orders to be issued to the Implement,
Configure & Activate Service process and the Allocate Specific Service Parameters to
Services processes.
A specific service design may require inclusion of some or all of the above aspects
depending on whether the service design is being undertaken as part of a feasibility
assessment, or is being developed as a result of a committed customer order.
These processes invoke requests to RM&O provisioning processes to determine the
availability of suitable specific resources, or to suppliers /partners though the S/PRM
process in the event that the service design requires either the inclusion of outsourced or
partner provided specific services.
Explanatory
Mandatory
Optional
Interactions
Allocate Specific Service Parameters to Services

Process Context
Brief Description
Issue service identifiers for new services.
The purpose of the Allocate Specific Service Parameters to Services processes is to
issue service identifiers for new services.
Where the Allocate Specific Service Parameters to Services processes are requested by
a pre-feasibility service order, or by the Design Services processes, these processes
determine whether the requested service parameters are available. Depending on
business rules, and on any specific levels of commitment contained in the initiating
service order or service design request, these processes may reserve specific service
parameters linked to the initiating service order or service design request for a period of
time, and releasing them when the time period has expired. These processes are
responsible for creating a response to the initiating processes with respect to the
feasibility assessment.
a service order issued in response to a confirmed customer order, these processes are
responsible for allocating the specific service parameters required to satisfy the initiating
service order. Any previously reserved specific service parameters are marked as
allocated.
Explanatory
Mandatory
Optional
Interactions
Track & Manage Service Provisioning

Process Context
Brief Description
Ensure service provisioning activities are assigned, managed and tracked efficiently.
The objective of the Track & Manage Service Provisioning processes is to ensure service
provisioning activities are assigned, managed and tracked efficiently.
· Scheduling, assigning and coordinating service provisioning related activities;

· Generating the respective resource order creation request(s) to Issue Resource Orders
based on specific service orders;
· Escalating status of service orders in accordance with local policy; · Undertaking
necessary tracking of the execution process;
· Adding additional information to an existing service order;
· Modifying information in an existing service order;·
· Modifying the service order status;
· Canceling a service order when the initiating customer order is cancelled;
· Monitoring the jeopardy status of service orders, and escalating service orders as
necessary; and
· Indicating completion of a service order by modifying the service order status.
Note that some specific service components may be delivered by suppliers/partners. In

these cases the Track & Manage Service Provisioning process is responsible for initiating
requests, through S/P Requisition Management for the delivery by the supplier/partner of
the specific service components.
Explanatory
Mandatory
Optional
Interactions
Implement, Configure & Activate Service

Process Context
Brief Description
Implement, configure and activate the specific services allocated against an issued
service order.
The purpose of the Implement, Configure & Activate Service processes is to implement,
configure and activate the specific services allocated against an issued service order.
· Assessing and planning the approach to be undertaken for implementation,
configuration and activation;
· Re-using standard implementation, configuration and activation processes
applicable to specific services;
· Implementing, configuring and reconfiguring specific services, including customer
premises equipment if part of the service provider offering.
· Providing notifications as required if the implementation, configuration and
activation activity requires a planned outage or is likely to initiate false specific service
alarm event notifications; and
· Updating the information contained in the service inventory as to the
configuration of specific services and their status.
At the successful conclusion of these activities, the status of the specific services will be
changed from allocated to activated, which means they are in-use.
Explanatory
Mandatory
Optional
Interactions
Test Service End-to-End

Process Context
Brief Description
Test specific services to ensure all components are operating within normal parameters,
and that the service is working to agreed performance levels
The responsibility of the Test Service End-to-End processes is to test specific services to
ensure all components are operating within normal parameters, and that the service is
working to agreed performance levels before its activation for the customer.
This purpose is performed through testing the service end-to-end as far as possible.
These processes test specific services against supplier/partner defined test plans, or
against test plans developed by the service provider.
Where appropriate test plans are not available these processes are responsible for
developing appropriate test plans. These processes are also responsible for capturing
and storing the test results for historical and downstream testing comparison purposes.
If these tests succeed, the specific services will be marked as in-service which means the
specific services are available for use by customers.
Explanatory
Mandatory
Optional
Interactions
Issue Service Orders

Process Context
Brief Description
Issue correct and complete service orders
The purpose of the Issue Service Orders processes is to issue correct and complete
service orders.
The service orders may be required to satisfy pertinent customer order information
received, may arise as a result of requests for service provisioning to satisfy service
problem recovery activities, may arise to alleviate service performance issues, or may
arise as a result of information received from suppliers/partners in relations to specific
services.
These processes assess the information contained in the customer order, through a
service order request, relating to the purchased product offering, initiating service process
or supplier/partner initiated request, to determine the associated service orders that need
to be issued.
The issued service order may require a service feasibility assessment or a service design
to be produced, may require new provisioning activities for specific services, may require
a change to a previously issued service order, or may require deletion and/or recovery of
previously delivered specific services. Where, the initiating request or the purchased
product offering has a standard set of associated service orders this process is
responsible for issuing the service orders, and for creating a record of the relevant
initiating request or customer order information and the associated service orders.
Where the initiating request or the purchased product offering has special or unusual
requirements, and a specific feasibility assessment and/or service design has been
previously created, this process is responsible for issuing the service orders, and for
creating a record of the relevant initiating request or customer order information and the
associated service orders.
Where the purchased product offering has special or unusual requirements, and a
specific feasibility assessment and/or specific service design has not been previously
created, this process marks the issued service order as requiring special handling, and
passes management for further processing to the Track & Manage Service Provisioning
process.
The orchestration, if required, and tracking of the service order progress is the
responsibility of the Track & Manage Service Provisioning processes.
Explanatory
Mandatory
Optional
Interactions
Report Service Provisioning

Process Context
Brief Description
Monitor the status of service orders, provide notifications of any changes and provide
management reports.
The objective of the Report Service Provisioning processes is to monitor the status of
service orders, provide notifications of any changes and provide management reports.
These processes are responsible for continuously monitoring the status of service orders
and managing notifications to processes and other parties registered to receive
notifications of any status changes. Notification lists are managed and maintained by the
Enable Service Configuration & Activation processes.
These processes record, analyze and assess the service order status changes to provide
management reports and any specialized summaries of the efficiency and effectiveness
of the overall Service Configuration & Activation process. These specialized summaries
could be specific reports required by specific audiences.
Explanatory
Mandatory
Optional
Interactions
Close Service Order

Process Context
Brief Description
Close a service order when the service provisioning activities have been completed
The objective of the Close Service Order processes is to close a service order when the
service provisioning activities have been completed.
These processes monitor the status of all open service orders, and recognize that a
service order is ready to be closed when the status is changed to completed.
Explanatory
Mandatory
Optional
Interactions
Recover Service
Process Context
Brief Description
Recover specific services that are no longer required by customers.
The responsibility of the Recover Service processes is to recover specific services that
are no longer required by customers.
These processes follow recovery plans specified by the supplier/partner, or against
recovery plans developed by the service provider.
Where appropriate recovery plans are not available these processes are responsible for
developing appropriate recovery plans.
Where recovery of services is likely to impact other in-use specific services, this process
is responsible for providing appropriate notification of the recovery proposal and ensuring
authorization is received to proceed with the recovery plan. When the recovery activity is
about to commence, these processes are responsible for notifying when recovery work is
commencing and when it is completed.
When recovered, the specific services and/or associated service specific parameters will
be marked as unallocated.
Explanatory
Mandatory
Optional
Interactions
Deleted (1.1.2.2.6)

Process Context
Brief Description
Deleted
Deleted
Explanatory
Mandatory
Optional
Interactions
1.1.2.2.1 Design Solution
Figure 81. Design Solution decomposition into level 4 processes
Design Solution
Process Context
Brief Description
Develop an end-end specific service design which complies with a particular customer's
requirement
The purpose of the Design Solution processes is to develop an end-end specific service
design which complies with a particular customer's requirement.
These processes are invoked when a customer order requires special or unusual end-
end service arrangements, which are not able to be satisfied using standard service
arrangements. These processes may be invoked as part of a service feasibility
assessment, or as a result of a confirmed customer order.
· Developing an overall service solution design for a particular customer, including
customer premises equipment, operational methods, resource assignments and pre-order
feasibility;
· Developing an implementation plan considering training and operational support
measures and needs, such as the proper parameter information for the Service Quality
Management process;
· Consideration of current and future service and underlying resources
infrastructure, as well as expected solution results, budget, duration and risks;
· Undertaking a business assessment, ensuring an appropriate time-to-revenue as
a result of the service and underlying resource investment; and· Developing a detailed
design identifying the relevant service orders to be issued to the Implement,
Services processes.
A specific service design may require inclusion of some or all of the above aspects
depending on whether the service design is being undertaken as part of a feasibility
assessment, or is being developed as a result of a committed customer order.
These processes invoke requests to RM&O provisioning processes to determine the
availability of suitable specific resources, or to suppliers /partners though the S/PRM
process in the event that the service design requires either the inclusion of outsourced or
partner provided specific services.
Explanatory
Mandatory
Optional
Interactions
Develop Overall Service Design

Process Context
Brief Description
Develop an overall service solution design for a particular customer, including customer
premises equipment, operational methods, resource assignments and pre-order
feasibility;
Explanatory
Mandatory
Develop an overall service solution design for a particular customer, including customer
premises equipment, operational methods, resource assignments and pre-order
feasibility;
Optional
Interactions
Develop Service Implementation Plan
Process Context
Brief Description
Develop an implementation plan considering training and operational support measures
and needs, such as the proper parameter information for the Service Quality
Management process;
· Consideration of current and future service and underlying resources infrastructure, as
well as expected solution results, budget, duration and risks;
· Undertaking a business assessment, ensuring an appropriate time-to-revenue as a
result of the service and underlying resource investment;
Explanatory
Consideration of current and future service and underlying resources infrastructure, as
well as expected solution results, budget, duration and risks;
· Undertaking a business assessment, ensuring an appropriate time-to-revenue as a
result of the service and underlying resource investment;
Mandatory
Develop an implementation plan considering training and operational support measures
and needs, such as the proper parameter information for the Service Quality
Management process;
Optional
Interactions
Develop Detailed Service Design

Process Context
Brief Description
Develop a detailed design identifying the relevant service orders to be issued to the
Implement,
Services processes.
Explanatory
Mandatory
Develop a detailed design identifying the relevant service orders to be issued to the
Implement,
Services processes.
Optional
Interactions
1.1.2.2.10 Recover Service
Figure 82. Recover Service decomposition into level 4 processes
Recover Service

Process Context
Brief Description
Recover specific services that are no longer required by customers.
The responsibility of the Recover Service processes is to recover specific services that
are no longer required by customers.
These processes follow recovery plans specified by the supplier/partner, or against
recovery plans developed by the service provider.
Where appropriate recovery plans are not available these processes are responsible for
is responsible for providing appropriate notification of the recovery proposal and ensuring
authorization is received to proceed with the recovery plan. When the recovery activity is
about to commence, these processes are responsible for notifying when recovery work is
commencing and when it is completed.
Explanatory
Mandatory
Optional
Interactions
Develop Service Recovery Plan

Process Context
Brief Description
Where appropriate recovery plans are not available this process is responsible for
Explanatory
Where appropriate recovery plans are not available
Mandatory
this process is responsible for developing appropriate recovery plans.
Optional
Interactions
Provide Service Recovery Proposal Notification

Process Context
Brief Description
is responsible for providing appropriate notification of the recovery proposal.
Explanatory
Where recovery of services is likely to impact other in-use specific services,
Mandatory
this process is responsible for providing appropriate notification of the recovery proposal.
Optional
Interactions
Request Service Recovery Authorization

Process Context
Brief Description
Ensure authorization is received to proceed with the recovery plan.
Explanatory
Mandatory
Optional
Interactions
Commence Service Recovery

Process Context
Brief Description
When the recovery activity is about to commence, this processes is responsible for
notifying when recovery work is commencing.
Explanatory
When the recovery activity is about to commence,
Mandatory
this processes is responsible for notifying when recovery work is commencing.
Optional
Interactions
Complete Service Recovery

Process Context
Brief Description
This process is responsible for notifying when it is completed.
Explanatory
Mandatory
Optional
Interactions
1.1.2.2.2 Allocate Specific Service

Parameters to Services
Figure 83. Allocate Specific Service Parameters to Services decomposition into level 4 processes
Allocate Specific Service Parameters to Services

Process Context
Brief Description
Issue service identifiers for new services.
The purpose of the Allocate Specific Service Parameters to Services processes is to
issue service identifiers for new services.
determine whether the requested service parameters are available. Depending on
business rules, and on any specific levels of commitment contained in the initiating
service order or service design request, these processes may reserve specific service
parameters linked to the initiating service order or service design request for a period of
time, and releasing them when the time period has expired. These processes are
responsible for creating a response to the initiating processes with respect to the
feasibility assessment.
a service order issued in response to a confirmed customer order, these processes are
allocated.
Explanatory
Mandatory
Optional
Interactions
Determine Service Parameter Availability

Process Context
Brief Description
determine whether the requested service parameters are available.
Explanatory
a pre-feasibility service order, or by the Design Services processes,
Mandatory
these processes determine whether the requested service parameters are available.
Optional
Interactions
Reserve Service Parameters

Process Context
Brief Description
Depending on business rules, and on any specific levels of commitment contained in the
initiating service order or service design request, these processes may reserve specific
service parameters linked to the initiating service order or service design request for a
period of time
Explanatory
initiating service order or service design request,
Mandatory
these processes may reserve specific service parameters linked to the initiating service
order or service design request for a period of time
Optional
Interactions
Release Service Parameter

Process Context
Brief Description
Release the reservation when the time period has expired.
Explanatory
Mandatory
Optional
Interactions
Allocate Service Parameters

Process Context
Brief Description
a service order issued in response to a confirmed customer order, this process is
allocated.
Explanatory
a service order issued in response to a confirmed customer order,
Mandatory
this process is responsible for allocating the specific service parameters required to
satisfy the initiating service order. Any previously reserved specific service parameters
are marked as allocated.
Optional
Interactions
1.1.2.2.3 Track & Manage Service

Provisioning
Figure 84. Track & Manage Service Provisioning decomposition into level 4 processes
1.1.2.2.4 Implement, Configure & Activate

Service
Figure 85. Implement, Configure & Activate Service decomposition into level 4 processes
Implement, Configure & Activate Service

Process Context
Brief Description
Implement, configure and activate the specific services allocated against an issued
service order.
The purpose of the Implement, Configure & Activate Service processes is to implement,
configure and activate the specific services allocated against an issued service order.
· Assessing and planning the approach to be undertaken for implementation,
configuration and activation;
· Re-using standard implementation, configuration and activation processes
applicable to specific services;
· Implementing, configuring and reconfiguring specific services, including customer
premises equipment if part of the service provider offering.
· Providing notifications as required if the implementation, configuration and
activation activity requires a planned outage or is likely to initiate false specific service
alarm event notifications; and
· Updating the information contained in the service inventory as to the

configuration of specific services and their status.
At the successful conclusion of these activities, the status of the specific services will be
Explanatory
Mandatory
Optional
Interactions
Configure Service

Process Context
Brief Description
Assess and plan the approach to be undertaken for configuration.
Re-use standard configuration and processes applicable to specific services.
Configure and reconfigure specific services, including customer premises equipment if
part of the service provider offering.
Provide notifications as required if the configuration activity requires a planned outage or
is likely to initiate false specific service alarm event notifications.
Update the information contained in the service inventory as to the configuration of
specific services and their status.
Explanatory
Mandatory
Assess and plan the approach to be undertaken for configuration.
Re-use standard configuration and processes applicable to specific services.
Configure and reconfigure specific services, including customer premises equipment if
part of the service provider offering.
Update the information contained in the service inventory as to the configuration of
specific services and their status.
Optional
Interactions
Implement Service

Process Context
Brief Description
Assess and plan the approach to be undertaken for implementation.
Re-use standard implementation processes applicable to specific services.
Implement specific services, including customer premises equipment if part of the service
provider offering.
Provide notifications as required if the implementation activity requires a planned outage
or is likely to initiate false specific service alarm event notifications.
Explanatory
Mandatory
Assess and plan the approach to be undertaken for implementation.
Re-use standard implementation processes applicable to specific services.

Implement specific services, including customer premises equipment if part of the service
provider offering.
Optional
Interactions
Activate Service

Process Context
Brief Description
Assess and plan the approach to be undertaken for activation.
Re-used standard activation processes applicable to specific services.
Provide notifications as required if the activation activity requires a planned outage or is
likely to initiate false specific service alarm event notifications.
At the successful conclusion of this activity, the status of the specific services will be
Explanatory
At the successful conclusion of this activity, the status of the specific services will be
Mandatory
Assess and plan the approach to be undertaken for activation.
Re-used standard activation processes applicable to specific services.
Optional
Interactions
1.1.2.2.5 Test Service End-to-End
Figure 86. Test Service End-to-End decomposition into level 4 processes
Test Service End-to-End

Process Context
Brief Description
and that the service is working to agreed performance levels
The responsibility of the Test Service End-to-End processes is to test specific services to
ensure all components are operating within normal parameters, and that the service is
working to agreed performance levels before its activation for the customer.
Where appropriate test plans are not available these processes are responsible for
developing appropriate test plans. These processes are also responsible for capturing
and storing the test results for historical and downstream testing comparison purposes.
If these tests succeed, the specific services will be marked as in-service which means the
Explanatory
Mandatory
Optional
Interactions
Test Service

Process Context
Brief Description
and that the service is working to agreed performance levels before its activation for the
customer.
Explanatory
Mandatory
and that the service is working to agreed performance levels before its activation for the
customer.
Optional
Interactions
Develop Service Test Plans

Process Context
Brief Description
Where appropriate test plans are not available this process is responsible for developing
appropriate test plans.
Explanatory
Where appropriate test plans are not available
Mandatory
this process is responsible for developing appropriate test plans.
Optional
Interactions
Capture Service Test Results

Process Context
Brief Description
Capture and store the test results for historical and downstream testing comparison
purposes.
If the tests succeed, the specific services will be marked as in-service which means the
Explanatory
Mandatory
purposes.
Optional
Interactions
1.1.2.2.7 Issue Service Orders
Figure 87. Issue Service Orders decomposition into level 4 processes
Issue Service Orders

Process Context
Brief Description
Issue correct and complete service orders
The purpose of the Issue Service Orders processes is to issue correct and complete
service orders.
services.
These processes assess the information contained in the customer order, through a
service order request, relating to the purchased product offering, initiating service process
or supplier/partner initiated request, to determine the associated service orders that need
to be issued.
process.
Explanatory
Mandatory
Optional
Interactions
Assess Service Request

Process Context
Brief Description
This process assesses the information contained in the customer order, through a service
order request, relating to the purchased product offering, initiating service process or
supplier/partner initiated request, to determine the associated service orders that need to
be issued.
Explanatory
Mandatory
This process assesses the information contained in the customer order, through a service
order request, relating to the purchased product offering, initiating service process or
supplier/partner initiated request, to determine the associated service orders that need to
be issue
Optional
Interactions
Create Service Orders

Process Context
Brief Description
services.
Explanatory
services.
previously delivered specific services.
Mandatory
Where, the initiating request or the purchased product offering has a standard set of
associated service orders this process is responsible for issuing the service orders, and
for creating a record of the relevant initiating request or customer order information and
the associated service orders.
Optional
Interactions
Mark Service Order for Special Handling

Process Context
Brief Description
process.
Explanatory
Mandatory
created, this process marks the issued service order as requiring special handling,
Optional
Interactions
and passes management for further processing to the Track & Manage Service
Provisioning process.
1.1.2.2.8 Report Service Provisioning
Figure 88. Report Service Provisioning decomposition into level 4 processes
Report Service Provisioning
Process Context
Brief Description
Monitor the status of service orders, provide notifications of any changes and provide
management reports.
The objective of the Report Service Provisioning processes is to monitor the status of
service orders, provide notifications of any changes and provide management reports.
These processes are responsible for continuously monitoring the status of service orders
and managing notifications to processes and other parties registered to receive
Enable Service Configuration & Activation processes.
These processes record, analyze and assess the service order status changes to provide
of the overall Service Configuration & Activation process. These specialized summaries
could be specific reports required by specific audiences.
Explanatory
Mandatory
Optional
Interactions
Monitor Service Order Status

Process Context
Brief Description
responsible for continuously monitoring the status of service orders; record, analyze and
assess the service order status changes
Explanatory
Mandatory
responsible for continuously monitoring the status of service orders; record, analyze and
assess the service order status changes
Optional
Interactions
Distribute Service Order Notification

Process Context
Brief Description
provide notifications of any changes the status of service orders. Notifications are used to
notify the owner of the current status of the order and also distributed to the other parties
who require it. Notification lists are managed and maintained by the Enable Service
Configuration & Activation processes.
Explanatory
Notifications are used to notify the owner of the current status of the order and also
distributed to the other parties who require it.
Mandatory
provide notifications of any changes the status of service orders.
Optional
Interactions
Notification lists are managed and maintained by the Enable Service Configuration &
Activation processes.
Distribute Service Provisioning Reports

Process Context
Brief Description
effectiveness of the overall Service Configuration & Activation process. These
specialized summaries could be specific reports required by specific audiences.
Explanatory
Mandatory
effectiveness of the overall Service Configuration & Activation process.
Optional
Interactions
1.1.2.3 Service Problem Management
Figure 89. Service Problem Management decomposition into level 3 processes
Service Problem Management

Process Context
Brief Description
Respond immediately to customer-affecting service problems or failures in order to
minimize their effects on customers, and to invoke the restoration of the service, or
provide an alternate service as soon as possible.
Service Problem Management processes are responsible for the management of
problems associated with specific services. The objective of these processes is to
respond immediately to reported service problems or failures in order to minimize their
effects on customers, and to invoke the restoration of the service, or provide an alternate
service as soon as possible.
Responsibilities of the Service Problem Management processes include, but are not
limited to:
· Detecting, analyzing, managing and reporting on service alarm event notifications;
· Initiating and managing service trouble reports;

· Performing service problem localization analysis;
· Correcting and resolving service problems;
· Reporting progress on service trouble reports to other processes;
· Assigning & tracking service problem testing and recovery activities; and
· Managing service problem jeopardy conditions
Service Problem Management processes perform analysis, decide on the appropriate
specific services.
However these activities need to interact with the Problem Handling processes, as the
latter have a view on customer impact. Service Problem Management processes are
responsible for informing Problem Handling processes of any potential customer
problems. Where the original report arose as a result of customer problems, the Service
Problem Management processes may be coordinated by Problem Handling processes.
Explanatory
Mandatory
Optional
Interactions
Create Service Trouble Report

Process Context
Brief Description
Create a new service trouble report.
The objective of the Create Service Trouble Report process is to create a new service
trouble report.
A new service trouble report may be created as a result of service alarm event notification
analysis, and subsequent creation of new service alarm event records, undertaken by the
Survey & Analyze Service Problem processes, or at the request of analysis undertaken
by other processes in the CRM ( in particular a Customer Problem Report can generate
one or more Service Trouble Reports), RM&O, SM&O or S/PRM layers which detect that
some form of failure has occurred for which service restoration activity is required to
restore normal operation.
If the service trouble report is created as a result of a notification or request from
processes other than the Survey & Analyze Service Problem processes, the Create
Service Trouble Report processes are responsible for converting the received information
into a form suitable for the Service Problem Management processes, and for requested
additional information if required.
These processes will make estimates of the time to restore service which will be included
in the new service trouble report so that other processes can gain access to this
information.
Explanatory
Mandatory
Optional
Interactions
Diagnose Service Problem

Process Context
Brief Description
Identify the root cause of the specific service problem, including those service problems
related to security events.
The objective of the Diagnose Service Problem processes is to identify the root cause of
the specific service problem. These processes are invoked by the Track & Manage
Service Problem processes.
· Verifying whether the service configuration matches the appropriate product features;
· Performing diagnostics against the specific services;
· Running tests against the specific services;
· Starting and stopping audits against specific services; and
· Scheduling routine testing of the specific services.
The Diagnose Service Problem processes will make the results of the root cause analysis
available to other processes. The Diagnose Service Problem processes will update the
open service trouble report, as required during the assessment, and when the root cause
When the process is complete the Diagnose Service Problem processes will notify the
Track & Manage Service Problem processes.
Explanatory
Mandatory
Optional
Interactions
Correct & Resolve Service Problem

Process Context
Brief Description
The objective of the Correct & Resolve Service Problem processes is to restore the
service to a normal operational state as efficiently as possible.
Based on the nature of the service failure leading to the associated service alarm event
notification, automatic restoration procedures might be triggered. Manual restoration
activity is assigned to the Correct & Resolve Service Problem processes from the Track &
Manage Service Problem processes.
Depending on the nature of the specific service failure, these processes may possibly re-
assign services or re-configure service parameters.
For large service failures requiring extensive re-assignment and/or re-configuration
activity to restore normal operation, these processes will attempt to implement work-
arounds to recover the specific service operation. In these circumstances, recovery of
normal operation may require invocation of the Support Service Problem Management
processes.
through temporary work-arounds or an unsuccessful attempt at service restoration to
Track & Manage Service Problem through updates to the associated service trouble
report.
Explanatory
Mandatory
Optional
Interactions
Track & Manage Service Problem

Process Context
Brief Description
Ensure that testing, repair and restoration activities are assigned, coordinated and
tracked efficiently, and that escalation is invoked as required for any open service trouble
reports in jeopardy
The purpose of the Track & Manage Service Problem processes is to ensure that testing,
repair and restoration activities are assigned, coordinated and tracked efficiently, and that
escalation is invoked as required for any open service trouble reports in jeopardy.
· Initiating first-in testing using automated remote testing capabilities;

· Adding additional information to an open service trouble report based on the first-in
testing;
· Scheduling, assigning and coordinating repair and restoration activities;
· Generating the respective resource trouble report creation request(s) to Create
Resource Trouble Report based on specific service trouble reports;
· Initiate any final testing to confirm clearance of the service problem;
· Modifying information in an existing service trouble report based on assignments;
· Modifying the service trouble report status;
· Canceling a service trouble report when the specific problem was related to a false
service alarm event; and
· Monitoring the jeopardy status of open service trouble reports, and escalating service
trouble reports as necessary.
Note that some specific resource components may be owned and managed by
suppliers/partners. In these cases the Track & Manage Service Problem process is
processes for restoration and recovery by the supplier/partner of the specific resource
components.
The Track & Manage Service Problem processes are responsible for engaging external
suppliers/partners in correction and recovery activities when:
· higher level expertise and/or higher level support is required to resolve the service
problem, (which may be automatic in the case of highest priority service problems);
· the specific service has been purchased from an external supplier (as in an interconnect
service); or
· the specific service is delivered by an external partner.
Where the engagement with an external supplier/partner is for purchased or delivered

services, as the case may be, the tracking and management of the supplier/partner
problem resolution activity is actually performed by the S/P Problem Reporting &
Management processes, with the Track & Manage Service Problem processes relegated
to an overall coordination role. The Track & Manage Service Problem processes will also
inform the Close Service Problem processes by modifying the service trouble report
status to cleared when the service problem has been resolved.
Explanatory
Mandatory
Optional
Interactions
Report Service Problem

Process Context
Brief Description
Monitor the status of service trouble reports, provide notifications of any changes and
provide management reports. This includes service trouble caused by security events.
The objective of the Report Service Problem processes is to monitor the status of service
trouble reports, provide notifications of any changes and provide management reports.
These processes are responsible for continuously monitoring the status of service trouble
reports and managing notifications to processes and other parties registered to receive
notifications of any status changes, for example, Service Quality Management and
Customer QoS/SLA Management processes. Notification lists are managed and
maintained by the Support Service Problem Management processes.
These processes record, analyze and assess the service trouble report status changes to
effectiveness of the overall Service Problem Management process. These specialized
These processes will make the necessary reports about the problem that occurred, the
root cause and the activities carried out for restoration.
Explanatory
Mandatory
Optional
Interactions
Close Service Trouble Report

Process Context
Brief Description
Close a service trouble report when the service problem has been resolved
The objective of the Close Service Trouble Report processes is to close a service trouble
report when the service problem has been resolved.
These processes monitor the status of all open service trouble reports, and recognize
that a service trouble report is ready to be closed when the status is changed to cleared.
Explanatory
Mandatory
Optional
Interactions
Survey & Analyze Service Problem

Process Context
Brief Description
Monitor service alarm event notifications and manage service alarm event records in real-
time. Service alarm events include security event alarms.
The objective of the Survey & Analyze Service Problem processes is to monitor service
alarm event notifications and manage service alarm event records in real-time.
Responsibilities of the Survey & Analyze Service Problem processes include, but are not
limited to:
· Detecting and collecting service alarm event notifications;

· Initiating and managing service alarm event records;
· Performing service alarm event notification localization analysis;
· Correlating and filtering service alarm event records;
· Reporting service alarm event record status changes to other processes;
· Managing service alarm event record jeopardy conditions.
Service alarm event notification analysis encompasses the identification of the service
alarm event in terms of reporting entity and nature of the service alarm event. It will then
analyze the service alarm events based on a number of criteria and then suppress
redundant, transient or implied service alarm events by means of filtering and correlation.
It includes the notification of new service alarm event records, or status changes of
previously reported service alarm event records, as well as abatement messages when
service alarm event records have been cleared.
The analysis will correlate service alarm event notifications to planned outage
notifications to remove false service alarm event notifications arising as a result of the
planned outage activity.
These processes may determine that a service alarm event notification may represent a
customer impacting condition. In these circumstances this process is responsible for
indicating a potential customer problem to the Problem Handling processes. As a part of
this indication this process is responsible for identifying the impacted deployed product
instances associated with the service instances presenting alarm event notifications and
passing this information to the Problem Handling processes.
Service alarm event record correlation and filtering encompasses the correlation of
redundant, transient or implied service alarm event notifications with a specific “root
cause” service alarm event notification and associated service alarm event record.
The Survey & Analyze Service Problem processes might trigger a well-defined action
based on specific service alarm event notification information as well as the non-arrival of
service alarm event notification information after a specific time interval has elapsed.
These processes are also responsible for monitoring and triggering the appropriate action
when a service alarm event record is not cleared within a pre-defined period of time.
Explanatory
Mandatory
Optional
Interactions
1.1.2.3.1 Create Service Trouble Report
Figure 90. Create Service Trouble Report decomposition into level 4 processes
Create Service Trouble Report

Process Context
Brief Description
Create a new service trouble report.
The objective of the Create Service Trouble Report process is to create a new service
trouble report.
A new service trouble report may be created as a result of service alarm event notification
analysis, and subsequent creation of new service alarm event records, undertaken by the
Survey & Analyze Service Problem processes, or at the request of analysis undertaken
by other processes in the CRM ( in particular a Customer Problem Report can generate
one or more Service Trouble Reports), RM&O, SM&O or S/PRM layers which detect that
some form of failure has occurred for which service restoration activity is required to
restore normal operation.
processes other than the Survey & Analyze Service Problem processes, the Create
Service Trouble Report processes are responsible for converting the received information
into a form suitable for the Service Problem Management processes, and for requested
These processes will make estimates of the time to restore service which will be included
in the new service trouble report so that other processes can gain access to this
information.
Explanatory
Mandatory
Optional
Interactions
Generate Service Problem

Process Context
Brief Description
This process creates a new Service Trouble report.
Explanatory
Mandatory
This process creates a new Service Trouble report.
Optional
Interactions
Convert Report To Service Problem Format

Process Context
Brief Description
processes other than the Survey & Analyze Service Problem processes, this process is
responsible for converting the received information into a form suitable for the Service
Problem Management processes, and for requested additional information if required.
Explanatory
Mandatory
Optional
Interactions
Estimate Time For Restoring Service

Process Context
Brief Description
This process estimates the time to restore service which is included in the new Service
Trouble report so that other processes can gain access to this information.
Explanatory
Mandatory
Optional
Interactions
Convert Report To Service Problem Format

Process Context
Brief Description
Explanatory
Mandatory
Optional
Interactions
1.1.2.3.2 Diagnose Service Problem
Figure 91. Diagnose Service Problem decomposition into level 4 processes
Diagnose Service Problem

Process Context
Brief Description
Identify the root cause of the specific service problem, including those service problems
related to security events.
The objective of the Diagnose Service Problem processes is to identify the root cause of
the specific service problem. These processes are invoked by the Track & Manage
Service Problem processes.
· Verifying whether the service configuration matches the appropriate product features;
· Performing diagnostics against the specific services;
· Running tests against the specific services;
· Starting and stopping audits against specific services; and
· Scheduling routine testing of the specific services.
The Diagnose Service Problem processes will make the results of the root cause analysis
available to other processes. The Diagnose Service Problem processes will update the
open service trouble report, as required during the assessment, and when the root cause
When the process is complete the Diagnose Service Problem processes will notify the
Track & Manage Service Problem processes.
Explanatory
Mandatory
Optional
Interactions
Verify Service Configuration

Process Context
Brief Description
This process verifies whether the service configuration matches the appropriate product
features.
Explanatory
Mandatory
This process verifies whether the service configuration matches the appropriate product
features.
Optional
Interactions
Perform Specific Service Problem Diagnostics

Process Context
Brief Description
This process performs diagnostics against the specific services.
Explanatory
Mandatory
This process performs diagnostics against the specific services.
Optional
Interactions
Perform Specific Service Problem Tests

Process Context
Brief Description
Explanatory
Mandatory
Optional
Interactions
Schedule Routine Service Problem Tests

Process Context
Brief Description
This process schedules routine testing of the specific services.
Explanatory
Mandatory
This process schedules routine testing of the specific services.
Optional
Interactions
Stop And Start Audit On Services

Process Context
Brief Description
This process starts and stops audits against specific services.
Explanatory
Mandatory
This process starts and stops audits against specific services.
Optional
Interactions
Notify T&M Root Cause Service Problem

Process Context
Brief Description
This process makes the results of the root cause analysis available to other processes. It
updates the open Service Trouble report, as required during the assessment, and when
the root cause has been identified. This process notifies the Track & Manage Service
Problem processes.
Explanatory
This process makes the results of the root cause analysis available to other processes.
Mandatory
It updates the open Service Trouble report, as required during the assessment, and when
the root cause has been identified. This process notifies the Track & Manage Service
Problem processes.
Optional
Interactions
1.1.2.3.3 Correct & Resolve Service

Problem
Figure 92. Correct & Resolve Service Problem decomposition into level 4 processes
Correct & Resolve Service Problem

Process Context
Brief Description
The objective of the Correct & Resolve Service Problem processes is to restore the
service to a normal operational state as efficiently as possible.
notification, automatic restoration procedures might be triggered. Manual restoration
activity is assigned to the Correct & Resolve Service Problem processes from the Track &
Manage Service Problem processes.
activity to restore normal operation, these processes will attempt to implement work-
arounds to recover the specific service operation. In these circumstances, recovery of
normal operation may require invocation of the Support Service Problem Management
processes.
through temporary work-arounds or an unsuccessful attempt at service restoration to
Track & Manage Service Problem through updates to the associated service trouble
report.
Explanatory
Mandatory
Optional
Interactions
Reassign / Reconfigure Failed Service

Process Context
Brief Description
assign services or re-configure service and/or security parameters. It also reports
successful restoration of normal operation or an unsuccessful attempt at restoration to
Track & Manage Service Problem through updates to the associated Service Trouble
report.
Explanatory
Mandatory
Optional
Interactions
It also reports successful restoration of normal operation or an unsuccessful attempt at
restoration to Track & Manage Service Problem through updates to the associated
Service Trouble report.
Manage Service Restoration

Process Context
Brief Description
notification, this restoration process might be triggered. It reports successful restoration
of normal operation or an unsuccessful attempt at restoration to Track & Manage Service
Problem through updates to the associated Service Trouble report.
Explanatory
Mandatory
notification, this restoration process might be triggered.
Optional
Interactions
It reports successful restoration of normal operation or an unsuccessful attempt at
restoration to Track & Manage Service Problem through updates to the associated
Service Trouble report.
Implement Service Problem Work Arounds

Process Context
Brief Description
activity to restore normal operation, this process will attempt to implement workarounds to
recover the specific service operation. It also reports restoration through temporary
workarounds or an unsuccessful attempt at restoration to Track & Manage Service
Explanatory
Used for large service failures requiring extensive re-assignment and/or re-configuration
activity to restore normal operation,
Mandatory
Optional
Interactions
Reports restoration to Track & Manage Service Problem through updates to the
associated Service Trouble report.
Invoke Support Service Problem Management Processes

Process Context
Brief Description
This process recovers normal operation by invocation of the Support Service Problem
Management processes. It also reports successful restoration of normal operation or an
unsuccessful attempt at restoration to Track & Manage Service Problem through updates
to the associated Service Trouble report.
Explanatory
Mandatory
This process recovers normal operation by invocation of the Support Service Problem
unsuccessful attempt at restoration to Track & Manage Service Problem through updates
Optional
Interactions
Reports successful restoration to Track & Manage Service Problem through updates to
the associated Service Trouble report.
1.1.2.3.4 Track & Manage Service Problem
Figure 93. Track & Manage Service Problem decomposition into level 4 processes
Track & Manage Service Problem

Process Context
Brief Description
Ensure that testing, repair and restoration activities are assigned, coordinated and
tracked efficiently, and that escalation is invoked as required for any open service trouble
reports in jeopardy
The purpose of the Track & Manage Service Problem processes is to ensure that testing,
repair and restoration activities are assigned, coordinated and tracked efficiently, and that
escalation is invoked as required for any open service trouble reports in jeopardy.

· Adding additional information to an open service trouble report based on the first-in
testing;
Resource Trouble Report based on specific service trouble reports;
· Modifying information in an existing service trouble report based on assignments;
· Modifying the service trouble report status;
· Canceling a service trouble report when the specific problem was related to a false
service alarm event; and
· Monitoring the jeopardy status of open service trouble reports, and escalating service
trouble reports as necessary.
suppliers/partners. In these cases the Track & Manage Service Problem process is
processes for restoration and recovery by the supplier/partner of the specific resource
components.
The Track & Manage Service Problem processes are responsible for engaging external
suppliers/partners in correction and recovery activities when:
· higher level expertise and/or higher level support is required to resolve the service
problem, (which may be automatic in the case of highest priority service problems);
· the specific service has been purchased from an external supplier (as in an interconnect
service); or
· the specific service is delivered by an external partner.
Where the engagement with an external supplier/partner is for purchased or delivered

services, as the case may be, the tracking and management of the supplier/partner
problem resolution activity is actually performed by the S/P Problem Reporting &
Management processes, with the Track & Manage Service Problem processes relegated
to an overall coordination role. The Track & Manage Service Problem processes will also
inform the Close Service Problem processes by modifying the service trouble report
status to cleared when the service problem has been resolved.
Explanatory
Mandatory
Optional
Interactions
Coordinate Service Problem

Process Context
Brief Description
and coordinates repair and restoration activities, undertakes necessary tracking of the
execution progress, modifies information in an existing Service Trouble report based on
assignments, and modifies the Service Trouble report status.
Explanatory
Mandatory
Optional
Interactions
Perform First in Service Testing

Process Context
Brief Description
This process initiates first-in testing using automated remote testing capabilities, and
adds additional information to an open Service Trouble report based on the first-in testing.
Explanatory
Mandatory
adds additional information to an open Service Trouble report based on the first-in testing.
Optional
Interactions
Cancel Service Problem

Process Context
Brief Description
This process cancels a Service Trouble report when the specific trouble was related to a
false alarm event.
Explanatory
Mandatory
This process cancels a Service Trouble report when the specific trouble was related to a
false alarm event.
Optional
Interactions
Escalate/End Service Problem

Process Context
Brief Description
This process monitors the jeopardy status of open Service Trouble reports, and escalates
Service Trouble reports as necessary.
Explanatory
Mandatory
This process monitors the jeopardy status of open Service Trouble reports, and escalates
Service Trouble reports as necessary.
Optional
Interactions
Perform Final Service Test

Process Context
Brief Description
This process initiates any final testing to confirm clearance of the Service Problem.
Explanatory
Mandatory
This process initiates any final testing to confirm clearance of the Service Problem.
Optional
Interactions

Process Context
Brief Description

Explanatory
suppliers/partners.
Mandatory
Optional
Interactions
1.1.2.3.5 Report Service Problem
Figure 94. Report Service Problem decomposition into level 4 processes
Report Service Problem

Process Context
Brief Description
Monitor the status of service trouble reports, provide notifications of any changes and
provide management reports. This includes service trouble caused by security events.
The objective of the Report Service Problem processes is to monitor the status of service
trouble reports, provide notifications of any changes and provide management reports.
These processes are responsible for continuously monitoring the status of service trouble
notifications of any status changes, for example, Service Quality Management and
Customer QoS/SLA Management processes. Notification lists are managed and
maintained by the Support Service Problem Management processes.
These processes record, analyze and assess the service trouble report status changes to
effectiveness of the overall Service Problem Management process. These specialized
These processes will make the necessary reports about the problem that occurred, the
Explanatory
Mandatory
Optional
Interactions
Monitor Service Problem

Process Context
Brief Description
This process is responsible for continuously monitoring the status of Service Trouble
notifications of any status changes, for example, Resource Performance Management
and Service Quality Management. Notification lists are managed and maintained by the
Support Service Problem Management processes.
Explanatory
Mandatory
This process is responsible for continuously monitoring the status of Service Trouble
and Service Quality Management.
Optional
Interactions
Notification lists are managed and maintained by the Support Service Problem
Distribute Service Problem Notifications

Process Context
Brief Description
This process makes the necessary reports about the Service Problem that occurred, the
Explanatory
Mandatory
Optional
Interactions
Distribute Service Problem Management Reports & Summaries

Process Context
Brief Description
Explanatory
Mandatory
Optional
Interactions
1.1.2.3.7 Survey & Analyze Service

Problem
Figure 95. Survey & Analyze Service Problem decomposition into level 4 processes
Survey & Analyze Service Problem

Process Context
Brief Description
Monitor service alarm event notifications and manage service alarm event records in real-
time. Service alarm events include security event alarms.
The objective of the Survey & Analyze Service Problem processes is to monitor service
alarm event notifications and manage service alarm event records in real-time.
Responsibilities of the Survey & Analyze Service Problem processes include, but are not
limited to:
· Detecting and collecting service alarm event notifications;

· Initiating and managing service alarm event records;
· Performing service alarm event notification localization analysis;
· Correlating and filtering service alarm event records;
· Reporting service alarm event record status changes to other processes;
· Managing service alarm event record jeopardy conditions.
Service alarm event notification analysis encompasses the identification of the service
alarm event in terms of reporting entity and nature of the service alarm event. It will then
analyze the service alarm events based on a number of criteria and then suppress
redundant, transient or implied service alarm events by means of filtering and correlation.
It includes the notification of new service alarm event records, or status changes of
previously reported service alarm event records, as well as abatement messages when
service alarm event records have been cleared.
The analysis will correlate service alarm event notifications to planned outage
notifications to remove false service alarm event notifications arising as a result of the
These processes may determine that a service alarm event notification may represent a
Service alarm event record correlation and filtering encompasses the correlation of
redundant, transient or implied service alarm event notifications with a specific “root
cause” service alarm event notification and associated service alarm event record.
The Survey & Analyze Service Problem processes might trigger a well-defined action
based on specific service alarm event notification information as well as the non-arrival of
service alarm event notification information after a specific time interval has elapsed.
when a service alarm event record is not cleared within a pre-defined period of time.
Explanatory
Mandatory
Optional
Interactions
Manage Service Alarm Event Notifications

Process Context
Brief Description
This process may determine that a service alarm event notification may represent a
Explanatory
This process may determine that a service alarm event notification may represent a
indicating a potential customer problem to the Problem Handling processes.
Mandatory
This process is responsible for identifying the impacted deployed product instances
associated with the service instances presenting alarm event notifications and passing
this information to the Problem Handling processes.
Optional
Interactions
Filter Service Alarm Event Notifications

Process Context
Brief Description
This process encompasses the correlation of redundant, transient or implied service
alarm event notifications with a specific “root cause” service alarm event notification and
associated service alarm event record.
Explanatory
Mandatory
Optional
Interactions
Correlate Service Alarm Event Notifications

Process Context
Brief Description
associated service alarm event record. This process correlates service alarm event
notifications to planned outage notifications to remove false service alarm event

notifications arising as a result of the planned outage activity.
Explanatory
Mandatory
This process correlates service alarm event notifications to planned outage notifications
to remove false service alarm event notifications arising as a result of the planned outage
activity.
Optional
Interactions
Abate Service Alarm Event Records

Process Context
Brief Description
This process includes the notification of new service alarm event records, or status
changes of previously reported service alarm event records, as well as abatement
messages when service alarm event records have been cleared.
Explanatory
Mandatory
This process includes the notification of new service alarm event records, or status
changes of previously reported service alarm event records, as well as abatement
messages when service alarm event records have been cleared.
Optional
Interactions
Trigger Defined Service Alarm Action

Process Context
Brief Description
This process triggers a well-defined action based on specific service alarm event
notification information as well as the non-arrival of service alarm event notification
information after a specific time interval has elapsed. This process is also responsible for
monitoring and triggering the appropriate action when a service alarm event record is not
cleared within a pre-defined period of time.
Explanatory
Mandatory
This process triggers a well-defined action based on specific service alarm event
notification information as well as the non-arrival of service alarm event notification
monitoring and triggering the appropriate action when a service alarm event record is not
cleared within a pre-defined period of time.
Optional
Interactions
1.1.2.4 Service Quality Management
Figure 96. Service Quality Management decomposition into level 3 processes
Service Quality Management

Process Context
Brief Description
Managing, tracking, monitoring, analyzing, improving and reporting on the performance of
specific services
Managing, tracking, monitoring, analyzing, improving and reporting on the performance of
specific services.
Explanatory
Mandatory
Optional
Interactions
Monitor Service Quality

Process Context
Brief Description
Monitor received service quality information and undertake first-in detection
The objective of the Monitor Service Quality processes is to monitor received service
quality information and undertake first-in detection.
· Undertake the role of first in detection and collection by monitoring and logging the
received specific service performance quality data;
· Comparing the received specific service performance quality data to performance
quality standards set for each specific service (available from the Service Inventory);
· Assessing and recording received specific service performance quality data which is
within tolerance limits for performance quality standards, and for which continuous
monitoring and measuring of performance is required;
· Recording the results of the continuous monitoring for reporting through the Report
Service Quality Performance processes;
· Detect performance quality threshold violations which represent specific service failures
due to abnormal performance;
· Pass information about specific service failures due to performance quality threshold
violations to Service Problem Management to manage any necessary restoration activity
as determined by that process;
· Pass information about potential specific customer SLA/QoS performance degradations
arising from specific service quality performance degradations (using knowledge about
service to purchased product offering linkages) to Problem Handling to manage any
necessary restoration activity as determined by that process;
· Detect performance degradation for specific services which provide early warning of
potential issues;
· Forward service performance degradation notifications to other Service Quality

Management processes, which manage activities to restore normal specific service
performance quality; and
· Log specific service performance quality degradation and violation details within the
repository in the Manage Service Inventory processes to ensure historical records are
available to support the needs of other processes.
The processes also perform automated service testing using simulated calls simulating
standard user behavior, and collect data related to service usage which may supply
information to other processes (i.e. marketing, service cost, etc) and identify abnormal
usage by the service users (i.e. bad passwords, terminal configurations, etc).
Explanatory
Mandatory
Optional
Interactions
Analyze Service Quality

Process Context
Brief Description
Analyze and evaluate the service quality performance of specific services
The purpose of the Analyze Service Quality processes is to analyze the information
received from the Monitor Service Quality process to evaluate the service quality
performance of specific services.
Using the data from Monitor Service Quality, these processes will correlate events in
order to filter repetitive alarms and failure events that do not affect the quality delivered,
and they will calculate key service quality indicators, (such as Mean Time Between
Failures and other chronic problems).
· Undertaking analysis as required on specific service performance information

received from the Monitor Service Quality processes;
· Initiating, modifying and cancelling continuous performance data collection
schedules for specific services required to analyze specific service performance. These
schedules are established through requests sent to the Enable Service Quality
· Determining the root causes of specific service performance degradations and
violations;
· Recording the results of the analysis and intermediate updates in the Service
Inventory for historical analysis and for use as required by other processes; and
· Undertaking specific detailed analysis (if the original requested came from
Customer QoS/SLA Management processes) to discover the root cause of customer QoS
performance degradations that may be arising due to interactions between service
instances, without any specific service instance having an unacceptable performance in
its own right.
Explanatory
Mandatory
Optional
Interactions
Improve Service Quality

Process Context
Brief Description
Restore the service quality to a normal operational state as efficiently as possible.
The objective of the Improve Service Quality processes is to restore the service quality to
a normal operational state as efficiently as possible.
These processes follow service improvement plans specified by the supplier/partner, or

use service improvement plans developed by the service provider. Where appropriate
service improvement plans are not available these processes are responsible for
developing appropriate service improvement plans.
Where activity to improve service quality performance is likely to impact other in-use
specific services, this process is responsible for providing appropriate notification of the
improvement proposal and ensuring authorization is received to proceed with the service
improvement plan. When the service improvement activity is about to commence, these
processes are responsible for notifying when service improvement activity is commencing
and when it is completed.
Based on the information determined within the Analyze Service Quality processes and
the nature of the specific service degradation, these processes may possibly re-assign
services or re-configure service parameters.
Explanatory
Mandatory
Optional
Interactions
Report Service Quality Performance

Process Context
Brief Description
Monitor the status of service performance degradation reports, provide notifications of
any changes and provide management reports
The objective of the Report Service Quality Performance processes is to monitor the
status of service performance degradation reports, provide notifications of any changes
and provide management reports.
These processes are responsible for continuously monitoring the status of service
performance degradation reports and managing notifications to other processes in the
SM&O and other process layers, and to other parties registered to receive notifications of
any status changes. Notification lists are managed and maintained by the Enable Service
These processes record, analyze and assess the service performance degradation report
efficiency and effectiveness of the overall Service Quality Management process. These
These processes also report any identified constraints that can affect service quality
standards to other processes. These constraints may include specific resource failures,
capacity shortages due to unexpected demand peaks, etc.
Explanatory
Mandatory
Optional
Interactions
Create Service Performance Degradation Report

Process Context
Brief Description
Create a new service performance degradation report.
The objective of the Create Service Performance Degradation Report process is to create
a new service performance degradation report, modify existing service performance
degradation reports, and request cancellation of existing service performance
A new service performance degradation report may be created as a result of specific
service performance notifications undertaken by the Monitor Service Performance
processes, or at the request of analysis undertaken by other CRM, SM&O or RM&O
processes which detect that some form of deterioration or failure has occurred requires
an assessment of the specific service performance.
If the service performance degradation report is created as a result of a notification or

request from processes other than Monitor Service Performance processes, the Create
Service Performance Degradation Report processes are responsible for converting the
received information into a form suitable for the Service Performance Management
processes, and for requesting additional information if required.
Explanatory
Mandatory
Optional
Interactions
Track & Manage Service Quality Performance Resolution

Process Context
Brief Description
Efficiently assign, coordinate and track specific service performance analysis, restoration
and improvement activities, and escalate any open service performance degradation
The objective of the Track & Manage Service Quality Performance Resolution processes
is to efficiently assign, coordinate and track specific service performance analysis,
restoration and improvement activities, and escalate any open service performance
degradation reports in jeopardy.
· Adding additional information to an open service performance degradation report based

on the first-in and on-going analysis;
· Scheduling, assigning and coordinating analysis and specific service performance
restoration activities and/or repair activities delegated to other processes;

Resource Trouble Report based on specific service performance degradation reports
where analysis the root cause is related to resources;
· Modifying information in an existing service performance degradation report based on
assignments;
· Modifying the service performance degradation report status;
· Canceling a service performance degradation report when the specific request was
related to a false service failure event; and
· Monitoring the jeopardy status of open service performance degradation reports, and
escalating service performance degradation reports as necessary.
suppliers/partners. In these cases the Track & Manage Service Quality Performance
process is responsible for initiating requests, through S/P Performance Management for
resolution by the supplier/partner of the specific resource components.
The Track & Manage Service Quality Performance Resolution processes will also inform
the Close Service Performance Degradation Report processes by modifying the service
performance degradation report status to cleared when the specific service performance
quality issues have been resolved.
Explanatory
Mandatory
Optional
Interactions
Close Service Performance Degradation Report

Process Context
Brief Description
Close a service performance degradation report when the service performance has been
resolved
The objective of the Close Service Performance Degradation Report processes is to
close a service performance degradation report when the service performance has been
resolved.
These processes monitor the status of all open service performance degradation reports,
and recognize that a service performance degradation report is ready to be closed when
the status is changed to cleared.
Explanatory
Mandatory
Optional
Interactions
1.1.2.4.1 Monitor Service Quality
Figure 97. Monitor Service Quality decomposition into level 4 processes
Monitor Service Quality

Process Context
Brief Description
Monitor received service quality information and undertake first-in detection
The objective of the Monitor Service Quality processes is to monitor received service
quality information and undertake first-in detection.
· Undertake the role of first in detection and collection by monitoring and logging the
received specific service performance quality data;
· Comparing the received specific service performance quality data to performance
quality standards set for each specific service (available from the Service Inventory);
· Assessing and recording received specific service performance quality data which is
within tolerance limits for performance quality standards, and for which continuous
monitoring and measuring of performance is required;
· Recording the results of the continuous monitoring for reporting through the Report
Service Quality Performance processes;
· Detect performance quality threshold violations which represent specific service failures
due to abnormal performance;
· Pass information about specific service failures due to performance quality threshold
violations to Service Problem Management to manage any necessary restoration activity
· Pass information about potential specific customer SLA/QoS performance degradations
necessary restoration activity as determined by that process;
· Detect performance degradation for specific services which provide early warning of
potential issues;
· Forward service performance degradation notifications to other Service Quality
Management processes, which manage activities to restore normal specific service
performance quality; and
· Log specific service performance quality degradation and violation details within the
repository in the Manage Service Inventory processes to ensure historical records are
available to support the needs of other processes.
The processes also perform automated service testing using simulated calls simulating
standard user behavior, and collect data related to service usage which may supply
information to other processes (i.e. marketing, service cost, etc) and identify abnormal
usage by the service users (i.e. bad passwords, terminal configurations, etc).
Explanatory
Mandatory
Optional
Interactions
Manage Service Performance Quality Data

Process Context
Brief Description
This process monitors and logs the received specific service performance quality data,
compares the received specific service performance quality data to performance quality
standards set for each specific service (available from the Service Inventory), detect
performance quality threshold violations which represent specific service failures due to
abnormal performance, and detects performance degradation for specific services which
provide early warning of potential issues.
Explanatory
Mandatory
This process monitors and logs the received specific service performance quality data,
compares the received specific service performance quality data to performance quality
standards set for each specific service (available from the Service Inventory), detect
performance quality threshold violations which represent specific service failures due to
abnormal performance, and detects performance degradation for specific services which
provide early warning of potential issues.
Optional
Interactions
Record Service Performance Quality Data

Process Context
Brief Description
This process assesses and records received specific service performance quality data
which is within tolerance limits for performance quality standards, and for which
continuous monitoring and measuring of performance is required. It records the results
of the continuous monitoring for reporting through the Report Service Quality
Performance processes, and logs specific service performance quality degradation and
violation details within the repository in the Manage Service Inventory processes to
ensure historical records are available to support the needs of other processes.
Explanatory
This process assesses and records received specific service performance quality data
which is within tolerance limits for performance quality standards, and for which
continuous monitoring and measuring of performance is required.
Mandatory
It records the results of the continuous monitoring for reporting through the Report
Service Quality Performance processes, and logs specific service performance quality
degradation and violation details within the repository in the Manage Service Inventory
processes to ensure historical records are available to support the needs of other
processes.
Optional
Interactions
Correlate Service Performance Event Notifications

Process Context
Brief Description
This process passes information about specific service failures due to performance
quality threshold violations to Service Problem Management to manage any necessary
restoration activity as determined by that process. It passes information about potential
specific customer SLA/QoS performance degradations arising from specific service
quality performance degradations (using knowledge about service to purchased
product offering linkages) to Problem Handling to manage any necessary restoration
activity as determined by that process. It forwards service performance degradation
notifications to other Service Quality Management processes, which manage activities to
restore normal specific service performance quality.
Perform automated service testing using simulated calls simulating standard user
behavior, collect data related to service usage
Explanatory
This process passes information about specific service failures due to performance
quality threshold violations to Service Problem Management to manage any necessary
restoration activity as determined by that process.
Mandatory
passes information about potential specific customer SLA/QoS performance degradations
necessary restoration activity as determined by that process. It forwards service
performance degradation notifications to other Service Quality Management processes,
which manage activities to restore normal specific service performance quality.
Perform automated service testing using simulated calls simulating standard user
behavior, collect data related to service usage
Optional
Interactions
This process forwards service performance degradation notifications to other Service

Quality Management processes
1.1.2.4.2 Analyze Service Quality
Figure 98. Analyze Service Quality decomposition into level 4 processes
Analyze Service Quality

Process Context
Brief Description
Analyze and evaluate the service quality performance of specific services
The purpose of the Analyze Service Quality processes is to analyze the information
received from the Monitor Service Quality process to evaluate the service quality
performance of specific services.
Using the data from Monitor Service Quality, these processes will correlate events in
order to filter repetitive alarms and failure events that do not affect the quality delivered,
and they will calculate key service quality indicators, (such as Mean Time Between
Failures and other chronic problems).
· Undertaking analysis as required on specific service performance information
received from the Monitor Service Quality processes;
· Determining the root causes of specific service performance degradations and
violations;
· Recording the results of the analysis and intermediate updates in the Service
Customer QoS/SLA Management processes) to discover the root cause of customer QoS
its own right.
Explanatory
Mandatory
Optional
Interactions
Perform Specific Service Performance Diagnostics

Process Context
Brief Description
This process performs analysis as required on specific service performance information
received from the Monitor Service Quality processes. It determines the root causes of
specific service performance degradations and violations, records the results of the
analysis and intermediate updates in the Service Inventory for historical analysis and for
use as required by other processes, and undertakes specific detailed analysis (if the
original requested came from Customer QoS/SLA Management processes) to discover
the root cause of customer QoS performance degradations that may be arising due to
interactions between service instances, without any specific service instance having an
unacceptable performance in its own right.
Explanatory
This process performs analysis as required on specific service performance information
received from the Monitor Service Quality processes.
Mandatory
It determines the root causes of specific service performance degradations and
violations, records the results of the analysis and intermediate updates in the Service
Inventory for historical analysis and for use as required by other processes, and
undertakes specific detailed analysis (if the original requested came from Customer
QoS/SLA Management processes) to discover the root cause of customer QoS
its own right.
Optional
Interactions
Manage Service Performance Data Collection Schedules

Process Context
Brief Description
This process initiates, modifies and cancels continuous performance data collection
Explanatory
Mandatory
schedules for specific services required to analyze specific service performance.
Optional
Interactions
These schedules are established through requests sent to the Enable Service Quality
1.1.2.4.3 Improve Service Quality
Figure 99. Improve Service Quality decomposition into level 4 processes
Improve Service Quality

Process Context
Brief Description
Restore the service quality to a normal operational state as efficiently as possible.
The objective of the Improve Service Quality processes is to restore the service quality to
a normal operational state as efficiently as possible.
These processes follow service improvement plans specified by the supplier/partner, or
use service improvement plans developed by the service provider. Where appropriate
service improvement plans are not available these processes are responsible for
developing appropriate service improvement plans.
improvement plan. When the service improvement activity is about to commence, these
processes are responsible for notifying when service improvement activity is commencing
the nature of the specific service degradation, these processes may possibly re-assign
services or re-configure service parameters.
Explanatory
Mandatory
Optional
Interactions
Reassign / Reconfigure Service or Service Parameters

Process Context
Brief Description
the nature of the specific service degradation, this process may re-assign services or re-
configure service parameters.
Explanatory
Mandatory
the nature of the specific service degradation, this process may re-assign services or re-
configure service parameters.
Optional
Interactions
Manage Service Improvement Notification and Authorization

Process Context
Brief Description
improvement plan. When the service improvement activity is about to commence, this
process is responsible for notifying when service improvement activity is commencing
Explanatory
Applies where activity to improve service quality performance is likely to impact other in-
use specific services.
Mandatory
This process is responsible for providing appropriate notification of the improvement
proposal and ensuring authorization is received to proceed with the service improvement
plan. When the service improvement activity is about to commence, this process is
responsible for notifying when service improvement activity is commencing and when it is
completed.
Optional
Interactions
Develop Service Improvement Plans

Process Context
Brief Description
Where appropriate service improvement plans are not available this process is
responsible for developing appropriate service improvement plans.
Explanatory
Mandatory
Where appropriate service improvement plans are not available this process is
responsible for developing appropriate service improvement plans.
Optional
Interactions
1.1.2.4.4 Report Service Quality

Performance
Figure 100. Report Service Quality Performance decomposition into level 4 processes
Report Service Quality Performance

Process Context
Brief Description
Monitor the status of service performance degradation reports, provide notifications of
The objective of the Report Service Quality Performance processes is to monitor the
status of service performance degradation reports, provide notifications of any changes
and provide management reports.
These processes are responsible for continuously monitoring the status of service
SM&O and other process layers, and to other parties registered to receive notifications of
any status changes. Notification lists are managed and maintained by the Enable Service
These processes record, analyze and assess the service performance degradation report
efficiency and effectiveness of the overall Service Quality Management process. These
These processes also report any identified constraints that can affect service quality
standards to other processes. These constraints may include specific resource failures,
capacity shortages due to unexpected demand peaks, etc.
Explanatory
Mandatory
Optional
Interactions
Monitor Service Performance Degradation Report

Process Context
Brief Description
This process is responsible for continuously monitoring the status of Service Performance
Degradation Reports and managing notifications to processes and other parties
and maintained by the Enable Service Quality Management processes.
Explanatory
Mandatory
This process is responsible for continuously monitoring the status of Service Performance
Degradation Reports and managing notifications to processes and other parties
registered to receive notifications of any status changes.
Optional
Interactions
Notification lists are managed and maintained by the Enable Service Quality
Report Constraints to Other Processes

Process Context
Brief Description
This process reports any identified constraints that can affect service quality standards to
other processes. These constraints may include specific resource failures, capacity
shortages due to unexpected demand peaks, etc.
Explanatory
Mandatory
This process reports any identified constraints that can affect service quality standards to
other processes. These constraints may include specific resource failures, capacity
shortages due to unexpected demand peaks, etc.
Optional
Interactions
Distribute Service Quality Management Reports & Summaries

Process Context
Brief Description
Explanatory
Mandatory
Optional
Interactions
1.1.2.4.5 Create Service Performance

Degradation Report
Figure 101. Create Service Performance Degradation Report decomposition into level 4 processes
Create Service Performance Degradation Report

Process Context
Brief Description
Create a new service performance degradation report.
The objective of the Create Service Performance Degradation Report process is to create
a new service performance degradation report, modify existing service performance
degradation reports, and request cancellation of existing service performance
A new service performance degradation report may be created as a result of specific
service performance notifications undertaken by the Monitor Service Performance
processes, or at the request of analysis undertaken by other CRM, SM&O or RM&O
an assessment of the specific service performance.
request from processes other than Monitor Service Performance processes, the Create
Service Performance Degradation Report processes are responsible for converting the
received information into a form suitable for the Service Performance Management
Explanatory
Mandatory
Optional
Interactions
Generate Service Performance Degradation Problem

Process Context
Brief Description
This process creates a new Service Performance Degradation Report as a result of
specific service performance notifications undertaken by the Monitor Service
Performance processes, or at the request of analysis undertaken by other CRM, SM&O
or RM&O processes which detect that some form of deterioration or failure has occurred
requires an assessment of the specific service performance.
Explanatory
Mandatory
This process creates a new Service Performance Degradation Report as a result of
specific service performance notifications undertaken by the Monitor Service
Performance processes, or at the request of analysis undertaken by other CRM, SM&O
requires an assessment of the specific service performance.
Optional
Interactions
Convert Report To Service Performance Degradation Report Format

Process Context
Brief Description
request from processes other than Monitor Service Performance processes, this process
Performance Management processes, and for requesting additional information if
required.
Explanatory
Applies where the service performance degradation report is created as a result of a
notification or request from processes other than Monitor Service Performance
processes,
Mandatory
This process is responsible for converting the received information into a form suitable for
the Service Performance Management processes, and for requesting additional
information if required.
Optional
Interactions
1.1.2.4.6 Track & Manage Service Quality

Figure 102. Track & Manage Service Quality Performance Resolution decomposition into level 4 processes
Track & Manage Service Quality Performance Resolution

Process Context
Brief Description
Efficiently assign, coordinate and track specific service performance analysis, restoration
and improvement activities, and escalate any open service performance degradation
The objective of the Track & Manage Service Quality Performance Resolution processes
is to efficiently assign, coordinate and track specific service performance analysis,
restoration and improvement activities, and escalate any open service performance
· Adding additional information to an open service performance degradation report based

on the first-in and on-going analysis;
· Scheduling, assigning and coordinating analysis and specific service performance

Resource Trouble Report based on specific service performance degradation reports
where analysis the root cause is related to resources;
· Modifying information in an existing service performance degradation report based on
assignments;
· Modifying the service performance degradation report status;
· Canceling a service performance degradation report when the specific request was
related to a false service failure event; and
· Monitoring the jeopardy status of open service performance degradation reports, and
escalating service performance degradation reports as necessary.
suppliers/partners. In these cases the Track & Manage Service Quality Performance
process is responsible for initiating requests, through S/P Performance Management for
resolution by the supplier/partner of the specific resource components.
The Track & Manage Service Quality Performance Resolution processes will also inform
the Close Service Performance Degradation Report processes by modifying the service
performance degradation report status to cleared when the specific service performance
quality issues have been resolved.
Explanatory
Mandatory
Optional
Interactions
Coordinate Service Quality

Process Context
Brief Description
This process schedules, assigns and coordinates analysis and specific service
performance restoration activities and/or repair activities delegated to other processes,
undertakes necessary tracking of the execution progress, modifies information in an
existing Service Performance Degradation Report based on assignments, and modifies
the Service Performance Degradation Report status.
Explanatory
Mandatory
existing Service Performance Degradation Report based on assignments, and modifies
the Service Performance Degradation Report status.
Optional
Interactions
Request Service Performance Degradation Report Creation and Update

Process Context
Brief Description
Explanatory
Mandatory
Optional
Interactions
Update First in Service Testing Results

Process Context
Brief Description
This process adds additional information to an open Service Performance Degradation
Report based on the first-in testing.
Explanatory
Mandatory
This process adds additional information to an open Service Performance Degradation
Optional
Interactions
Cancel Service Performance Degradation Report

Process Context
Brief Description
This process cancels a Service Performance Degradation Report when the specific
trouble was related to a false service failure event.
Explanatory
Mandatory
This process cancels a Service Performance Degradation Report when the specific
trouble was related to a false service failure event.
Optional
Interactions
Escalate/End Service Performance Degradation Report

Process Context
Brief Description
This process monitors the jeopardy status of open Service Performance Degradation
Reports, and escalates Service Performance Degradation Reports as necessary.
Explanatory
Mandatory
This process monitors the jeopardy status of open Service Performance Degradation
Reports, and escalates Service Performance Degradation Reports as necessary.
Optional
Interactions
Clear Service Performance Degradation Report Status

Process Context
Brief Description
This process informs the Close Service Performance Degradation Report process by
modifying the Service Performance Degradation Report status to cleared when the
specific service performance quality issues have been resolved.
Explanatory
Mandatory
This process informs the Close Service Performance Degradation Report process by
modifying the Service Performance Degradation Report status to cleared when the
specific service performance quality issues have been resolved.
Optional
Interactions
This process informs the Close Service Performance Degradation Report process

Process Context
Brief Description
Explanatory
suppliers/partners.
Mandatory
Optional
Interactions
1.1.2.5 Service Guiding & Mediation
Figure 103. Service Guiding & Mediation decomposition into level 3 processes
Service Guiding & Mediation

Process Context
Brief Description
Manage usage events by correlating and formatting them into a useful format as well as
guiding them to an appropriate service.
Service Guiding & Mediation processes manage usage events by correlating and
formatting them into a useful format. These processes include guiding resource events
to an appropriate service, mediation of these usage records, as well as de-duplication of
usage records already processed. These processes provide information on customer-
related and Service-related events to other process areas across assurance and billing.
This includes reports on non-chargeable events and overcharged events and analysis of
event records to identify fraud and prevent further occurrences.
In many cases, this process is performed by a resource such as a network element.
Explanatory
Mandatory
Optional
Interactions
Mediate Service Usage Records

Process Context
Brief Description
Validate, normalize, convert and correlate usage records collected from the resource
layer
The purpose of the Mediate Service Usage Records process is to validate, normalize,
convert and correlate usage records collected. It also removes any duplicate usage
records that have already been processed.
Explanatory
Mandatory
Optional
Interactions
Report Service Usage Records

Process Context
Brief Description
Generate reports on usage records based on requests from other processes
The purpose of the Report Service Usage Record processes is to generate reports on
service usage records based on requests from other processes. These processes
produce reports that may identify abnormalities, which may be caused by fraudulent
activity or related to customer complaints.
Explanatory
Mandatory
Optional
Interactions
Guide Resource Usage Records

Process Context
Brief Description
Relates the usage record to the appropriate service.
The Guide Resource Usage Records process converts/relates the record to the
appropriate service.
In many cases, this process is performed by a resource such as a network element.
Explanatory
Mandatory
Optional
Interactions
Rate Usage Records (DELETED)

Process Context
[Not Available]
Brief Description
Deleted
Deleted
Explanatory
[Not Available]
Mandatory
[Not Available]
Optional
[Not Available]
Interactions
[Not Available]
1.1.2.5.1 Mediate Service Usage Records
Figure 104. Mediate Service Usage Records decomposition into level 4 processes
Mediate Service Usage Records

Process Context
Brief Description
Validate, normalize, convert and correlate usage records collected from the resource
layer
The purpose of the Mediate Service Usage Records process is to validate, normalize,
convert and correlate usage records collected. It also removes any duplicate usage
records that have already been processed.
Explanatory
Mandatory
Optional
Interactions
Validate Service Usage Record

Process Context
Brief Description
Validate service usage records collected from the resource layer
Explanatory
for example, checking loss of Service Usage Records, illegal characters in Service Usage
Records, invalid field length in Service Usage Records, the service usage duration
mismatching to start time and end time.
Mandatory
The purpose of Validate Service Usage Record process is to validate service usage
records collected from the resource layer. This process is responsible for collecting the
Service Usage Records, filtering out of non-billing relevant Service Usage Records and
validating the Service Usage Records and their integrity.
Optional
Interactions
Normalize Service Usage Record

Process Context
Brief Description
Normalize service usage records to specific expression format.
Explanatory
For example, 10 min voice call can be either expressed by 4 indicators including start
time, end time, duration and QoS, or expressed by 3 indicators excluding end time.
Mandatory
The purpose of Normalize Service Usage Record process is to normalize Service Usage
Records to specific expression format. Service Usage Records generated by different
systems are used distinct expressions for same record data. This process is responsible
for unifying all Service Usage Records to specific expression manner.
Optional
Interactions
Convert Service Usage Record

Process Context
Brief Description
Convert service usage records to specific record format.
Explanatory
The Service Usage Records are collected from different upstream systems and stored in
different file formats.
Mandatory
The purpose of Convert Service Usage Record process is to convert Service Usage
Records to specific record format. This process is responsible for identifying the data
formats of collected Service Usage Records and changing them to specific common data
format for downstream system using. This process is also responsible for consolidating
multiple Service Usage Records and producing more than one records from single
Service Usage Record for varied billing requirements.
Optional
Interactions
Correlate Service Usage Record

Process Context
Brief Description
Correlate collected service usage records.
Explanatory
Since the Service Usage Records are collected from different upstream system,
sometime more than one Service Usage Records store same service consumption.
Mandatory
The purpose of Correlate Service Usage Record process is to correlate collected service
usage records. In order to resolve this case, this process is responsible for identifying the
correlative Service Usage Records and associating them together for downstream system
use.
Optional
Interactions
Remove Duplicate Service Usage Record

Process Context
Brief Description
Remove service usage records.
Explanatory
The duplication detection is usually by checking the values of the key fields of Service
Usage Records with combined criteria. Achieving service usage records is normally
happened when the records are no need for further billing process.
Mandatory
The purpose of Remove Service Usage Record process is to remove any duplicate usage
records that have already been processed or to achieve service usage records according
to Service Provider’s policy. This process includes detect duplicate records and removing
them from billing process.
Optional
Interactions
1.1.3.1 RM&O Support & Readiness
Figure 105. RM&O Support & Readiness decomposition into level 3 processes
RM&O Support & Readiness

Process Context
Brief Description
Manage resource infrastructure to ensure that appropriate application, computing and
network resources are available and ready to support the Fulfillment, Assurance and
Billing processes in instantiating and managing resource instances, and for monitoring
and reporting on the capabilities and costs of the individual FAB processes.
RM&O Support & Readiness processes are responsible for managing resource
infrastructure to ensure that appropriate application, computing and network resources
are available and ready to support the Fulfillment, Assurance and Billing processes in
instantiating and managing resource instances, and for monitoring and reporting on the
capabilities and costs of the individual FAB processes.
Responsibilities of these processes include but are not limited to:
· Supporting the operational introduction of new and/or modified resource infrastructure
and conducting operations readiness testing and acceptance;
· Managing planned outages;
· Managing and ensuring the ongoing quality of the Resource Inventory;
· Analyzing availability and performance over time on resources or groups of resources,

including trend analysis and forecasting;
· Demand balancing in order to maintain resource capacity and performance
· Performing pro-active maintenance and repair activities;
· Establishing and managing the workforce to support the eTOM processes; and
· Managing spares, repairs, warehousing, transport and distribution of resources and
consumable goods.
· Conducting Vulnerability Management;
· Conducting Threat Assessments;
· Conducting Risk Assessments;
· Conducting Risk Mitigation;
· Conducting Secure Configuration Activities
Explanatory
Mandatory
Optional
Interactions
Enable Resource Provisioning

Process Context
Brief Description
Planning and deployment of new and/or modified resource infrastructure to ensure
availability of sufficient resource infrastructure to support the Resource Provisioning
processes, and monitoring, managing and reporting on the capability of the Resource
The responsibilities of the Enable Resource Provisioning processes are twofold - planning
and deployment of new and/or modified resource infrastructure to ensure availability of
sufficient resource infrastructure to support the Resource Provisioning processes, and
monitoring, managing and reporting on the capability of the Resource Provisioning
processes.
· Forecasting at an operational level resource infrastructure volume requirements and
run-out timeframes;
resource infrastructure;
· Establishing and monitoring of organizational arrangements to support deployment and
operation of new and/or modified resource infrastructure;
· Creating, deploying, modifying and/or upgrading of resource infrastructure deployment
support tools (including Resource Inventory) and processes for new and/or modified
· Developing and promulgating resource infrastructure capacity deployment rules and
controls;
· Authoring, reviewing and approving operational procedures developed by Resource
Development & Management processes prior to resource infrastructure deployment;
· Testing and acceptance of new and/or modified resource infrastructure as part of the
handover procedure from the Resource Development & Management processes to
Operations;
· Detecting resource infrastructure operational limitations and/or deployment
incompatibilities and providing requirements to address these aspects to Resource
· Scheduling, managing, tracking and monitoring of the roll-out, in accordance with
approved plans, of the approved new and/or modified resource infrastructure; ·
Monitoring capacity utilization of deployed resource infrastructure to provide early
detection of potential resource infrastructure shortfalls;
· Monitoring of, and reporting on, resource infrastructure and resource instance currency
· Reconfiguring and re-arranging under-utilized deployed resource infrastructure
;· Managing recovery and/or removal of obsolete or unviable resource infrastructure;
· Reporting on deployed resource infrastructure capacity;
· Tracking and monitoring of the Resource Provisioning Management processes and
processes;
· Establishing and managing resource provisioning notification facilities and lists to
support the Resource Provisioning notification and reporting processes; and
· Updating the Resource Inventory of any changes to the available resource infrastructure
capacity.
Explanatory
Mandatory
Optional
Interactions
Enable Resource Performance Management

Process Context
Brief Description
Proactively monitoring and maintaining resource infrastructure, and monitoring, managing
and reporting on the capability of the Resource Performance Management processes.
The responsibilities of the Enable Resource Performance Management processes are
twofold - support Resource Performance Management processes by proactively
monitoring and assessing resource infrastructure performance, and monitoring, managing

· Undertaking proactive monitoring regimes of resource infrastructure as required to

for resource instances to support the Resource Performance Management processes;
· Undertaking trend analysis, and producing reports, of the performance of resource
· Monitoring and analyzing the resource instance analyses produced by the Resource
Performance Management processes to identify problems that may be applicable to the
resource infrastructure as a whole;
· Sourcing details relating to resource instance performance and analysis from the
resource inventory to assist in the development of trend analyses;
· Logging the results of the analysis into the resource inventory repository;
· Establishing and managing resource performance data collection schedules, including
requests from Resource Performance
Management processes for additional data to support resource instance performance

analysis;
· Establishing and managing facilities to support management of planned resource
· Establishing, maintaining and managing the testing of resource performance control
· Tracking and monitoring of the Resource Performance Management processes and
third parties), and reporting on the capability of the Resource Performance Management
processes;
· Establishing and managing resource performance notification facilities and lists to
and
· Supporting the Support Service Quality Management process.
Explanatory
Mandatory
Optional
Interactions
Support Resource Trouble Management

Process Context
Brief Description
Proactively undertaking statistically driven preventative and scheduled resource
reporting on the capability of the Resource Trouble Management processes.
The responsibilities of the Support Resource Trouble Management processes are twofold
- support Resource Trouble Management processes by proactively undertaking
statistically driven preventative and scheduled resource infrastructure maintenance
activities, and repair activities, and monitoring, managing and reporting on the capability
of the Resource Trouble Management processes.
These processes are responsible for ensuring that the resource infrastructure is working
resource instance trouble reports and performance reports to identify potential resource
infrastructure or resource instances requiring proactive maintenance and/or replacement;
· Requesting scheduling of additional resource instance data collection to assist in the
analysis activity;
· Requesting scheduling of resource instance performance testing to assist in analysis
activity;
· Developing and managing resource infrastructure and resource instance proactive
· Requesting resource provisioning activity to prevent anticipated resource troubles
· Reporting outcomes of trend analysis to Resource Development & Management
processes to influence new and/or modified resource infrastructure development;
· Establishing and managing resource instance spares holding facilities, including
arrangements with suppliers/partners for vendor managed spares (the actual commercial
agreement is negotiated using Supply Chain Development & Management processes);
· Management of issuing and re-stocking of spares;
· Establishing and managing resource instance return and repair programs and
associated processes, including both service provider and supplier/partner repair
activities;
· Tracking and monitoring of the Resource Trouble Management processes and
third parties), and reporting on the capability of the Resource Trouble Management
processes;
· Establishing and managing resource trouble notification facilities and lists to support the
Resource Trouble Management notification and reporting processes; and
· Supporting the Support Service Problem Management process
Explanatory
Mandatory
Optional
Interactions
Enable Resource Data Collection & Distribution

Process Context
Brief Description
Administering and management of the processes which enable the effective operation of
the resource data collection and data distribution network, and monitoring, managing and
reporting on the capability of the Resource Data Collection & Distribution processes.
The responsibilities of the Enable Resource Data Collection & Distribution processes are
twofold - administering and management of the processes which enable the effective
operation of the resource data collection and data distribution infrastructure, and
monitoring, managing and reporting on the capability of the Resource Data Collection &
Distribution processes.
The Resource Data Collection & Distribution processes may be either scheduled
activities, or may be triggered as a result of ad-hoc events.
· Administering and managing the scheduling of resource data collection and resource
data distribution;
· Managing the registration and access control processes used by other processes to
gain access to the collected resource data;
download resource data to be distributed to identified resource instances;
· Establishing and managing resource data storage facilities, and associated
management processes, within the resource data collection and resource data
distribution infrastructure, to be used as temporary data holding facilities as required;
· Tracking and monitoring of the Resource Data Collection and Distribution processes
and associated costs, and reporting on the capability of the Resource Data Collection and
Distribution processes; and
· Identifying any technical driven shortcomings of the resource data collection and
resource data distribution infrastructures, and providing input to Resource Development &
Management processes to rectify these issues.
Note that the underlying resource infrastructure used for the actual transport of resource
data are managed as appropriate by other processes within the RM&O and RD&M
horizontal process groupings
Explanatory
Mandatory
Optional
Interactions
Manage Resource Inventory

Process Context
Brief Description
Establish, manage and administer the enterprise's resource inventory, as embodied in the
Resource Inventory Database, and monitor and report on the usage and access to the
resource inventory, and the quality of the data maintained in it
The responsibilities of the Manage Resource Inventory processes are twofold - establish,
manage and administer the enterprise’s resource inventory, as embodied in the Resource
Inventory Database, and monitor and report on the usage and access to the resource
The resource inventory maintains records of all resource infrastructure and resource
instance configuration, version, and status details. It also records test and performance
results and any other resource related- information, required to support RM&O and other
processes.
The resource inventory is also responsible for maintaining the association between
service instances and resource instances, created as a result of the Resource
Provisioning Management processes.
· Identifying the inventory-relevant information requirements to be captured for resource
infrastructure and resource instances;
· Identifying, establishing and maintaining resource inventory repository facilities;
· Establishing and managing the resource inventory management and information capture
processes;
create, modify, update, delete and/or download resource data to and from the resource
inventory;
· Ensuring the resource inventory repository accurately captures and records all identified
resource infrastructure and resource instance details, through use of automated or
manual audits;
· Tracking and monitoring of the usage of, and access to, the resource inventory
· Identifying any technical driven shortcomings of the resource inventory repository, and
issues.
Explanatory
Mandatory
Optional
Interactions
Manage Logistics

Process Context
Brief Description
Manage and control warehousing, stock level management, physical distribution and
transport of purchased resources and consumable goods.
The responsibility of the Manage Logistics processes is twofold - manage and control
warehousing, stock management, physical distribution and transport of purchased
resources and consumable goods, and monitoring, managing and reporting on the
capability of the Manage Logistics processes.
These processes are applicable for both resources managed by the processes in the
RM&O processes as well as the myriad of consumable goods used by the enterprise in
its day-to-day activities, such as paper, stationery, etc.
These processes manage all operational processes associated with the storage and
distribution of purchased resources and consumable goods from the supplier. In addition,
these processes are responsible for initiating orders for consumable goods, spare parts
and for monitoring and reporting on progress of consumable goods orders. The actual
order placed is managed through the appropriate S/PRM processes.
These purchased items may be temporarily stored in enterprise, vendor or third party
managed warehouses before being delivered to smaller distribution points, or being
delivered direct to site. Or alternatively they may be delivered directly to site from
supplier's facilities.
These processes are responsible for determining the distribution path for individual
resources and consumable goods.
These processes are responsible for the internal operational processes associated with
managing a warehouse including aspects such as yard management, dock management,
pick management, etc. These processes track all goods stored in the warehouse from
the time of inward delivery to outwards dispatch.
These processes manage the co-ordination and control of transport infrastructure,

including land, air and sea transport capabilities. The transport may be owned and
managed by the enterprise, the vendor or a third-party. Different parties may be
responsible for different aspects of the overall end-end transport requirements, i.e., a
vendor may deliver to a warehouse, and a third party from the warehouse to site. These
processes are responsible for determining truck loads, distribution routes, etc.
To the extent that the above processes are managed by either the supplier, or by third
parties, the enterprise processes are responsible for initiating requests, and for
monitoring, tracking and reporting on the operation of the supplier, and/or third party.
Each of the above processes has sub-processes responsible for:
· Managing the registration and access control processes that enable enterprise
processes to create, modify, update, delete and/or download individual requests into
supplier and/or third party systems associated with any of the above processes;
· Managing the registration and access control processes that enable supplier and/or third
party processes to create, modify, update, delete and/or download relevant details into
enterprise systems associated with any of the above processes;
· Managing of issuing and re stocking of spares;
· Tracking and monitoring of the usage of, and access to, the specific process and
associated costs of the specific processes, and reporting on the findings; and
· Identifying any technical driven shortcomings of the specific automated support
capabilities, and providing input to Resource Development & Management processes to
Explanatory
Mandatory
Optional
Interactions
1.1.3.1.1 Enable Resource Provisioning
Figure 106. Enable Resource Provisioning decomposition into level 4 processes
Enable Resource Provisioning

Process Context
Brief Description
The responsibilities of the Enable Resource Provisioning processes are twofold - planning
and deployment of new and/or modified resource infrastructure to ensure availability of
sufficient resource infrastructure to support the Resource Provisioning processes, and
monitoring, managing and reporting on the capability of the Resource Provisioning
processes.
run-out timeframes;
· Establishing and monitoring of organizational arrangements to support deployment and
· Creating, deploying, modifying and/or upgrading of resource infrastructure deployment

· Developing and promulgating resource infrastructure capacity deployment rules and
controls;
· Authoring, reviewing and approving operational procedures developed by Resource
· Testing and acceptance of new and/or modified resource infrastructure as part of the
Operations;
· Detecting resource infrastructure operational limitations and/or deployment
· Scheduling, managing, tracking and monitoring of the roll-out, in accordance with
approved plans, of the approved new and/or modified resource infrastructure; ·
Monitoring capacity utilization of deployed resource infrastructure to provide early
· Monitoring of, and reporting on, resource infrastructure and resource instance currency
· Reconfiguring and re-arranging under-utilized deployed resource infrastructure
;· Managing recovery and/or removal of obsolete or unviable resource infrastructure;
· Reporting on deployed resource infrastructure capacity;
· Tracking and monitoring of the Resource Provisioning Management processes and
processes;
· Establishing and managing resource provisioning notification facilities and lists to
support the Resource Provisioning notification and reporting processes; and
· Updating the Resource Inventory of any changes to the available resource infrastructure
capacity.
Explanatory
Mandatory
Optional
Interactions
Plan & Forcast Resource Infrastructure Requirements and Manage Capacity Planing.

Process Context
Brief Description
run-out timeframes;
Explanatory
Mandatory
Optional
Interactions
Establish, Manage, and Develop Organization, Tools and Processes

Process Context
Brief Description
Establishing, Creating, Managing, and developing organization, Tools and processes for
operations of new/or modified resource infrastructure.
• Establishing and monitoring of organizational arrangements to support deployment and
• Creating, deploying, modifying and/or upgrading of resource infrastructure deployment
Explanatory
Mandatory
Optional
Interactions
Develop and Implement Capacity and Operational Rules and Procedures

Process Context
Brief Description
Developing and implementing the capacity deplyment rules and admisnitrating the
infrastructure operational procedures.
• Developing and promulgating resource infrastructure capacity deployment rules and
controls;
• Authoring, reviewing and approving operational procedures developed by Resource
Explanatory
Mandatory
Optional
Interactions
Perform Acceptance Test and Address & Monitor the Change

Process Context
Brief Description
Performing acceptance test during the hand over process of newand/or modified resource
infrastructure. Also monitoring the new and/or modified infrastructure and addressing the
operational limitations.
• Testing and acceptance of new and/or modified resource infrastructure as part of the
Operations;
• Detecting resource infrastructure operational limitations and/or deployment
Explanatory
Mandatory
Optional
Interactions
Track & Supervise the Rollout of new and/or Modified Infrastructure

Process Context
Brief Description
• Scheduling, managing, tracking and monitoring of the roll-out, in accordance with
approved plans, of the approved new and/or modified resource infrastructure;
Explanatory
Mandatory
Optional
Interactions
Monitor, Report and Release Mgmt. of Resource Infrastructure and Capacity Utilization

Process Context
Brief Description
Monitoring and reporting the capacity utilization of existing infrastructure.
• Monitoring capacity utilization of deployed resource infrastructure to provide early

• Monitoring of, and reporting on, resource infrastructure and resource instance currency
Explanatory
Mandatory
Optional
Interactions
Optimize Existing Resource Infrastructure Utilization

Process Context
Brief Description
Optimizing the infrastructure capacity utilization.
• Reconfiguring and re-arranging under-utilized deployed resource infrastructure
Explanatory
Mandatory
Optional
Interactions
Track, Monitor and Report Resource Provisioning

Process Context
Brief Description
Tracking and monitoring the resource provisioning processes and provide the reporting
support.
• Tracking and monitoring of the Resource Provisioning Management processes and
processes;
• Establishing and managing resource provisioning notification facilities and lists to
support the Resource Provisioning notification and reporting processes;
Explanatory
Mandatory
Optional
Interactions
Update Inventory Record

Process Context
Brief Description
Updating the inventory record.
• Updating the Resource Inventory of any changes to the available resource infrastructure
capacity.
Explanatory
Mandatory
Optional
Interactions
1.1.3.1.2 Enable Resource Performance

Management
Figure 107. Enable Resource Performance Management decomposition into level 4 processes
Enable Resource Performance Management

Process Context
Brief Description
Proactively monitoring and maintaining resource infrastructure, and monitoring, managing
The responsibilities of the Enable Resource Performance Management processes are
twofold - support Resource Performance Management processes by proactively
monitoring and assessing resource infrastructure performance, and monitoring, managing

· Undertaking proactive monitoring regimes of resource infrastructure as required to

· Undertaking trend analysis, and producing reports, of the performance of resource
· Monitoring and analyzing the resource instance analyses produced by the Resource
· Sourcing details relating to resource instance performance and analysis from the
· Logging the results of the analysis into the resource inventory repository;
· Establishing and managing resource performance data collection schedules, including
Management processes for additional data to support resource instance performance

analysis;
· Establishing and managing facilities to support management of planned resource

· Establishing, maintaining and managing the testing of resource performance control
· Tracking and monitoring of the Resource Performance Management processes and
processes;
· Establishing and managing resource performance notification facilities and lists to
and
· Supporting the Support Service Quality Management process.
Explanatory
Mandatory
Optional
Interactions
Monitor & Manage Regulatory Issues

Process Context
Brief Description
Proactively monitoring and dealing regulatory issues to ensure the ongoing performance
of resource infrastructure.
• Undertaking proactive monitoring regimes of resource infrastructure as required to

Explanatory
Mandatory
Optional
Interactions
Establish and Maintain Performance Treshold Standards

Process Context
Brief Description
Establishing and maintaining the rules and standards for performance threshold
• Developing and maintaining a repository of acceptable performance threshold standards
Explanatory
Mandatory
Optional
Interactions
Undertake Performance Trend Analysis

Process Context
Brief Description
Analysing the performance trends to identify the performance degredation.
• Undertaking trend analysis, and producing reports, of the performance of resource
Explanatory
Mandatory
Optional
Interactions
Monitor and Analyse Resource Performance Reports, and Identify Issues

Process Context
Brief Description
Review the resource performance management operational report prepared by resource
performance management processes.
• Monitoring and analyzing the resource instance analyses produced by the Resource
Explanatory
Mandatory
Optional
Interactions
Correlate the Performance Problem Reports & Manage Inventory Resitory

Process Context
Brief Description
Correlating the Performance issues indetified based on the performance report review
and logging the results in inventory repository.
• Sourcing details relating to resource instance performance and analysis from the
• Logging the results of the analysis into the resource inventory repository;
Explanatory
Mandatory
Optional
Interactions
Manage Resource Performance Data Collection

Process Context
Brief Description
Develping and managing the resource performance data collection shcedules and
supporting the monitoring activities to gather the resource performance data.
• Establishing and managing resource performance data collection schedules, including
• Management processes for additional data to support resource instance performance

analysis;
Explanatory
Mandatory
Optional
Interactions
Establish, Maintain and Manage the Support Plans
Process Context
Brief Description
Establishing and managing the support facilities and maintaining the testing activities of
resource performance control plans.
• Establishing and managing facilities to support management of planned resource
• Establishing, maintaining and managing the testing of resource performance control
Explanatory
Mandatory
Optional
Interactions
Assess and Report Resource Performance Management Processes

Process Context
Brief Description
Track, monitor and assess the resource performance management processes and
• Tracking and monitoring of the Resource Performance Management processes and
processes;
Explanatory
Mandatory
Optional
Interactions
Provide Supporting Procedures and Quality Management Support

Process Context
Brief Description
support for resource perfomrance managmeent processes.
• Establishing and managing resource performance notification facilities and lists to
and
• Supporting the Support Service Quality Management process.
Explanatory
Mandatory
Optional
Interactions
1.1.3.1.3 Support Resource Trouble

Management
Figure 108. Support Resource Trouble Management decomposition into level 4 processes
Support Resource Trouble Management

Process Context
Brief Description
The responsibilities of the Support Resource Trouble Management processes are twofold
- support Resource Trouble Management processes by proactively undertaking
statistically driven preventative and scheduled resource infrastructure maintenance
activities, and repair activities, and monitoring, managing and reporting on the capability
of the Resource Trouble Management processes.
These processes are responsible for ensuring that the resource infrastructure is working
· Requesting scheduling of additional resource instance data collection to assist in the
analysis activity;
· Requesting scheduling of resource instance performance testing to assist in analysis
activity;
· Developing and managing resource infrastructure and resource instance proactive
· Requesting resource provisioning activity to prevent anticipated resource troubles
· Reporting outcomes of trend analysis to Resource Development & Management
· Establishing and managing resource instance spares holding facilities, including
· Management of issuing and re-stocking of spares;
· Establishing and managing resource instance return and repair programs and
activities;
· Tracking and monitoring of the Resource Trouble Management processes and
processes;
· Establishing and managing resource trouble notification facilities and lists to support the
· Supporting the Support Service Problem Management process
Explanatory
Mandatory
Optional
Interactions
Manage Resource Trouble & Performance Data Collection
Process Context
Brief Description
Reviewing the trend analysis and undertaking the analysis of trouble and performance
report to identify the necessary preventative activities.
• Extracting and analyzing, including undertaking trend analysis, historical and current
Explanatory
Mandatory
Optional
Interactions
Manage Resource Infrastructure, Provisioning and Preventive Maintenance Schedules

Process Context
Brief Description
• Requesting scheduling of additional resource instance data collection to assist in the
analysis activity;
• Requesting scheduling of resource instance performance testing to assist in analysis

activity;
• Developing and managing resource infrastructure and resource instance proactive
• Requesting resource provisioning activity to prevent anticipated resource troubles
Explanatory
Mandatory
Optional
Interactions
Create Report

Process Context
Brief Description
Proactively gernerating reports based on the trend analysis.
• Reporting outcomes of trend analysis to Resource Development & Management
Explanatory
Mandatory
Optional
Interactions
Establish Warehouse and Manage Spares Including S/P

Process Context
Brief Description
Establishing and managing the spares houses and managing the spares including S/P
spares.
• Establishing and managing resource instance spares holding facilities, including
• Management of issuing and re-stocking of spares;
• Establishing and managing resource instance return and repair programs and
activities;
Explanatory
Mandatory
Optional
Interactions
Track, Monitor and Manage RTM Processes Including S/P
Process Context
Brief Description
Track, monitor and assess the resource performance management processes and
• Tracking and monitoring of the Resource Trouble Management processes and
processes;
Explanatory
Mandatory
Optional
Interactions
Provide Support for RTM and SPM Processes

Process Context
Brief Description
support for resource trouble managmeent processes.
• Establishing and managing resource trouble notification facilities and lists to support the
• Supporting the Support Service Problem Management process
Explanatory
Mandatory
Optional
Interactions
1.1.3.1.4 Enable Resource Data Collection

& Distribution
Figure 109. Enable Resource Data Collection & Distribution decomposition into level 4 processes

Process Context
Brief Description
Administering and management of the processes which enable the effective operation of
the resource data collection and data distribution network, and monitoring, managing and
reporting on the capability of the Resource Data Collection & Distribution processes.
The responsibilities of the Enable Resource Data Collection & Distribution processes are
twofold - administering and management of the processes which enable the effective
operation of the resource data collection and data distribution infrastructure, and
monitoring, managing and reporting on the capability of the Resource Data Collection &
The Resource Data Collection & Distribution processes may be either scheduled
activities, or may be triggered as a result of ad-hoc events.
data distribution;
Distribution processes; and
Note that the underlying resource infrastructure used for the actual transport of resource
data are managed as appropriate by other processes within the RM&O and RD&M
horizontal process groupings
Explanatory
Mandatory
Optional
Interactions
Manage and Adminiter Resource Data Collection and Distribution

Process Context
Brief Description
Administering and managing the processes which enable the effective operation of the
resource data collection and data distribution network.
data distribution;
Explanatory
Mandatory
Optional
Interactions
Manage Resource Data Storage Facilities and Associated Processes

Process Context
Brief Description
Establishing, managing and maintaining the supporting facilities.
Explanatory
Mandatory
Optional
Interactions
Track, Monitor and Report Resource Data Collection Processes and Capabilities

Process Context
Brief Description
Monitoring, managing and reporting on the capability of the Resource Data Collection &
Distribution processes;
Explanatory
Mandatory
Optional
Interactions
Identify Data Collection Issues and Report

Process Context
Brief Description
Managing and Identifying any Data Collection capability issues and providing warnings.
Explanatory
Mandatory
Optional
Interactions
1.1.3.1.5 Manage Resource Inventory
Figure 110. Manage Resource Inventory decomposition into level 4 processes
Manage Resource Inventory

Process Context
Brief Description
Establish, manage and administer the enterprise's resource inventory, as embodied in the
Resource Inventory Database, and monitor and report on the usage and access to the
resource inventory, and the quality of the data maintained in it
The responsibilities of the Manage Resource Inventory processes are twofold - establish,
manage and administer the enterprise’s resource inventory, as embodied in the Resource
Inventory Database, and monitor and report on the usage and access to the resource
The resource inventory maintains records of all resource infrastructure and resource
instance configuration, version, and status details. It also records test and performance
results and any other resource related- information, required to support RM&O and other
processes.
The resource inventory is also responsible for maintaining the association between
service instances and resource instances, created as a result of the Resource
Provisioning Management processes.
processes;
inventory;
manual audits;
issues.
Explanatory
Mandatory
Optional
Interactions
Manage Resource Inventory Database and Processes

Process Context
Brief Description
Establishing, managing and administering the enterprise's resource inventory,
processes;
inventory;
Explanatory
Mandatory
Optional
Interactions
Perform Audit Tests

Process Context
Brief Description
· Ensuring the supplier/partner inventory repository accurately captures and records all
identified supplier/partner details, through use of automated or manual audits;
manual audits;
Explanatory
Mandatory
Optional
Interactions
Track and Monitor Resource Repository Capabilities

Process Context
Brief Description
Monitoring and reporting on the usage and access to the resource inventory, and the
quality of the data maintained in it.
repository and associated costs, and reporting on the findings;
Explanatory
Mandatory
Optional
Interactions
Identify Repository Issues and Provide and Repors and Warnings

Process Context
Brief Description
Managing and Identifying any Inventory Reppository issues and providing warnings.
issues.
Explanatory
Mandatory
Optional
Interactions
1.1.3.1.7 Manage Logistics
Figure 111. Manage Logistics decomposition into level 4 processes
Manage Logistics

Process Context
Brief Description
Manage and control warehousing, stock level management, physical distribution and
transport of purchased resources and consumable goods.
The responsibility of the Manage Logistics processes is twofold - manage and control
warehousing, stock management, physical distribution and transport of purchased
resources and consumable goods, and monitoring, managing and reporting on the
capability of the Manage Logistics processes.
These processes are applicable for both resources managed by the processes in the
RM&O processes as well as the myriad of consumable goods used by the enterprise in
its day-to-day activities, such as paper, stationery, etc.
These processes manage all operational processes associated with the storage and
distribution of purchased resources and consumable goods from the supplier. In addition,
these processes are responsible for initiating orders for consumable goods, spare parts
These purchased items may be temporarily stored in enterprise, vendor or third party
managed warehouses before being delivered to smaller distribution points, or being
delivered direct to site. Or alternatively they may be delivered directly to site from
supplier's facilities.
These processes are responsible for determining the distribution path for individual
resources and consumable goods.
These processes are responsible for the internal operational processes associated with
managing a warehouse including aspects such as yard management, dock management,
pick management, etc. These processes track all goods stored in the warehouse from
the time of inward delivery to outwards dispatch.
These processes manage the co-ordination and control of transport infrastructure,

including land, air and sea transport capabilities. The transport may be owned and
managed by the enterprise, the vendor or a third-party. Different parties may be
responsible for different aspects of the overall end-end transport requirements, i.e., a
vendor may deliver to a warehouse, and a third party from the warehouse to site. These
processes are responsible for determining truck loads, distribution routes, etc.
To the extent that the above processes are managed by either the supplier, or by third
parties, the enterprise processes are responsible for initiating requests, and for
monitoring, tracking and reporting on the operation of the supplier, and/or third party.
Each of the above processes has sub-processes responsible for:
· Managing the registration and access control processes that enable enterprise
processes to create, modify, update, delete and/or download individual requests into
supplier and/or third party systems associated with any of the above processes;
· Managing the registration and access control processes that enable supplier and/or third
enterprise systems associated with any of the above processes;
· Managing of issuing and re stocking of spares;
· Tracking and monitoring of the usage of, and access to, the specific process and
· Identifying any technical driven shortcomings of the specific automated support
Explanatory
Mandatory
Optional
Interactions
Manage Warehousing

Process Context
Brief Description
Manage all operational processes associated with the storage and distribution of
purchased resources and consumable goods from the supplier.
· Manage all operational processes associated with the storage and distribution of
purchased resources and consumable goods from the supplier.
· Determining the distribution path for individual resources and consumable goods.
· Responsible for the internal operational processes associated with managing a
warehouse including aspects such as yard management, dock management, pick
management,
Explanatory
Mandatory
Optional
Interactions
Manage Orders

Process Context
Brief Description
These processes are responsible for initiating orders for consumable goods, spare parts
· Initiating orders for consumable goods, spare parts and for monitoring and reporting on
progress of consumable goods orders. The actual order placed is managed through the
appropriate S/PRM processes.
Explanatory
Mandatory
Optional
Interactions
Track and Monitor Logistics and Manage Resource Inventory

Process Context
Brief Description
Managing the registration and access control processes that enable supplier and/or third
inventory systems associated with any of the above processes;
• Tracking and monitoring of the usage of, and access to, the specific process and
Explanatory
Mandatory
Optional
Interactions
Identify Logistic Issues and Provide and Reports

Process Context
Brief Description
Identifying any technical driven shortcomings of logistic processes and providint the
report ot resource development and management processes.
• Identifying any technical driven shortcomings of the specific automated support
Explanatory
Mandatory
Optional
Interactions
1.1.3.2 Resource Provisioning
Figure 112. Resource Provisioning decomposition into level 3 processes
Resource Provisioning

Process Context
Brief Description
Allocation, installation, configuration, activation and testing of specific resources to meet
the service requirements, or in response to requests from other processes to alleviate
specific resource capacity shortfalls, availability concerns or failure conditions.
Resource Provisioning processes encompass allocation, installation, configuration,
activation and testing of specific resources to meet the service requirements, or in
response to requests from other processes to alleviate specific resource capacity
shortfalls, availability concerns or failure conditions.
Responsibilities of the Resource Provisioning processes include, but are not limited to:
· Verifying whether appropriate specific resources are available as part of pre-order
feasibility checks;
· Allocating the appropriate specific resources to support service orders or requests from
other processes;
· Reserving specific resources (if required by the business rules) for a given period of
time until the service order is confirmed;
· Possibly initiating delivery of specific resources to the central office, to site or to the
customer premise;
· Installation and commissioning of specific resources after delivery;
· Configuring and activating physical and/or logical specific resources, as appropriate;
· Testing the specific resources to ensure the resource is working correctly;
· Recovery of resources;
· Updating of the Resource Inventory Database to reflect that the specific resource has
been allocated to specific services, modified or recovered;
· Assigning and tracking resource provisioning activities;
· Managing resource provisioning jeopardy conditions; and
· Reporting progress on resource orders to other processes.
Explanatory
Mandatory
Optional
Interactions
Allocate & Install Resource

Process Context
Brief Description
Allocate specific resources required to support a specific service
The objective of the Allocate & Install Resource processes is to allocate specific
resources required to support a specific service.
These activities include but are not limited to:
· Investigating the ability to be able to satisfy specific service orders as a part of a

feasibility check;
· Reserving or allocating specific resources in response to issued resource orders;
· Confirming availability of, or initiating an order for, equipment or software with a
Supplier/Partner; and
· Installing and commissioning specific resources following delivery.
Where the Allocate & Install Resource processes are requested by a resource order
issued as part of a pre-order feasibility check, these processes determine whether there
are adequate specific resources available to fulfill the request. Where there are not
sufficient specific resources available, these processes may initiate enquiries using the
relevant S/PRM and/or Resource Support & Readiness processes to determine lead
times for specific resource availability. Depending on business rules, and on any specific
levels of commitment contained in the initiating service order, these processes may
reserve specific resources linked to the initiating service order for a period of time, and
releasing them when the time period has expired. These processes are responsible for
creating a response to the initiating processes with respect to the feasibility assessment.
issued in response to a confirmed service order, these processes are responsible for
allocating the specific resources required to satisfy the initiating service order. Any
previously reserved specific resources are marked as allocated.
These process are responsible for initiating, using the S/PRM processes, resource
requisition orders for any specific resources in shortfall. Sufficient information is supplied
with the resource requisition orders to ensure that the appropriate specific resources are
delivered to the appropriate location for installation and configuration. This may include,
for example, a central office, a transmission room, or the customer premise.
Following delivery, these processes are responsible for installing and commissioning
specific resources, and updating the resource inventory as part of these processes.
Where installation of the specific resources requires an upfront major resource
infrastructure, the installation of both the resource infrastructure and specific resources
may be undertaken under the control of the Support Resource Provisioning processes.
The Allocate & Install Resource processes will closely interact with the Manage Resource
Inventory processes to determine availability of physical and logical specific resources to
select from, thereby applying specific selection criteria.
Explanatory
Mandatory
Optional
Interactions
Configure & Activate Resource

Process Context
Brief Description
Configure and activate the specific resources allocated against an issued resource order
The objective of the Configure & Activate Resource Processes is to configure and
activate the specific resources allocated against an issued resource order.These
processes are responsible for, but not limited to:
· Assessing and planning the approach to be undertaken for configuration and

activation;
· Re-use standard configuration and activation processes applicable to specific
resources;
· Providing notifications as required if the activation activity requires a planned
outage or is likely to initiate false specific resource alarm event notifications; and
· Updating the information contained in the resource inventory as to the
configuration of specific resources and their status.
At the successful conclusion of these activities, the status of the specific resources will
be changed from allocated to activated, which means they are in use.
Explanatory
Mandatory
Optional
Interactions
Test Resource

Process Context
Brief Description
Test specific resources to ensure they are operating within normal parameters
The responsibility of the Test Resource processes is to test specific resources to ensure
they are operating within normal parameters. The objective is to verify whether the
resources are working correctly and meet the appropriate performance levels.
These processes test specific resources against supplier/partner defined test plans, or
against test plans developed by the service provider. Where appropriate test plans are
not available these processes are responsible for developing appropriate test plans.
These processes are also responsible for capturing and storing the test results for
historical and downstream testing comparison purposes.
If these tests succeed, the specific resources will be marked as in-service which means
the specific resources are available for use.
Explanatory
Mandatory
Optional
Interactions
Track & Manage Resource Provisioning

Process Context
Brief Description
Ensure resource provisioning activities are assigned, managed and tracked efficiently
The objective of the Track & Manage Resource Provisioning process is to ensure
resource provisioning activities are assigned, managed and tracked efficiently.
· Scheduling, assigning and coordinating resource provisioning related activities;
· Escalating status of resource orders in accordance with local policy;
· Adding additional information to an existing resource order;·
· Modifying information in an existing resource order;
· Modifying the resource order status;·
· Canceling a resource order when the initiating service order is cancelled;
· Monitoring the jeopardy status of resource orders, and escalating resource
orders as necessary; and
· Indicating completion of a resource order by modifying the resource order status.
The Track & Manage Resource Provisioning processes are responsible for engaging
external suppliers in provisioning activities when these have been outsourced or
contracted to external parties.
The Track & Manage Resource Provisioning processes will also inform the Close
Resource Order processes by modifying the resource order status to complete when the
resource order has been fulfilled.
Explanatory
Mandatory
Optional
Interactions
Report Resource Provisioning

Process Context
Brief Description
Monitor the status of resource orders, provide notifications of any changes and provide
management reports.
The objective of the Report Resource Provisioning processes is to monitor the status of
resource orders, provide notifications of any changes and provide management reports.
These processes are responsible for continuously monitoring the status of resource
orders and managing notifications to processes and other parties registered to receive
Enable Resource Provisioning processes.
These processes record, analyze and assess the resource order status changes to
effectiveness of the overall Resource Provisioning process. These specialized
Explanatory
Mandatory
Optional
Interactions
Close Resource Order

Process Context
Brief Description
This process monitors the status of the order and changes the status to closed when it is
completed.
The objective of the Close Resource Order processes is to close a resource order when
the resource provisioning activities have been completed.
These processes monitor the status of all open resource orders, and recognize that a
resource order is ready to be closed when the status is changed to completed.
Explanatory
Mandatory
Optional
Interactions
Issue Resource Orders

Process Context
Brief Description
Issue correct and complete resource orders
The purpose of the Issue Resource Orders processes is to issue correct and complete
resource orders.
The resource orders may be required to satisfy pertinent service order information
received, may arise as a result of requests for resource provisioning to satisfy resource
trouble recovery activities, may arise to alleviate resource performance issues, or may

resources.
These processes assess the information contained in the service order, through a
resource order request, initiating resource process request or supplier/partner initiated
request, to determine the associated resource orders that need to be issued.
The issued resource order may require a feasibility assessment to be undertaken, may
require new provisioning activities for specific resources, may require a change to a
previously issued resource order or may require the deletion/recovery of previously
delivered specific resources.
Where the initiating request or service order has a standard set of associated resource
orders, this process is responsible for issuing the resource orders, and for creating a
record of the relevant initiating request or service order information and the associated
resource orders.
Where the initiating request or service order has special or unusual requirements, and a
specific feasibility assessment has not been previously undertaken, this process marks
the issued resource order as requiring special handling, and passes management for
further processing to the Track & Manage Resource Provisioning process.
specific feasibility assessment has been previously undertaken, this process issues the
previously determined resource orders.
The orchestration, if required, and tracking of the progress of a resource order is the
responsibility of the Track & Manage Resource Provisioning processes.
Explanatory
Mandatory
Optional
Interactions
Recover Resource

Process Context
Brief Description
Recover specific resources that are no longer required.
The responsibility of the Recover Resource processes is to recover specific resources
that are no longer required.
These processes follow recovery plans specified by the supplier/partner, or follow
recovery plans developed by the service provider. Where appropriate recovery plans are
not available these processes are responsible for developing appropriate recovery plans.
Where recovery of resources is likely to impact other in-use specific resources or specific
services, this process is responsible for providing appropriate notification of the recovery
proposal and ensuring authorization is received to proceed with the recovery plan. When
the recovery activity is about to commence, these processes are responsible for notifying
when recovery work is commencing and when it is completed.
When recovered, the specific resources will be marked as unallocated.
Explanatory
Mandatory
Optional
Interactions
Collect, Update & Report Resource Configuration Data (DELETED)

Process Context
Brief Description
Deleted
Deleted
Explanatory
Mandatory
Optional
Interactions
1.1.3.2.1 Allocate & Install Resource
Figure 113. Allocate & Install Resource decomposition into level 4 processes
Allocate & Install Resource

Process Context
Brief Description
Allocate specific resources required to support a specific service
The objective of the Allocate & Install Resource processes is to allocate specific
resources required to support a specific service.
These activities include but are not limited to:
· Investigating the ability to be able to satisfy specific service orders as a part of a
feasibility check;
· Reserving or allocating specific resources in response to issued resource orders;
· Confirming availability of, or initiating an order for, equipment or software with a
· Installing and commissioning specific resources following delivery.
issued as part of a pre-order feasibility check, these processes determine whether there
are adequate specific resources available to fulfill the request. Where there are not
sufficient specific resources available, these processes may initiate enquiries using the
relevant S/PRM and/or Resource Support & Readiness processes to determine lead
times for specific resource availability. Depending on business rules, and on any specific
levels of commitment contained in the initiating service order, these processes may
reserve specific resources linked to the initiating service order for a period of time, and
releasing them when the time period has expired. These processes are responsible for
creating a response to the initiating processes with respect to the feasibility assessment.
issued in response to a confirmed service order, these processes are responsible for
allocating the specific resources required to satisfy the initiating service order. Any
These process are responsible for initiating, using the S/PRM processes, resource
requisition orders for any specific resources in shortfall. Sufficient information is supplied
with the resource requisition orders to ensure that the appropriate specific resources are
delivered to the appropriate location for installation and configuration. This may include,
for example, a central office, a transmission room, or the customer premise.
Following delivery, these processes are responsible for installing and commissioning
specific resources, and updating the resource inventory as part of these processes.
Where installation of the specific resources requires an upfront major resource
infrastructure, the installation of both the resource infrastructure and specific resources
may be undertaken under the control of the Support Resource Provisioning processes.
The Allocate & Install Resource processes will closely interact with the Manage Resource
Inventory processes to determine availability of physical and logical specific resources to
select from, thereby applying specific selection criteria.
Explanatory
Mandatory
Optional
Interactions
Determine Resource Availability

Process Context
Brief Description
This process investigates the ability to be able to satisfy specific service orders as a part
of a feasibility check. Where the Allocate & Install Resource processes are requested by
a pre-feasibility resource order, or by the Design Resources processes, these processes
determine whether the requested resources are available.
Explanatory
This process investigates the ability to be able to satisfy specific service orders as a part
of a feasibility check.
Mandatory
Where the Allocate & Install Resource processes are requested by a pre-feasibility
resource order, or by the Design Resources processes, these processes determine
whether the requested resources are available.
Optional
Interactions
Reserve Resource

Process Context
Brief Description
This process reserves specific resources in response to issued resource
orders.Depending on business rules, and on any specific levels of commitment contained
in the initiating resource order or resource design request, these processes may reserve
specific resources linked to the initiating resource order or resource design request for a
period of time
Explanatory
Mandatory
This process reserves specific resources in response to issued resource orders
Optional
initiating resource order or resource design request, these processes may reserve
specific resources linked to the initiating resource order or resource design request for a
period of time
Interactions
Release Resource

Process Context
Brief Description
Explanatory
Mandatory
Optional
Interactions
Allocate Resource

Process Context
Brief Description
This process allocates specific resources in response to issued resource orders.Where
the Allocate & Install Resource processes are requested by a resource order issued in
response to a confirmed customer order, this process is responsible for allocating the
specific resources required to satisfy the initiating resource order. Any previously
reserved specific resources are marked as allocated.
Explanatory
This process allocates specific resources in response to issued resource orders.
Mandatory
issued in response to a confirmed customer order, this process is responsible for
allocating the specific resources required to satisfy the initiating resource order. Any
Optional
Interactions
Install and Commission Resource

Process Context
Brief Description
This process is responsible for installing and commissioning specific resources, and
updating the resource inventory as part of these processes
Explanatory
Mandatory
responsible for installing and commissioning specific resources, and updating the
resource inventory as part of these processes
Optional
Interactions
1.1.3.2.2 Configure & Activate Resource
Figure 114. Configure & Activate Resource decomposition into level 4 processes
Configure & Activate Resource

Process Context
Brief Description
Configure and activate the specific resources allocated against an issued resource order
The objective of the Configure & Activate Resource Processes is to configure and
activate the specific resources allocated against an issued resource order.These
processes are responsible for, but not limited to:
· Assessing and planning the approach to be undertaken for configuration and

activation;
· Re-use standard configuration and activation processes applicable to specific
resources;
· Providing notifications as required if the activation activity requires a planned
outage or is likely to initiate false specific resource alarm event notifications; and
· Updating the information contained in the resource inventory as to the
At the successful conclusion of these activities, the status of the specific resources will
be changed from allocated to activated, which means they are in use.
Explanatory
Mandatory
Optional
Interactions
Configure Resource

Process Context
Brief Description
This process assesses and plans the approach to be undertaken for configuration. It re-
uses standard configuration and processes applicable to specific resources. It configures
and reconfigures specific resources, including customer premises equipment if part of the
resource provider offering. It provides notifications as required if the configuration
activity requires a planned outage or is likely to initiate false specific resource alarm event
notifications. It update the information contained in the resource inventory as to the
Explanatory
This process re-uses standard implementation processes applicable to specific
resources.
Mandatory
This process assesses and plans the approach to be undertaken for configuration. It
configures and reconfigures specific resources, including customer premises equipment if
part of the resource provider offering. It provides notifications as required if the
configuration activity requires a planned outage or is likely to initiate false specific
resource alarm event notifications. It update the information contained in the resource
inventory as to the configuration of specific resources and their status.
Optional
Interactions
It provides notifications as required
Implement Resource

Process Context
Brief Description
resources. It implements specific resources, including customer premises equipment if
part of the resource provider offering. It provides notifications as required if the
implementation activity requires a planned outage or is likely to initiate false specific
resource alarm event notifications.
Explanatory
resources.
Mandatory
It implements specific resources, including customer premises equipment if part of the
resource provider offering. It provides notifications as required if the implementation
activity requires a planned outage or is likely to initiate false specific resource alarm event
notifications.
Optional
Interactions
Activate Resource

Process Context
Brief Description
This process assesses and plans the approach to be undertaken for activation. It re-uses
standard activation processes applicable to specific resources. It provides notifications
as required if the activation activity requires a planned outage or is likely to initiate false
specific resource alarm event notifications. At the successful conclusion of this activity,
the status of the specific resources will be changed from allocated to activated, which
means they are in-use.
Explanatory
resources.
Mandatory
This process assesses and plans the approach to be undertaken for activation. It
provides notifications as required if the activation activity requires a planned outage or is
likely to initiate false specific resource alarm event notifications. At the successful
conclusion of this activity, the status of the specific resources will be changed from
allocated to activated, which means they are in-use.
Optional
Interactions
1.1.3.2.3 Test Resource
Figure 115. Test Resource decomposition into level 4 processes
Test Resource

Process Context
Brief Description
Test specific resources to ensure they are operating within normal parameters
The responsibility of the Test Resource processes is to test specific resources to ensure
they are operating within normal parameters. The objective is to verify whether the
resources are working correctly and meet the appropriate performance levels.
These processes test specific resources against supplier/partner defined test plans, or
against test plans developed by the service provider. Where appropriate test plans are
not available these processes are responsible for developing appropriate test plans.
These processes are also responsible for capturing and storing the test results for
historical and downstream testing comparison purposes.
If these tests succeed, the specific resources will be marked as in-service which means
the specific resources are available for use.
Explanatory
Mandatory
Optional
Interactions
Test Specific Resources

Process Context
Brief Description
This process tests specific resources against supplier/partner defined test plans, or
Explanatory
Mandatory
This process tests specific resources against supplier/partner defined test plans, or
Optional
Interactions
Develop Test Plans

Process Context
Brief Description
Explanatory
Mandatory
Optional
Interactions
Capture Test Results

Process Context
Brief Description
purposes.
Explanatory
Mandatory
purposes.
Optional
Interactions
1.1.3.2.5 Track & Manage Resource

Provisioning
Figure 116. Track & Manage Resource Provisioning decomposition into level 4 processes
Coordinate Resource Provisioning Activity

Process Context
Brief Description
This process schedules, assigns and coordinates resource provisioning related activities.
Explanatory
Mandatory
This process schedules, assigns and coordinates resource provisioning related activities.
Optional
Interactions
Track & Manage Resource Provisioning

Process Context
Brief Description
Ensure resource provisioning activities are assigned, managed and tracked efficiently
The objective of the Track & Manage Resource Provisioning process is to ensure
resource provisioning activities are assigned, managed and tracked efficiently.
· Scheduling, assigning and coordinating resource provisioning related activities;
· Escalating status of resource orders in accordance with local policy;
· Adding additional information to an existing resource order;·
· Modifying information in an existing resource order;
· Modifying the resource order status;·
· Canceling a resource order when the initiating service order is cancelled;
· Monitoring the jeopardy status of resource orders, and escalating resource

orders as necessary; and
· Indicating completion of a resource order by modifying the resource order status.
The Track & Manage Resource Provisioning processes are responsible for engaging
external suppliers in provisioning activities when these have been outsourced or
contracted to external parties.
The Track & Manage Resource Provisioning processes will also inform the Close
Resource Order processes by modifying the resource order status to complete when the
resource order has been fulfilled.
Explanatory
Mandatory
Optional
Interactions
Track Resource Provisioning Activity

Process Context
Brief Description
This process tracks the order execution process.
Explanatory
Mandatory
This process tracks the order execution process.
Optional
Interactions
Manage Resource Provisioning Activity

Process Context
Brief Description
This process escalates resource orders in accordance with local policy, adds information
to an existing resource order, modifies information in an existing resource order, cancels
a resource order when the initiating service order is cancelled, and also modifies the
resource order status, including setting it to complete when the resource order has been
fulfilled.
Explanatory
Mandatory
This process escalates resource orders in accordance with local policy, adds information
to an existing resource order, modifies information in an existing resource order, cancels
a resource order when the initiating service order is cancelled, and also modifies the
resource order status, including setting it to complete when the resource order has been
fulfilled.
Optional
Interactions
Update Resource Repository

Process Context
Brief Description
Update resource state and status
Explanatory
Query/Update resources and their state and status at each level in Resource
Provisioning.
The state of resource may be one of following:
- Open (it is available for allocation)
- Reserved (it is reserved for provisioning)
- Pending (resource allocated for provisioning but not yet activated)
- Activated (resource provisioned, activated and associated with a service)
- Suspended (resource provisioned for a service, however suspended for reasons)
Lifecycle of the state is as follows:

Open -> Reserved -> Pending -> Activated (then back to Open)-> Suspended (then back
to Open)
The status of resource may be one of following:

- Pending (functional but not ready for use)
- Active (functional)
- Deprecated (marked ‘bad’ resource before purging)
Mandatory
Update resource state and status
Optional
Interactions
A common process that Assess Resource Request, Determine Resource Availability,

Reserve Resource, Allocate Resource, Install and Commission Resource, Release
Resource and Activate Resource use to Query and Update resources and their states
and status
1.1.3.2.6 Report Resource Provisioning
Report Resource Provisioning decomposition into level 4 processes
Report Resource Provisioning

Process Context
Brief Description
Monitor the status of resource orders, provide notifications of any changes and provide
management reports.
The objective of the Report Resource Provisioning processes is to monitor the status of
resource orders, provide notifications of any changes and provide management reports.
Enable Resource Provisioning processes.
These processes record, analyze and assess the resource order status changes to
effectiveness of the overall Resource Provisioning process. These specialized
Explanatory
Mandatory
Optional
Interactions
Monitor Resource Order Status

Process Context
Brief Description
This process is responsible for continuously monitoring the status of resource orders.
Explanatory
Mandatory
This process is responsible for continuously monitoring the status of resource orders.
Optional
Interactions
Distribute Resource Order Notification

Process Context
Brief Description
Explanatory
Mandatory
Optional
Interactions
Distribute Resource Provisioning Reports

Process Context
Brief Description
This process records, analyzes and assesses the resource order status changes to
effectiveness of the overall Resource Provisioning process, including specific reports
Explanatory
Mandatory
This process records, analyzes and assesses the resource order status changes to
effectiveness of the overall Resource Provisioning process, including specific reports
Optional
Interactions
1.1.3.2.8 Issue Resource Orders
Figure 117. Issue Resource Orders decomposition into level 4 processes
Issue Resource Orders

Process Context
Brief Description
Issue correct and complete resource orders
The purpose of the Issue Resource Orders processes is to issue correct and complete
resource orders.
The resource orders may be required to satisfy pertinent service order information
received, may arise as a result of requests for resource provisioning to satisfy resource
trouble recovery activities, may arise to alleviate resource performance issues, or may
resources.
These processes assess the information contained in the service order, through a
resource order request, initiating resource process request or supplier/partner initiated
request, to determine the associated resource orders that need to be issued.
The issued resource order may require a feasibility assessment to be undertaken, may
require new provisioning activities for specific resources, may require a change to a
previously issued resource order or may require the deletion/recovery of previously
delivered specific resources.
Where the initiating request or service order has a standard set of associated resource
orders, this process is responsible for issuing the resource orders, and for creating a
record of the relevant initiating request or service order information and the associated
resource orders.
specific feasibility assessment has not been previously undertaken, this process marks
the issued resource order as requiring special handling, and passes management for
further processing to the Track & Manage Resource Provisioning process.
specific feasibility assessment has been previously undertaken, this process issues the
previously determined resource orders.
The orchestration, if required, and tracking of the progress of a resource order is the
responsibility of the Track & Manage Resource Provisioning processes.
Explanatory
Mandatory
Optional
Interactions
Assess Resource Request

Process Context
Brief Description
This process assesses the information contained in the service order, through a resource
order request, initiating resource process request or supplier/partner initiated request, to
determine the associated resource orders that need to be issued.
Explanatory
Mandatory
This process assesses the information contained in the service order, through a resource
order request, initiating resource process request or supplier/partner initiated request, to
determine the associated resource orders that need to be issued.
Optional
Interactions
Create Resource Orders
Process Context
Brief Description
Where the initiating request or the purchased product offering has a standard set of
associated resource orders this process is responsible for issuing the resource orders,
and for creating a record of the relevant initiating request or customer order information
and the associated resource orders.
requirements, and a specific feasibility assessment and/or resource design has been
previously created, this process is responsible for issuing the resource orders, and for
associated resource orders.
Explanatory
Mandatory
Where the initiating request or the purchased product offering has a standard set of
associated resource orders this process is responsible for issuing the resource orders,
and for creating a record of the relevant initiating request or customer order information
and the associated resource orders.
requirements, and a specific feasibility assessment and/or resource design has been
previously created, this process is responsible for issuing the resource orders, and for
associated resource orders.
Optional
Interactions
Mark Resource Order for Special Handling

Process Context
Brief Description
specific feasibility assessment and/or specific resource design has not been previously
created, this process marks the issued resource order as requiring special handling, and
passes management for further processing to the Track & Manage Resource Provisioning
process.
Explanatory
Mandatory
specific feasibility assessment and/or specific resource design has not been previously
created, this process marks the issued resource order as requiring special handling, and
process.
Optional
Interactions
process.
1.1.3.2.9 Recover Resource
Figure 118. Recover Resource decomposition into level 4 processes
Recover Resource

Process Context
Brief Description
Recover specific resources that are no longer required.
The responsibility of the Recover Resource processes is to recover specific resources
that are no longer required.
These processes follow recovery plans specified by the supplier/partner, or follow
recovery plans developed by the service provider. Where appropriate recovery plans are
not available these processes are responsible for developing appropriate recovery plans.
Where recovery of resources is likely to impact other in-use specific resources or specific
services, this process is responsible for providing appropriate notification of the recovery
proposal and ensuring authorization is received to proceed with the recovery plan. When
the recovery activity is about to commence, these processes are responsible for notifying
when recovery work is commencing and when it is completed.
When recovered, the specific resources will be marked as unallocated.
Explanatory
Mandatory
Optional
Interactions
Develop Resource Recovery Plan

Process Context
Brief Description
Explanatory
Mandatory
Optional
Interactions
Provide Resource Recovery Proposal Notification

Process Context
Brief Description
Explanatory
Mandatory
Optional
Interactions
Request Resource Recovery Authorization

Process Context
Brief Description
Explanatory
Mandatory
Optional
Interactions
Commence Resource Recovery

Process Context
Brief Description
Explanatory
Mandatory
Optional
Interactions
Complete Resource Recovery

Process Context
Brief Description
When recovered, the specific resources and/or associated resource specific parameters
will be marked as unallocated.
Explanatory
Mandatory
When recovered, the specific resources and/or associated resource specific parameters
will be marked as unallocated.
Optional
Interactions
Recover Specific Resource

Process Context
Brief Description
This process recovers a specific resource that is no longer required.
Explanatory
Mandatory
This process recovers a specific resource that is no longer required.
Optional
Interactions
1.1.3.3 Resource Trouble Management
Figure 119. Resource Trouble Management decomposition into level 3 processes
Resource Trouble Management

Process Context
Brief Description
Responsible for the management of troubles with specific resources.
Resource Trouble Management processes are responsible for the management of
troubles, including security events, associated with specific resources. The objectives of
these processes are to efficiently and effectively manage reported resource trouble,
isolate the root cause and act to resolve the resource trouble.
Responsibilities of the Resource Trouble Management processes include, but are not
limited to:
· Detecting, analyzing, managing and reporting on resource alarm event notifications;

· Initiating and managing resource trouble reports;
· Performing resource trouble localization analysis;
· Correcting and resolving resource trouble;
· Reporting progress on resource trouble reports to other processes;
· Assigning & tracking resource trouble testing and repair activities; and
· Managing resource trouble jeopardy conditions.
On one hand, resource troubles may relate to Problems in the Service domain and
therefore also potentially in the customer domain. On the other hand, they may relate to
specific resource failures or performance degradations, which are caused by resource
faults.
As such, the Resource Trouble Management processes work with specific resource alarm
event notifications received from Resource Data Collection & Distribution, specific
resource performance notifications from Resource Performance Management, and
potential specific resource trouble notifications from Service Problem Management
processes.
Resource Trouble Management processes perform analysis, decide on the appropriate

specific resources.
However these activities need to interact with the Service Problem Management
processes, as the latter have a view on service impact. Resource Trouble Management
processes are responsible for informing Service Problem Management of any potential
service problems. Where the original report arose as a result of service problems, the
Resource Trouble Management processes may be co-ordinated by Service Problem
Explanatory
Mandatory
Optional
Interactions
Survey & Analyze Resource Trouble

Process Context
Brief Description
Monitor resource alarm event notifications and manage resource alarm event records in
real-time. Resource alarm event notifications include those alarms related to security
events.
The objective of the Survey & Analyze Resource Trouble processes is to monitor
resource alarm event notifications and manage resource alarm event records in real-time.
Responsibilities of the Survey & Analyze Resource Trouble processes include, but are
not limited to:
· Detecting and collecting resource alarm event notifications;
· Initiating and managing resource alarm event records;
· Performing resource alarm event notification localization analysis;
· Correlating and filtering resource alarm event records;
· Reporting resource alarm event record status changes to other processes; and
· Managing resource alarm event record jeopardy conditions.
Resource alarm event notification analysis encompasses the identification of the resource
alarm event in terms of reporting entity and nature of the resource alarm event. It will then
analyze the resource alarm events based on a number of criteria and then suppress
redundant, transient or implied resource alarm events by means of filtering and
correlation. It includes the notification of new resource alarm event records, or status
changes of previously reported resource alarm event records, as well as abatement
messages when resource alarm event records have been cleared.
The analysis will correlate resource alarm event notifications to planned outage
notifications to remove false resource alarm event notifications arising as a result of the
These processes may determine that a resource alarm event notification may represent a
service impacting condition. In these circumstances this process is responsible for
indicating a potential service problem to the Service Problem Management processes. As
a part of this indication this process is responsible for identifying the impacted service
instances associated with the resource instances presenting alarm event notifications and
passing this information to the Service Problem Management processes.
Resource alarm event record correlation and filtering encompasses the correlation of
redundant, transient or implied resource alarm event notifications with a specific “root
cause” resource alarm event notification and associated resource alarm event record.
The Survey & Analyze Resource Trouble processes might trigger a well-defined action
based on specific resource alarm event notification information as well as the non-arrival
of resource alarm event notification information after a specific time interval has elapsed.
when a resource alarm event record is not cleared within a pre-defined period of time.
Explanatory
Mandatory
Optional
Interactions
Localize Resource Trouble

Process Context
Brief Description
Perform analysis to identify the root cause of the specific resource trouble including those
resource troubles related to security events.
The objective of the Localize Resource Trouble processes is to identify the root cause of
the specific resource trouble. These processes are invoked by the Track & Manage
Resource Trouble processes.
· Verifying whether the resource configuration matches the appropriate service
features;
· Performing diagnostics against the specific resources;·
· Running tests against the specific resources;
· Starting and stopping audits against specific resources; and
· Scheduling routine testing of the specific resources.
The Localize Resource Trouble processes will make the results of the root cause analysis
available to other processes. The Localize Resource Trouble processes will update the
open resource trouble report, as required during the assessment, and when the root
cause has been identified.
When the process is complete the Localize Resource Trouble processes will notify the
Track & Manage Resource Trouble processes.
Explanatory
Mandatory
Optional
Interactions
Correct & Resolve Resource Trouble

Process Context
Brief Description
Restore or replace resources that have failed as efficiently as possible
The objective of the Correct & Resolve Resource Trouble processes is to restore or
replace resources that have failed as efficiently as possible.
Based on the nature of the resource failure leading to the associated resource alarm
event notification, automatic restoration procedures might be triggered. Manual
restoration activity is assigned to the Correct & Resolve Resource Trouble processes
from the Track & Manage Resource Trouble processes.
Depending on the nature of the specific resource failure, these processes may possibly
repair or replace the failed unit or specific resource. These processes are also
responsible for isolating a unit with a fault and managing the redundant resource units
(e.g. hot standby).
For large resource failures requiring extensive repair and/or replacement activity to
restore normal operation, these processes will attempt to implement work-arounds to
recover the specific resource operation. In these circumstances, recover of normal
operation may require invocation of the Support Resource Trouble Management
processes.
They will also report successful restoration of normal operation, restoration through
temporary work-arounds or an unsuccessful attempt at restoration to Track & Manage
Resource Trouble through updates to the associated resource trouble report.
Explanatory
Mandatory
Optional
Interactions
Track & Manage Resource Trouble

Process Context
Brief Description
Ensure testing, repair and restoration activities are assigned, coordinated and tracked
efficiently, and that escalation is invoked as required for any open resource trouble
reports in jeopardy
The objective of the Track & Manage Resource Trouble is to ensure testing, repair and
restoration activities are assigned, coordinated and tracked efficiently, and that escalation
is invoked as required for any open resource trouble reports in jeopardy. Responsibilities
of these processes include, but are not limited to:
· Adding additional information to an open resource trouble report based on the
first-in testing;
· Modifying information in an existing resource trouble report based on
assignments;
· Modifying the resource trouble report status;
· Canceling a resource trouble report when the specific trouble was related to a
false alarm event; and
· Monitoring the jeopardy status of open resource trouble reports, and escalating
resource trouble reports as necessary.
The Track & Manage Resource Trouble processes are responsible for engaging external
suppliers in correction and recovery activities when higher level expertise and/or higher
level support is required to resolve the resource trouble. This engagement can be linked
to the priority of the resource trouble report, and could occur automatically for highest
priority resource trouble reports.
The Track & Manage Resource Trouble processes will also inform the Close Resource
Trouble processes by modifying the resource trouble report status to cleared when the
resource trouble has been resolved.
Explanatory
Mandatory
Optional
Interactions
Report Resource Trouble

Process Context
Brief Description
Monitor the status of resource trouble reports provide notifications of any changes and
provide management reports. This includes resource trouble caused by security events.
The objective of the Report Resource Trouble processes is to monitor the status of
resource trouble reports, provide notifications of any changes and provide management
reports.
trouble reports and managing notifications to processes and other parties registered to
receive notifications of any status changes, for example, Resource Performance
Management and Service Quality Management. Notification lists are managed and
maintained by the Support Resource Trouble Management processes.
These processes record, analyze and assess the resource trouble report status changes
to provide management reports and any specialized summaries of the efficiency and
effectiveness of the overall Resource Trouble Management process. These specialized
These processes will make the necessary reports about the resource trouble that
occurred, the root cause and the activities carried out for restoration.
Explanatory
Mandatory
Optional
Interactions
Close Resource Trouble Report

Process Context
Brief Description
Close a resource trouble report when the resource problem has been resolved
The objective of the Close Service Trouble Report processes is to close a service trouble
report when the service problem has been resolved.
These processes monitor the status of all open service trouble reports, and recognize
that a service trouble report is ready to be closed when the status is changed to cleared.
Explanatory
Mandatory
Optional
Interactions
Create Resource Trouble Report

Process Context
Brief Description
Create a new resource trouble report
The objective of the Create Resource Trouble Report process is to create a new resource
trouble report.
A new resource trouble report may be created as a result of resource alarm event
notification analysis, and subsequent creation of new resource alarm event records,
undertaken by the Survey & Analyze Resource Trouble processes, or at the request of
analysis undertaken by other processes in the RM&O, SM&O (in particular a Service
Trouble Report can generate one or more Resource Trouble Reports) or S/PRM layers
which detect that some form of failure has occurred for which resource restoration activity
is required to restore normal operation.
If the resource trouble report is created as a result of a notification or request from
processes other than the Survey & Analyze Resource Trouble processes, the Create
Resource Trouble Report processes are responsible for converting the received
information into a form suitable for the Resource Trouble Management processes, and for
requesting additional information if required.
These processes will make estimates of the time to restore resource which will be
included in the new resource trouble report so that other processes can gain access to
this information.
Explanatory
Mandatory
Optional
Interactions
1.1.3.3.1 Survey & Analyze Resource

Trouble
Figure 120. Survey & Analyze Resource Trouble decomposition into level 4 processes
Survey & Analyze Resource Trouble

Process Context
Brief Description
Monitor resource alarm event notifications and manage resource alarm event records in
real-time. Resource alarm event notifications include those alarms related to security
events.
The objective of the Survey & Analyze Resource Trouble processes is to monitor
resource alarm event notifications and manage resource alarm event records in real-time.
Responsibilities of the Survey & Analyze Resource Trouble processes include, but are
not limited to:
· Detecting and collecting resource alarm event notifications;
· Initiating and managing resource alarm event records;
· Performing resource alarm event notification localization analysis;
· Correlating and filtering resource alarm event records;
· Reporting resource alarm event record status changes to other processes; and
· Managing resource alarm event record jeopardy conditions.
Resource alarm event notification analysis encompasses the identification of the resource
alarm event in terms of reporting entity and nature of the resource alarm event. It will then
analyze the resource alarm events based on a number of criteria and then suppress
redundant, transient or implied resource alarm events by means of filtering and
correlation. It includes the notification of new resource alarm event records, or status
The analysis will correlate resource alarm event notifications to planned outage
notifications to remove false resource alarm event notifications arising as a result of the
These processes may determine that a resource alarm event notification may represent a
The Survey & Analyze Resource Trouble processes might trigger a well-defined action
based on specific resource alarm event notification information as well as the non-arrival
of resource alarm event notification information after a specific time interval has elapsed.
when a resource alarm event record is not cleared within a pre-defined period of time.
Explanatory
Mandatory
Optional
Interactions
Manage Resource Alarm Event Notifications

Process Context
Brief Description
This process may determine that a resource alarm event notification may represent a
Explanatory
This process may determine that a resource alarm event notification may represent a
service impacting condition.
Mandatory
This process is responsible for indicating a potential service problem to the Service
Problem Management processes. As a part of this indication this process is responsible
for identifying the impacted service instances associated with the resource instances
presenting alarm event notifications and passing this information to the Service Problem
Optional
Interactions
Filter Resource Alarm Event Notifications

Process Context
Brief Description
This process encompasses the identification of the resource alarm event in terms of
reporting entity and nature of the resource alarm event. It then analyzes the resource
alarm events based on a number of criteria and then suppresses redundant, transient or
implied resource alarm events by means of filtering and correlation
Explanatory
Mandatory
This process encompasses the identification of the resource alarm event in terms of
reporting entity and nature of the resource alarm event. It then analyzes the resource
alarm events based on a number of criteria and then suppresses redundant, transient or
implied resource alarm events by means of filtering and correlation
Optional
Interactions
Correlate Resource Alarm Event Notifications

Process Context
Brief Description
This process correlates resource alarm event notifications to planned outage notifications
to remove false resource alarm event notifications arising as a result of the planned
outage activity.
Explanatory
Mandatory
This process correlates resource alarm event notifications to planned outage notifications
to remove false resource alarm event notifications arising as a result of the planned
outage activity.
Optional
Interactions
Abate Alarm Event Records

Process Context
Brief Description
This process includes the notification of new resource alarm event records, or status
Explanatory
Mandatory
This process includes the notification of new resource alarm event records, or status
Optional
Interactions
Trigger Defined Action

Process Context
Brief Description
This process triggers a well-defined action based on specific resource alarm event
notification information as well as the non-arrival of resource alarm event notification
monitoring and triggering the appropriate action when a resource alarm event record is
not cleared within a pre-defined period of time.
Explanatory
Mandatory
This process triggers a well-defined action based on specific resource alarm event
notification information as well as the non-arrival of resource alarm event notification
monitoring and triggering the appropriate action when a resource alarm event record is
not cleared within a pre-defined period of time.
Optional
Interactions
1.1.3.3.2 Localize Resource Trouble
Figure 121. Localize Resource Trouble decomposition into level 4 processes
Localize Resource Trouble

Process Context
Brief Description
Perform analysis to identify the root cause of the specific resource trouble including those
resource troubles related to security events.
The objective of the Localize Resource Trouble processes is to identify the root cause of
the specific resource trouble. These processes are invoked by the Track & Manage
Resource Trouble processes.
· Verifying whether the resource configuration matches the appropriate service

features;
· Performing diagnostics against the specific resources;·
· Running tests against the specific resources;
· Starting and stopping audits against specific resources; and
· Scheduling routine testing of the specific resources.
The Localize Resource Trouble processes will make the results of the root cause analysis
available to other processes. The Localize Resource Trouble processes will update the
open resource trouble report, as required during the assessment, and when the root
cause has been identified.
When the process is complete the Localize Resource Trouble processes will notify the
Track & Manage Resource Trouble processes.
Explanatory
Mandatory
Optional
Interactions
Verify Resource Configuration

Process Context
Brief Description
This process verifies whether the resource configuration matches the appropriate service
features.
Explanatory
Mandatory
This process verifies whether the resource configuration matches the appropriate service
features.
Optional
Interactions
Perform Specific Resource Trouble Diagnostics

Process Context
Brief Description
This process performs diagnostics against the specific resources. This includes
application of signatures and other methods to capture anomalous events or malware.
Explanatory
Mandatory
This process performs diagnostics against the specific resources.
Optional
Interactions
Perform Specific Resource Trouble Tests

Process Context
Brief Description
This process runs tests against the specific resources. This can include penetration tests
to check for vulnerabilities.
Explanatory
Mandatory
This process runs tests against the specific resources.
Optional
Interactions
Stop And Start Audit On Resources

Process Context
Brief Description
This process starts and stops audits against specific resources.
Explanatory
Mandatory
This process starts and stops audits against specific resources.
Optional
Interactions
Schedule Routine Resource Trouble Tests

Process Context
Brief Description
This process schedules routine testing of the specific resources including virus scans and
malware testing.
Explanatory
Mandatory
This process schedules routine testing of the specific resources.
Optional
Interactions
Notify T&M Root Cause Resource Trouble

Process Context
Brief Description
This process makes the results of the root cause analysis available to other processes. It
updates the open resource trouble report, as required during the assessment, and when
the root cause has been identified. This process notifies the Track & Manage Resource
Trouble processes.
Explanatory
This process makes the results of the root cause analysis available to other processes.
Mandatory
This process updates the open resource trouble report, as required during the
assessment, and when the root cause has been identified.
Optional
Interactions
This process notifies the Track & Manage Resource Trouble processes.
1.1.3.3.3 Correct & Resolve Resource

Trouble
Figure 122. Correct & Resolve Resource Trouble decomposition into level 4 processes
Correct & Resolve Resource Trouble

Process Context
Brief Description
Restore or replace resources that have failed as efficiently as possible
The objective of the Correct & Resolve Resource Trouble processes is to restore or
replace resources that have failed as efficiently as possible.
Based on the nature of the resource failure leading to the associated resource alarm
event notification, automatic restoration procedures might be triggered. Manual
restoration activity is assigned to the Correct & Resolve Resource Trouble processes
from the Track & Manage Resource Trouble processes.
Depending on the nature of the specific resource failure, these processes may possibly
repair or replace the failed unit or specific resource. These processes are also
responsible for isolating a unit with a fault and managing the redundant resource units
(e.g. hot standby).
For large resource failures requiring extensive repair and/or replacement activity to
restore normal operation, these processes will attempt to implement work-arounds to
recover the specific resource operation. In these circumstances, recover of normal
operation may require invocation of the Support Resource Trouble Management
processes.
They will also report successful restoration of normal operation, restoration through
temporary work-arounds or an unsuccessful attempt at restoration to Track & Manage
Resource Trouble through updates to the associated resource trouble report.
Explanatory
Mandatory
Optional
Interactions
Repair / Replace Failed Resource

Process Context
Brief Description
Depending on the nature of the specific resource failure, this process may possibly repair,
reconfigure, or replace the failed unit or specific resource. It also reports successful
restoration of normal operation or an unsuccessful attempt at restoration to Track &
Manage Resource Trouble through updates to the associated resource trouble report.
Explanatory
Mandatory
Depending on the nature of the specific resource failure, this process may possibly repair
or replace the failed unit or specific resource. It also reports successful restoration of
normal operation or an unsuccessful attempt at restoration to Track & Manage Resource
Trouble through updates to the associated resource trouble report.
Optional
Interactions
Reports successful restoration to Track & Manage Resource Trouble through updates to
the associated resource trouble report.
Isolate Unit with Fault

Process Context
Brief Description
This process is responsible for isolating a unit with a fault.
Explanatory
Mandatory
This process is responsible for isolating a unit with a fault.
Optional
Interactions
Manage Standby Resource Units

Process Context
Brief Description
This process is responsible for managing the redundant resource units (e.g. hot standby).
Explanatory
Mandatory
This process is responsible for managing the redundant resource units (e.g. hot standby).
Optional
Interactions
Implement Resource Trouble Work Arounds

Process Context
Brief Description
Explanatory
Applies for large service failures requiring extensive re-assignment and/or re-
configuration activity to restore normal operation,
Mandatory
This process will attempt to implement workarounds to recover the specific service
operation. It also reports restoration through temporary workarounds or an unsuccessful
attempt at restoration to Track & Manage Service Problem through updates to the
associated Service Trouble report.
Optional
Interactions
This process reports restoration to Track & Manage Service Problem through updates
Invoke Support Resource Trouble Management Processes

Process Context
Brief Description
This process recovers normal operation by invocation of the Support Resource Trouble
unsuccessful attempt at restoration to Track & Manage Resource Trouble through
updates to the associated resource trouble report.
Explanatory
Mandatory
This process recovers normal operation by invocation of the Support Resource Trouble
unsuccessful attempt at restoration to Track & Manage Resource Trouble through
updates to the associated resource trouble report.
Optional
Interactions
This process reports successful restoration to Track & Manage Resource Trouble
through updates to the associated resource trouble report.

Trouble
Figure 123. Track & Manage Resource Trouble decomposition into level 4 processes
Track & Manage Resource Trouble

Process Context
Brief Description
efficiently, and that escalation is invoked as required for any open resource trouble
reports in jeopardy
The objective of the Track & Manage Resource Trouble is to ensure testing, repair and
restoration activities are assigned, coordinated and tracked efficiently, and that escalation
is invoked as required for any open resource trouble reports in jeopardy. Responsibilities
of these processes include, but are not limited to:
· Adding additional information to an open resource trouble report based on the

first-in testing;
· Modifying information in an existing resource trouble report based on
assignments;
· Modifying the resource trouble report status;
· Canceling a resource trouble report when the specific trouble was related to a
false alarm event; and
· Monitoring the jeopardy status of open resource trouble reports, and escalating
resource trouble reports as necessary.
The Track & Manage Resource Trouble processes are responsible for engaging external
suppliers in correction and recovery activities when higher level expertise and/or higher
level support is required to resolve the resource trouble. This engagement can be linked
to the priority of the resource trouble report, and could occur automatically for highest
priority resource trouble reports.
The Track & Manage Resource Trouble processes will also inform the Close Resource
Trouble processes by modifying the resource trouble report status to cleared when the
resource trouble has been resolved.
Explanatory
Mandatory
Optional
Interactions
Coordinate Resource Trouble

Process Context
Brief Description
execution progress, modifies information in an existing resource trouble report based on
assignments, and modifies the resource trouble report status;
Explanatory
finished at the appropriate time and in the appropriate sequence.
Mandatory
This process schedules, assigns and coordinates repair and restoration activities,
existing resource trouble report based on assignments, and modifies the resource trouble
report status;
Optional
Interactions
Perform First in Testing

Process Context
Brief Description
adds additional information to an open resource trouble report based on the first-in
testing.
Explanatory
Mandatory
adds additional information to an open resource trouble report based on the first-in
testing.
Optional
Interactions
Cancel Resource Trouble

Process Context
Brief Description
This process cancels a resource trouble report when the specific trouble was related to a
false alarm event.
Explanatory
Mandatory
This process cancels a resource trouble report when the specific trouble was related to a
false alarm event.
Optional
Interactions
Escalate/End Resource Trouble

Process Context
Brief Description
This process monitors the jeopardy status of open resource trouble reports, and
escalating resource trouble reports as necessary.
Explanatory
Mandatory
This process monitors the jeopardy status of open resource trouble reports, and
escalating resource trouble reports as necessary.
Optional
Interactions
Perform Final Test

Process Context
Brief Description
This process initiates any final testing to confirm clearance of the service problem.
Explanatory
Mandatory
This process initiates any final testing to confirm clearance of the service problem.
Optional
Interactions
Engaging External Suppliers

Process Context
Brief Description
This process is responsible for engaging external suppliers in correction and recovery
activities when higher level expertise and/or higher level support is required to resolve the
resource trouble. This engagement can be linked to the priority of the resource trouble
report, and could occur automatically for highest priority resource trouble reports.
Explanatory
Mandatory
This process is responsible for engaging external suppliers in correction and recovery
activities when higher level expertise and/or higher level support is required to resolve the
resource trouble. This engagement can be linked to the priority of the resource trouble
report, and could occur automatically for highest priority resource trouble reports.
Optional
Interactions
1.1.3.3.5 Report Resource Trouble
Figure 124. Report Resource Trouble decomposition into level 4 processes
Report Resource Trouble

Process Context
Brief Description
Monitor the status of resource trouble reports provide notifications of any changes and
provide management reports. This includes resource trouble caused by security events.
The objective of the Report Resource Trouble processes is to monitor the status of
resource trouble reports, provide notifications of any changes and provide management
reports.
trouble reports and managing notifications to processes and other parties registered to
receive notifications of any status changes, for example, Resource Performance
Management and Service Quality Management. Notification lists are managed and
maintained by the Support Resource Trouble Management processes.
These processes record, analyze and assess the resource trouble report status changes
to provide management reports and any specialized summaries of the efficiency and
effectiveness of the overall Resource Trouble Management process. These specialized
These processes will make the necessary reports about the resource trouble that
occurred, the root cause and the activities carried out for restoration.
Explanatory
Mandatory
Optional
Interactions
Monitor Resource Trouble

Process Context
Brief Description
This process is responsible for continuously monitoring the status of resource trouble
and Service Quality Management. Notification lists are managed and maintained by the
Support Resource Trouble Management processes.
Explanatory
Mandatory
This process is responsible for continuously monitoring the status of resource trouble
and Service Quality Management.
Optional
Interactions
Notification lists are managed and maintained by the Support Resource Trouble
Distribute Notifications

Process Context
Brief Description
Explanatory
Mandatory
Optional
Interactions
Distribute Management Reports & Summaries

Process Context
Brief Description
Explanatory
Mandatory
Optional
Interactions
1.1.3.3.7 Create Resource Trouble Report
Figure 125. Create Resource Trouble Report decomposition into level 4 processes
Create Resource Trouble Report

Process Context
Brief Description
Create a new resource trouble report
The objective of the Create Resource Trouble Report process is to create a new resource
trouble report.
A new resource trouble report may be created as a result of resource alarm event
notification analysis, and subsequent creation of new resource alarm event records,
undertaken by the Survey & Analyze Resource Trouble processes, or at the request of
analysis undertaken by other processes in the RM&O, SM&O (in particular a Service
Trouble Report can generate one or more Resource Trouble Reports) or S/PRM layers
which detect that some form of failure has occurred for which resource restoration activity
is required to restore normal operation.
processes other than the Survey & Analyze Resource Trouble processes, the Create
Resource Trouble Report processes are responsible for converting the received
information into a form suitable for the Resource Trouble Management processes, and for
requesting additional information if required.
These processes will make estimates of the time to restore resource which will be
included in the new resource trouble report so that other processes can gain access to
this information.
Explanatory
Mandatory
Optional
Interactions
Generate Resource Trouble

Process Context
Brief Description
This process creates a new resource trouble report.
Explanatory
Mandatory
This process creates a new resource trouble report.
Optional
Interactions
Convert Report To Resource Trouble Format

Process Context
Brief Description
processes other than the Survey & Analyze Resource Trouble processes, this process is
responsible for converting the received information into a form suitable for the Resource
Trouble Management processes, and for requesting additional information if required.
Explanatory
Mandatory
Optional
Interactions
Estimate Time For Restoring Resource

Process Context
Brief Description
Explanatory
Mandatory
Optional
Interactions
1.1.3.4 Resource Performance

Management
Figure 126. Resource Performance Management decomposition into level 3 processes
Resource Performance Management

Process Context
Brief Description
Managing, tracking, monitoring, analyzing, controlling and reporting on the performance
of specific resources
Resource Performance Management processes encompass managing, tracking,
monitoring, analyzing, controlling and reporting on the performance of specific resources.
They work with basic information received from the Resource Data Collection &
If the analysis identifies a resource performance violation or a potential service

performance violation, information will be passed to Resource Trouble Management
and/or Service Quality Management as appropriate. The latter processes are responsible
for deciding on and carrying out the appropriate action/response. This may include
requests to the Resource Performance Management processes to install controls to
optimize the specific resource performance.
The Resource Performance Management processes will continue to track the resource
performance problem, ensuring that resource performance is restored to a level required
to support services.
Explanatory
Mandatory
Optional
Interactions
Monitor Resource Performance

Process Context
Brief Description
Monitor received resource performance information and undertake first-in detection.
The objective of the Monitor Resource Performance processes is to monitor received
resource performance information and undertake first-in detection.
· Undertaking the role of first in detection by monitoring the received specific
resource performance data;
· Comparing the received specific resource performance data to performance
standards set for each specific resource (available from the Resource Inventory);
· Assessing and recording received specific resource performance data which is
within tolerance limits for performance standards, and for which continuous monitoring
and measuring of specific resource performance is required;
· Recording the results of the continuous monitoring for reporting through the
Report Resource Performance processes;
· Detecting performance threshold violations which represent specific resource
failures due to abnormal performance;
· Passing information about resource failures due to performance threshold
violations to Resource Trouble Management to manage any necessary restoration activity
· Passing information about potential specific service performance degradations
arising from specific resource degradations to Service Quality Management to manage
any necessary restoration activity as determined by that process;
· Detecting performance degradation for specific resources which provide early
warning of potential issues;
· Forwarding resource performance degradation notifications to other Resource
Performance Management processes, which manage activities to restore normal specific
resource performance; and
· Logging specific resource performance degradation and violation details within
the repository in the Manage Resource Inventory processes to ensure historical records
are available to support the needs of other processes.
Explanatory
Mandatory
Optional
Interactions
Analyze Resource Performance

Process Context
Brief Description
Analyze and evaluate the performance of specific resources
The objective of the Analyze Resource Performance processes is to analyze the
information received from the Monitor Resource Performance process to evaluate the
performance of a specific resource.
· Undertaking analysis as required on specific resource performance information
received from the Monitor Resource Performance processes;
schedules for specific resources required to analyze specific resource performance.
These schedules are established through requests sent to the Enable Resource Data
Collection & Distribution processes;
· Determining the root causes of specific resource performance degradations and
violations;
· Recording the results of the analysis and intermediate updates in the Resource
Service Quality Management processes) to discover the root cause of service
performance degradations that may be arising due to interactions between resource
instances, without any specific resource instance having an unacceptable performance in
its own right.
Explanatory
Mandatory
Optional
Interactions
Control Resource Performance

Process Context
Brief Description
Apply controls to resources in order to optimize the resource performance
The objective of the Control Resource Performance processes is to apply controls to
resource instances in order to optimize the resource performance.
· Instantiating controls to attempt to restore resource instances to normal
operation, at the request of Analyze Resource Performance processes. These controls
may be based on established control plans, or the controls may be developed within the
Control Resource Performance processes depending on circumstances.
· Instantiating controls to attempt to restore failed resource instances to normal
operation, at the request of Resource Trouble Management or Service Quality
Management processes. These controls may be based on established control plans, or
the controls may be developed within the Control Resource Performance process
depending on circumstances.
Explanatory
Mandatory
Optional
Interactions
Report Resource Performance

Process Context
Brief Description
Monitor the status of resource performance degradation reports, provide notifications of
The objective of the Report Resource Performance processes is to monitor the status of
resource performance degradation reports, provide notifications of any changes and
provide management reports.
RM&O and other layers, and to other parties registered to receive notifications of any
status changes. Notification lists are managed and maintained by the Enable Resource
Performance Management processes.
These processes record, analyze and assess the resource performance degradation
report status changes to provide management reports and any specialized summaries of
the efficiency and effectiveness of the overall Resource Performance Management
process. These specialized summaries could be specific reports required by specific
audiences.
Explanatory
Mandatory
Optional
Interactions
Create Resource Performance Degradation Report

Process Context
Brief Description
Create a new resource performance degradation report
The objective of the Create Resource Performance Degradation Report process is to
create a new resource performance degradation report, modify existing resource
performance degradation reports, and request cancellation of existing resource
A new resource performance degradation report may be created as a result of specific
resource performance notifications undertaken by the Monitor Resource Performance
processes, or at the request of analysis undertaken by other RM&O, SM&O or S/PRM
an assessment of the specific resource performance.
If the resource performance degradation report is created as a result of a notification or
request from processes other than Monitor Resource Performance processes, the Create
Resource Performance Degradation Report processes are responsible for converting the
received information into a form suitable for the Resource Performance Management
Explanatory
Mandatory
Optional
Interactions
Track & Manage Resource Performance Resolution

Process Context
Brief Description
efficiently, and that escalation is invoked as required for any open resource performance
degradation reports in jeopardy
The objective of the Track & Manage Resource Performance Resolution processes is to
efficiently assign, coordinate and track specific resource performance analysis and
control activities, and escalate any open resource performance degradation reports in
jeopardy.
· Adding additional information to an open resource performance degradation report

· Scheduling, assigning and coordinating analysis and specific resource performance
· Generating the respective S/P problem report creation request(s) to Initiate S/P Problem
Report processes based on specific resource performance degradation reports where
analysis the root cause is related to S/P products;
· Modifying information in an existing resource performance degradation report based on
assignments;
· Modifying the resource performance degradation report status;
· Canceling a resource performance degradation report when the specific request was
related to a false resource failure event; and
· Monitoring the jeopardy status of open resource performance degradation reports, and
escalating resource performance degradation reports as necessary.
The Track & Manage Resource Performance Resolution processes will also inform the
Close Resource Performance Degradation Report processes by modifying the resource
performance degradation report status to cleared when the specific resource performance
issues have been resolved.
Explanatory
Mandatory
Optional
Interactions
Close Resource Performance Degradation Report

Process Context
Brief Description
Close a resource performance degradation report when the resource performance has
been resolved
The objective of the Close Resource Performance Degradation Report processes is to
close a resource performance degradation report when the resource performance has
been resolved.
These processes monitor the status of all open resource performance degradation
reports, and recognize that a resource performance degradation report is ready to be
Explanatory
Mandatory
Optional
Interactions
1.1.3.4.1 Monitor Resource Performance
Figure 127. Monitor Resource Performance decomposition into level 4 processes
Monitor Resource Performance

Process Context
Brief Description
Monitor received resource performance information and undertake first-in detection.
The objective of the Monitor Resource Performance processes is to monitor received
resource performance information and undertake first-in detection.
· Undertaking the role of first in detection by monitoring the received specific
· Comparing the received specific resource performance data to performance
standards set for each specific resource (available from the Resource Inventory);
· Assessing and recording received specific resource performance data which is
and measuring of specific resource performance is required;
Report Resource Performance processes;
· Detecting performance threshold violations which represent specific resource
failures due to abnormal performance;
· Passing information about resource failures due to performance threshold

violations to Resource Trouble Management to manage any necessary restoration activity
· Passing information about potential specific service performance degradations
arising from specific resource degradations to Service Quality Management to manage
any necessary restoration activity as determined by that process;
· Detecting performance degradation for specific resources which provide early
warning of potential issues;
· Forwarding resource performance degradation notifications to other Resource
· Logging specific resource performance degradation and violation details within
the repository in the Manage Resource Inventory processes to ensure historical records
are available to support the needs of other processes.
Explanatory
Mandatory
Optional
Interactions
Manage Resource Performance Data

Process Context
Brief Description
This process monitors and logs the received specific resource performance quality data,
compares the received specific resource performance data to performance standards set
for each specific resource (available from the Resource Inventory), detects performance
threshold violations which represent specific resource failures due to abnormal
performance, and detects performance degradation for specific resources which provide
early warning of potential issues. This process undertakes the role of first in detection by
monitoring the received specific resource performance data;
Explanatory
This process undertakes the role of first in detection by monitoring the received specific
Mandatory
This process monitors and logs the received specific resource performance quality data,
compares the received specific resource performance data to performance standards set
for each specific resource (available from the Resource Inventory), detects performance
threshold violations which represent specific resource failures due to abnormal
performance, and detects performance degradation for specific resources which provide
early warning of potential issues.
Optional
Interactions
Record Resource Performance Data

Process Context
Brief Description
This process assesses and records received specific resource performance data which is
and measuring of specific resource performance is required. It records the results of the
continuous monitoring for reporting through the Report Resource Performance
processes, and logs specific resource performance degradation and violation details
within the repository in the Manage Resource Inventory processes to ensure historical
records are available to support the needs of other processes.
Explanatory
This process assesses and records received specific resource performance data which is
and measuring of specific resource performance is required.
Mandatory
It records the results of the continuous monitoring for reporting through the Report
Resource Performance processes, and logs specific resource performance degradation
and violation details within the repository in the Manage Resource Inventory processes to
ensure historical records are available to support the needs of other processes.
Optional
Interactions
Correlate Resource Performance Event Notifications

Process Context
Brief Description
This process passes information about potential specific service performance
degradations arising from specific resource degradations to Service Quality Management
to manage any necessary restoration activity as determined by that process. It passes
information about resource failures due to performance threshold violations to Resource
Trouble Management to manage any necessary restoration activity as determined by that
process. It forwards resource performance degradation notifications to other Resource
resource performance
Explanatory
This process passes information about potential specific service performance
degradations arising from specific resource degradations to Service Quality Management
to manage any necessary restoration activity as determined by that process.
Mandatory
It passes information about resource failures due to performance threshold violations to
Resource Trouble Management to manage any necessary restoration activity as
determined by that process.
Optional
Interactions
It forwards resource performance degradation notifications to other Resource
1.1.3.4.2 Analyze Resource Performance
Figure 128. Analyze Resource Performance decomposition into level 4 processes
Analyze Resource Performance

Process Context
Brief Description
Analyze and evaluate the performance of specific resources
The objective of the Analyze Resource Performance processes is to analyze the

information received from the Monitor Resource Performance process to evaluate the
performance of a specific resource.
· Undertaking analysis as required on specific resource performance information
received from the Monitor Resource Performance processes;
These schedules are established through requests sent to the Enable Resource Data
Collection & Distribution processes;
· Determining the root causes of specific resource performance degradations and
violations;
· Recording the results of the analysis and intermediate updates in the Resource
Service Quality Management processes) to discover the root cause of service
performance degradations that may be arising due to interactions between resource
instances, without any specific resource instance having an unacceptable performance in
its own right.
Explanatory
Mandatory
Optional
Interactions
Perform Specific Resource Performance Diagnostics

Process Context
Brief Description
This process performs analysis as required on specific resource performance information

received from the Monitor Service Quality processes. It determines the root causes of
specific resource performance degradations and violations, records the results of the
analysis and intermediate updates in the Resource Inventory for historical analysis and
for use as required by other processes, and undertakes specific detailed analysis (if the
original requested came from Service Quality Management processes) to discover the
root cause of customer QoS performance degradations that may be arising due to
interactions between resource instances, without any specific resource instance having
an unacceptable performance in its own right.
Explanatory
This process performs analysis as required on specific resource performance information
received from the Monitor Service Quality processes.
Mandatory
It determines the root causes of specific resource performance degradations and
violations, records the results of the analysis and intermediate updates in the Resource
Inventory for historical analysis and for use as required by other processes, and
undertakes specific detailed analysis (if the original requested came from Service Quality
Management processes) to discover the root cause of customer QoS performance
degradations that may be arising due to interactions between resource instances, without
any specific resource instance having an unacceptable performance in its own right.
Optional
Interactions
Manage Resource Performance Data Collection Schedules

Process Context
Brief Description
These schedules are established through requests sent to the Enable Resource
Resource Data Collection & Distribution processes.
Explanatory
Mandatory
Optional
Interactions
These schedules are established through requests sent to the Enable Resource
Resource Data Collection & Distribution processes.
1.1.3.4.3 Control Resource Performance
Figure 129. Control Resource Performance decomposition into level 4 processes
Control Resource Performance
Process Context
Brief Description
Apply controls to resources in order to optimize the resource performance
The objective of the Control Resource Performance processes is to apply controls to
resource instances in order to optimize the resource performance.
· Instantiating controls to attempt to restore resource instances to normal
operation, at the request of Analyze Resource Performance processes. These controls
may be based on established control plans, or the controls may be developed within the
Control Resource Performance processes depending on circumstances.
· Instantiating controls to attempt to restore failed resource instances to normal
operation, at the request of Resource Trouble Management or Service Quality
Management processes. These controls may be based on established control plans, or
the controls may be developed within the Control Resource Performance process
depending on circumstances.
Explanatory
Mandatory
Optional
Interactions
Instantiate Resource Performance Controls

Process Context
Brief Description
Instantiate controls to attempt to restore resource instances to normal operation, at the

request of Analyze Resource Performance processes. These controls may be based on
established control plans, or the controls may be developed within the Control Resource
Performance processes depending on circumstances.
Explanatory
These controls may be based on established control plans, or the controls may be
developed within the Control Resource Performance processes depending on
circumstances.
Mandatory
Instantiate controls to attempt to restore resource instances to normal operation, at the
request of Analyze Resource Performance processes.
Optional
Interactions
Instantiate Resource Trouble Controls

Process Context
Brief Description
Instantiate controls to attempt to restore failed resource instances to normal operation, at
the request of Resource Trouble Management or Service Quality Management
processes. These controls may be based on established control plans, or the controls
may be developed within the Control Resource Performance process depending on
circumstances.
Explanatory
These controls may be based on established control plans, or the controls may be
developed within the Control Resource Performance process depending on
circumstances.
Mandatory
Instantiate controls to attempt to restore failed resource instances to normal operation, at
the request of Resource Trouble Management or Service Quality Management
processes.
Optional
Interactions
1.1.3.4.4 Report Resource Performance
Figure 130. Report Resource Performance decomposition into level 4 processes
Report Resource Performance

Process Context
Brief Description
Monitor the status of resource performance degradation reports, provide notifications of
The objective of the Report Resource Performance processes is to monitor the status of
resource performance degradation reports, provide notifications of any changes and
provide management reports.
RM&O and other layers, and to other parties registered to receive notifications of any
status changes. Notification lists are managed and maintained by the Enable Resource
These processes record, analyze and assess the resource performance degradation
report status changes to provide management reports and any specialized summaries of
audiences.
Explanatory
Mandatory
Optional
Interactions
Monitor Resource Performance Degradation Report

Process Context
Brief Description
This process is responsible for continuously monitoring the status of Resource
Performance Degradation Reports and managing notifications to processes in the RM&O
and other layers, and to other parties registered to receive notifications of any status
changes. Notification lists are managed and maintained by the Enable Resource
Explanatory
Mandatory
This process is responsible for continuously monitoring the status of Resource
Performance Degradation Reports and managing notifications to processes in the RM&O
and other layers, and to other parties registered to receive notifications of any status
changes.
Optional
Interactions
Notification lists are managed and maintained by the Enable Resource Performance
Distribute Resource Quality Management Reports & Summaries

Process Context
Brief Description
This process records, analyzes and assesses the Resource Performance Degradation
audiences.
Explanatory
Mandatory
This process records, analyzes and assesses the Resource Performance Degradation
process.
Optional
Interactions
1.1.3.4.5 Create Resource Performance

Degradation Report
Figure 131. Create Resource Performance Degradation Report decomposition into level 4 processes
Create Resource Performance Degradation Report

Process Context
Brief Description
Create a new resource performance degradation report
The objective of the Create Resource Performance Degradation Report process is to
create a new resource performance degradation report, modify existing resource
performance degradation reports, and request cancellation of existing resource
A new resource performance degradation report may be created as a result of specific
resource performance notifications undertaken by the Monitor Resource Performance
processes, or at the request of analysis undertaken by other RM&O, SM&O or S/PRM
an assessment of the specific resource performance.
request from processes other than Monitor Resource Performance processes, the Create
Resource Performance Degradation Report processes are responsible for converting the
received information into a form suitable for the Resource Performance Management
Explanatory
Mandatory
Optional
Interactions
Generate Resource Performance Degradation Problem

Process Context
Brief Description
This process creates a new Resource Performance Degradation Report as a result of
specific resource performance notifications undertaken by the Monitor Resource
Performance processes, or at the request of analysis undertaken by other RM&O, SM&O
requires an assessment of the specific resource performance.
Explanatory
Mandatory
This process creates a new Resource Performance Degradation Report as a result of
specific resource performance notifications undertaken by the Monitor Resource
Performance processes, or at the request of analysis undertaken by other RM&O, SM&O
requires an assessment of the specific resource performance.
Optional
Interactions
Convert Report To Resource Performance Degradation Report Format

Process Context
Brief Description
request from processes other than Monitor Resource Performance processes, this
process responsible for converting the received information into a form suitable for the
Resource Performance Management processes, and for requesting additional information
if required.
Explanatory
Mandatory
Where the resource performance degradation report is created as a result of a notification

or request from processes other than Monitor Resource Performance processes, this
process responsible for converting the received information into a form suitable for the
Resource Performance Management processes, and for requesting additional information
if required.
Optional
Interactions
Notification or request from processes other than Monitor Resource Performance
processes concerning resource performance degradation report, and requests back for

Figure 132. Track & Manage Resource Performance Resolution decomposition into level 4 processes
Track & Manage Resource Performance Resolution

Process Context
Brief Description
efficiently, and that escalation is invoked as required for any open resource performance
degradation reports in jeopardy
The objective of the Track & Manage Resource Performance Resolution processes is to
efficiently assign, coordinate and track specific resource performance analysis and
control activities, and escalate any open resource performance degradation reports in
jeopardy.
· Adding additional information to an open resource performance degradation report

· Scheduling, assigning and coordinating analysis and specific resource performance
· Generating the respective S/P problem report creation request(s) to Initiate S/P Problem
Report processes based on specific resource performance degradation reports where
analysis the root cause is related to S/P products;
· Modifying information in an existing resource performance degradation report based on
assignments;
· Modifying the resource performance degradation report status;
· Canceling a resource performance degradation report when the specific request was
related to a false resource failure event; and
· Monitoring the jeopardy status of open resource performance degradation reports, and
escalating resource performance degradation reports as necessary.
The Track & Manage Resource Performance Resolution processes will also inform the
Close Resource Performance Degradation Report processes by modifying the resource
performance degradation report status to cleared when the specific resource performance
issues have been resolved.
Explanatory
Mandatory
Optional
Interactions
Coordinate Resource Performance

Process Context
Brief Description
existing Resource Performance Degradation Report based on assignments, and modifies
the Resource Performance Degradation Report status
Explanatory
Mandatory
existing Resource Performance Degradation Report based on assignments, and modifies
the Resource Performance Degradation Report status
Optional
Interactions
Request S/P Performance Degradation Report Creation and Update

Process Context
Brief Description
This process generates the respective S/P problem report creation request(s) to Initiate
S/P Problem Report processes based on specific resource performance degradation
reports where analysis the root cause is related to S/P products.
Explanatory
Mandatory
This process generates the respective S/P problem report creation request(s) to Initiate
S/P Problem Report processes based on specific resource performance degradation
reports where analysis the root cause is related to S/P products.
Optional
Interactions
Update First in Resource Testing Results

Process Context
Brief Description
This process adds additional information to an open Resource Performance Degradation
Explanatory
Mandatory
This process adds additional information to an open Resource Performance Degradation
Optional
Interactions
Cancel Resource Performance Degradation Report

Process Context
Brief Description
This process cancels a resource Performance Degradation Report when the specific
trouble was related to a false resource failure event.
Explanatory
Mandatory
This process cancels a resource Performance Degradation Report when the specific
trouble was related to a false resource failure event.
Optional
Interactions
Escalate/End Resource Performance Degradation Report

Process Context
Brief Description
This process monitors the jeopardy status of open Resource Performance Degradation
Reports, and escalates Resource Performance Degradation Reports as necessary.
Explanatory
Mandatory
This process monitors the jeopardy status of open Resource Performance Degradation
Reports, and escalates Resource Performance Degradation Reports as necessary.
Optional
Interactions
Clear Resource Performance Degradation Report Status

Process Context
Brief Description
This process informs the Close Resource Performance Degradation Report process by
modifying the Resource Performance Degradation Report status to cleared when the
specific resource performance quality issues have been resolved.
Explanatory
Mandatory
This process informs the Close Resource Performance Degradation Report process by
modifying the Resource Performance Degradation Report status to cleared when the
specific resource performance quality issues have been resolved.
Optional
Interactions
This process informs the Close Resource Performance Degradation Report processes
Engage External Resource Suppliers

Process Context
Brief Description
Explanatory
by suppliers/partners.
Mandatory
Where some specific resource components are owned and managed by
suppliers/partners, this process is responsible for initiating requests, through S/P
Performance Management, for resolution by the supplier/partner of the specific resource
components. This process will co-ordinate all the actions necessary in order to guarantee
that all tasks are finished at the appropriate time and in the appropriate sequence.
Optional
Interactions
Interaction with Suppliers / Partners
1.1.3.5 Resource Data Collection &

Distribution
Figure 133. Resource Data Collection & Distribution decomposition into level 3 processes
Resource Data Collection & Distribution

Process Context
Brief Description
Collect and/or distribute management information and data records between resource
and service instances and other enterprise processes.
Resource Data Collection & Distribution processes are responsible for collection and/or
distribution of management information and data records between resource and service
instances and other enterprise processes. Resource Data Collection & Distribution
processes interact with the resource and service instances to intercept and/or collect
usage, network and information technology events and other management information for
distribution to other processes within the enterprise, and with enterprise processes to
accept command, query and other management information for distribution to resource
and service instances. The responsibilities of these processes also include processing of
the data and/or management information through activities such as filtering, aggregation,
formatting, transformation and correlation of the information before presentation to other
processes, resource instances or service instances. Client processes for this
management information perform usage reporting and billing activities, as well as Fault
and Performance analysis of resources and services. These include Resource
Performance Management, Service Quality Management and Service & Specific Instance
Rating. Client resource and service instances for this management information use the
management information for configuration, or use the management information to trigger
activities within the resource or service instances.
Explanatory
Mandatory
Optional
Interactions
Collect Management and Security Information & Data

Process Context
Brief Description
Collection of management and security information and data records from resource and
service instances and other enterprise processes
The Collect Management and Security Information & Data processes are responsible for
collection of management and security information and data records from resource and
service instances and other enterprise processes. This includes collection of security
information and data from networks, systems, and security sensors. These processes
interact with the resource and service instances to intercept and/or collect usage,
network, security and information technology events and, performance and other
management information for distribution to other processes within the enterprise, and with
enterprise processes to accept command, query and other management information for
distribution to resource and service instances.
Explanatory
Mandatory
Optional
Interactions
Process Management and Security Information & Data

Process Context
Brief Description
Process the management and security information and/or data into a form suitable for the
intended recipient processes, resource instances or service instances
The Process Management and Security Information & Data processes are responsible for
processing the management information and/or data into a form suitable for the intended
recipient processes, resource instances or service instances.
 Identifying the intended recipient processes, resource instances or service instances

to determine the appropriate processing required;
 Filtering and/or low level correlation of the management information and/or data
based on well-defined criteria;
 Aggregating or disaggregating the management information and/or data to provide
summarized versions; and
 Formatting the management information and/or data into a form suitable for the
intended recipient before distribution.
 Explanatory
 Reserved for future use.
 Mandatory
 Optional
 Interactions
Distribute Management and Security Information & Data

Process Context
Brief Description
Distribute processed management and security information and/or data to resource
instances, service instances or other processes within the enterprise for further analysis
and/or reporting.
The Distribute Management Information & Data processes are responsible for distributing
processed management information and/or data to resource instances, service instances
or other processes within the enterprise for further analysis and/or reporting.
These processes also manage any orchestration required for distribution of the
management information and/or data. Upon successful delivery theses processes are
responsible for informing the original sending process or instance that the information has
been successfully distributed (if required), and for deleting the locally stored information
from any local repositories.
Explanatory
Mandatory
Optional
Interactions
Audit Management and Security Data Collection & Distribution

Process Context
Brief Description
Audit and analyze the management and security information & data collection, processing
and distribution activities in order to identify possible anomalies. This includes
preservation of audit data for future forensic use.
The Audit Data Collection & Distribution processes are responsible for auditing the
management information & data collection activities in order to identify possible
anomalies such as loss of management information and/or data in the different collection,
processing and distribution steps.
Explanatory
Mandatory
Optional
Interactions
1.1.3.5.1 Collect Management Information

& Data
Figure 134. Collect Management Information & Data decomposition into level 4 processes
Collect Management and Security Information & Data

Process Context
Brief Description
Collection of management and security information and data records from resource and
service instances and other enterprise processes
The Collect Management and Security Information & Data processes are responsible for
collection of management and security information and data records from resource and
service instances and other enterprise processes. This includes collection of security
information and data from networks, systems, and security sensors. These processes
interact with the resource and service instances to intercept and/or collect usage,
network, security and information technology events and, performance and other
management information for distribution to other processes within the enterprise, and with
enterprise processes to accept command, query and other management information for
distribution to resource and service instances.
Explanatory
Mandatory
Optional
Interactions
Intercept Events/Information

Process Context
Brief Description
Intercept and/or collect usage, network, security and information technology events and,
performance and other management information for distribution to other processes within
the enterprise
Explanatory
Mandatory
Intercept and/or collect usage, network and information technology events and,
performance and other management information for distribution to other processes within
the enterprise
Optional
Interactions
Deliver Management Information

Process Context
Brief Description
Accept command, query and other management information from enterprise processes
for distribution to resource and service instances.
Explanatory
Mandatory
Accept command, query and other management information from enterprise processes
for distribution to resource and service instances.
Optional
Interactions
1.1.3.5.2 Process Management

Information & Data
Figure 135. Process Management Information & Data decomposition into level 4 processes
Process Management and Security Information & Data

Process Context
Brief Description
Process the management and security information and/or data into a form suitable for the
intended recipient processes, resource instances or service instances
The Process Management and Security Information & Data processes are responsible for
processing the management information and/or data into a form suitable for the intended
recipient processes, resource instances or service instances.
 Identifying the intended recipient processes, resource instances or service instances
to determine the appropriate processing required;
 Filtering and/or low level correlation of the management information and/or data
based on well-defined criteria;
 Aggregating or disaggregating the management information and/or data to provide
summarized versions; and
 Formatting the management information and/or data into a form suitable for the
 Explanatory
 Mandatory
 Optional
 Interactions
Determine Recipients for Information/Data

Process Context
Brief Description
Identify the intended recipient processes, resource instances or service instances to
determine the appropriate processing required
Explanatory
Mandatory
Identify the intended recipient processes, resource instances or service instances to
determine the appropriate processing required
Optional
Interactions
Filter Information/Data

Process Context
Brief Description
Filter and/or perform low level correlation of the management and security information
and/or data based on well-defined criteria
Explanatory
Mandatory
Filter and/or perform low level correlation of the management information and/or data
based on well-defined criteria
Optional
Interactions
Aggregate Information/Data

Process Context
Brief Description
Aggregate or disaggregate the management and security information and/or data to
provide summarized versions
Explanatory
Mandatory
Aggregate or disaggregate the management information and/or data to provide
summarized versions
Optional
Interactions
Format Information/Data

Process Context
Brief Description
Format the management and security information and/or data into a form suitable for the
Explanatory
Mandatory
Format the management information and/or data into a form suitable for the intended
recipient before distribution.
Optional
Interactions
1.1.3.5.3 Distribute Management

Information & Data
Figure 136. Distribute Management Information & Data decomposition into level 4 processes
Distribute Management and Security Information & Data

Process Context
Brief Description
and/or reporting.
The Distribute Management Information & Data processes are responsible for distributing
processed management information and/or data to resource instances, service instances
or other processes within the enterprise for further analysis and/or reporting.
These processes also manage any orchestration required for distribution of the
management information and/or data. Upon successful delivery theses processes are
responsible for informing the original sending process or instance that the information has
been successfully distributed (if required), and for deleting the locally stored information
from any local repositories.
Explanatory
Mandatory
Optional
Interactions
Distribute Information/Data

Process Context
Brief Description
and/or reporting.
Explanatory
Mandatory
Distribute processed management information and/or data to resource instances, service
instances or other processes within the enterprise for further analysis and/or reporting.
Optional
Interactions
Distribute for further analysis and/or reporting.
Manage Distribution

Process Context
Brief Description
Manage any orchestration required for distribution of the management and security
information and/or data.
Explanatory
Mandatory
Manage any orchestration required for distribution of the management information and/or
data.
Optional
Interactions
Confirm Distribution and Clean-up

Process Context
Brief Description
Inform the original sending process or instance upon successful delivery that the
information has been successfully distributed (if required), and delete the locally stored
information from any local repositories.
Explanatory
Mandatory
Inform the original sending process or instance upon successful delivery that the
information has been successfully distributed (if required), and delete the locally stored
information from any local repositories.
Optional
Interactions
Inform originating process
1.1.3.6 Resource Mediation & Reporting
Figure 137. Resource Mediation & Reporting decomposition into level 3 processes
Resource Mediation & Reporting

Process Context
Brief Description
Manage resource events by correlating and formatting them into a useful format.
Resource Mediation & Reporting processes manage resource events by correlating and
formatting them into a useful format. These processes include the mediation and
reporting of resource records. Investigation of resource related billing event problems is
also part of these processes.
These processes are often handled by appropriate network elements.
Explanatory
Mandatory
Optional
Interactions
Mediate Resource Usage Records

Process Context
Brief Description
Validate, normalize, convert and correlate usage records collected from the network.
The purpose of the Mediate Usage Records processes is to validate, normalize, convert
and correlate usage records collected from various pieces of equipment in the network. It
also removes any duplicate usage records that have already been processed.
Explanatory
Mandatory
Optional
Interactions
Report Resource Usage Records

Process Context
Brief Description
Generate reports on resource usage records based on requests from other processes.
The purpose of the Report Resource Usage Records is to generate reports on usage
records based on requests from other processes. These processes produce reports that
may identify abnormalities, which may be caused by fraudulent activity or related to
customer complaints or network problems.
Explanatory
Mandatory
Optional
Interactions
1.1.3.6.1 Mediate Resource Usage

Records
Figure 138. Mediate Resource Usage Records decomposition into level 4 processes
Mediate Resource Usage Records

Process Context
Brief Description
Validate, normalize, convert and correlate usage records collected from the network.
The purpose of the Mediate Usage Records processes is to validate, normalize, convert
and correlate usage records collected from various pieces of equipment in the network. It
also removes any duplicate usage records that have already been processed.
Explanatory
Mandatory
Optional
Interactions
Validate Resource Usage Records

Process Context
Brief Description
Validate resource usage record collected from the network.
Explanatory
For example, checking loss of Resource Usage Records, illegal characters in Resource
Usage Records, invalid field length in Resource Usage Records, the resource usage
duration mismatching to start time and end time.
Mandatory
The purpose of Validate Resource Usage Record process is to validate Resource Usage
Record collected from various pieces of equipment in the network. This process is
responsible for collecting the Resource Usage Records, filtering out of non-billing relevant
Resource Usage Records, validating the Resource Usage Records and their integrity and
avoiding records collection leakage.
Optional
Interactions
Normalize Resource Usage Records

Process Context
Brief Description
Normalize resource usage records to specific expression format.
Explanatory
For example, the expression for date can be YYY-MM-DD, DD-MM-YYY, DD-MM-YY or
other combinations. This process is responsible for unifying all Resource Usage Records
to specific expression format for subsequent processes use.
Mandatory
The purpose of Normalize Resource Usage Record process is to normalize Resource
Usage Records to specific expression format. Resource Usage Records generated by
different systems are used distinct expressions for same record data.
Optional
Interactions
Convert Resource Usage Records

Process Context
Brief Description
Convert resource usage records to specific data format.
Explanatory
Mandatory
The purpose of Convert Resource Usage Record process is to convert Resource Usage
Records to specific data format. The Resource Usage Records are collected from
different network equipments and stored in different file formats, e.g. fixed-length binary
file, fixed-length text files, variable-length text files, ASN.1. This process is responsible for
identifying the data formats of collected Resource Usage Records and changing them to
specific common data format for downstream system using.
Optional
Interactions
Correlate Resource Usage Records

Process Context
Brief Description
Correlate collected resource usage records.
Explanatory
Mandatory
The purpose of Correlate Resource Usage Record process is to correlate collected
Resource Usage Records. The Resource Usage Records are collected from different
network equipments, sometime more than one Resource Usage Records store same
service consumption. In order to resolve this case, this process is responsible for
identifying the correlative Resource Usage Records and associating them together for
downstream system use.
Optional
Interactions
Remove Duplicate Resource Usage Records

Process Context
Brief Description
Remove duplicate resource usage records.
Explanatory
Mandatory
The purpose of Remove Resource Usage Record process is to remove any duplicate
usage records that have already been processed. This process includes detect duplicate
records and removing them from billing process. The duplication detection is usually by
checking the values of the key fields of Resource Usage Records with combined criteria.
Optional
Interactions
1.1.3.7 Workforce Management
Figure 139. Workforce Management decomposition into level 3 processes
Manage Work Order Lifecycle

Process Context
Brief Description
A Work Order is an aggregation of jobs that are to be completed to achieve some
business goal: to provide a customer service, to fix a problem, etc. Work Order Lifecycle
Management processes are responsible for processing and monitoring the execution of a
work order through its entire lifecycle, from issuance to closing. This includes, among
other steps, validation, analysis, and decomposing a work order into work items,
aggregating them, and assigning them to employees and/or third parties. These
processes also detect problems with completing the work, and requesting Work Order
reassignment to reallocate manual activities to solve the issue.
It should be noted that the Work Order execution sub process (by a field technician) is not
explicitly covered here, but rather its monitoring is the responsibility of the Track and
Manage work order sub process.
§ Issuing correct and complete work orders
§ Decomposing a work order into elementary work items
§ Managing task assignments
§ Tracking and managing dispatching
§ Manually executing an order by an assignee
§ Monitoring the execution of assigned activities, including the various states of

dispatch, complete, suspend, cancel, etc. as well as requesting work reassignments
§ Establishing and managing fast-track and jeopardy re-assignment capabilities to
allow for modification of work assignments as required to meet jeopardy or other high
priority conditions
§ Closing a work order when the manual activities assigned to employees and/or
third parties have been completed
§ Supporting proactive and dynamic responses by executing and analyzing
operational reports
Explanatory
Mandatory
Optional
Interactions
Workforce Management

Process Context
Brief Description
Managing the staff performing manual activities along with managing the actual activity
being performed.
"Note: The current focus of the Manage Workforce processes is field Staff and others
managed through work orders, etc. There is opportunity for further study in subsequent
releases of eTOM, including:
 types and positioning of workforce (field technicians, services representatives, etc),
 other enterprise activities and other management of staff,
 decomposition and normalization considering information being acted on.
 Extended Description
 The responsibilities of the Manage Workforce processes is to manage the lifecycle of
work assignments or work orders carried out by the workforce. This will include
managing the workforce staff (directly or indirectly) employed by, or operating as part
of, the enterprise (i.e. technicians, clerks, managers, etc.) that are assigned to, and
perform the work specified.The staff directly managed by these processes include all
employees, contractors and who are paid by the enterprise. The staff indirectly
managed by these processes includes all employees, consultants and contractors
paid by third parties who have commercial arrangements with the enterprise.In the
cases where the third parties own and manage the service and/or resource
infrastructure the Manage Workforce processes are responsible for requesting
activities to be performed rather than directly assigning specific staff. The Manage
Workforce processes also enable reporting and monitoring of assigned
activities.Responsibilities of these processes include, but are not limited to:
 Establishing and managing work assignment queues through which requests for work
activities are received from eTOM processes;
 Establishing and managing staff lists, containing details about assignable staff such
as location, skills, availability for assignment etc.;
 Establishing, managing and distributing individuals work assignments to staff outlining
the daily, or other time breadth, work assignments;
 Establishing and managing fast-track and jeopardy re-assignment capabilities to
priority conditions;
 Managing appointment schedules, including viewing and scheduling of appointments;
 Managing work orders, including issuance and closure;
 Forecasting assignable staffing requirements on a daily, weekly and longer period
basis, based on historic work volume records, and forecast activity volumes;
 Determining work activity time estimates for all known work activities, based on actual
historic results or on forward estimates, to be used as a parameter for scheduling
work rosters;
 Establishing and managing recall capabilities to allow for out-of-hours staff recall in
the event of unforeseen circumstances;
 Managing the registration and access control processes that enable processes to
create, modify, update, delete and/or download scheduling and work assignment data
to and from the workforce management system(s);
 Establishing and managing information transfer between the enterprise workforce
management system(s) and those of external third parties (when the infrastructure is
owned and operated by third parties);
 Ensuring workforce management system(s) accurately captures and records all
assignment and work scheduling details, through use of automated or manual audits;
 Tracking and monitoring of the usage of, and access to, the workforce management
system(s) and associated costs of the Manage Workforce processes, and reporting
on the findings; and
 Identifying any technical driven shortcomings of the workforce management
system(s), and providing input to Resource Development & Management processes
to rectify these issues.Explanatory
 Mandatory
 Optional
 Interactions
Manage Schedules & Appointments

Process Context
Brief Description
Manages the appointment schedule of assignable staff.
The responsibilities of the Manage Appointment Schedule processes include the ability to
view the availability of appropriate assignable staff as well as being able to schedule an
appointment. Both the viewing and the scheduling may be based on availability of a
collection of staff and not a specific person. Similarly, times could be windows of time
(i.e. - AM or PM) or a specific time.
Explanatory
Mandatory
Optional
Interactions
Assign Task and Dispatch Task (DELETED)

Process Context
Brief Description
Deleted
Deleted
Explanatory
[Not Available]
Mandatory
[Not Available]
Optional
[Not Available]
Interactions
[Not Available]
Track & Manage Work Order (DELETED)

Process Context
Brief Description
Deleted
Deleted
Explanatory
[Not Available]
Mandatory
[Not Available]
Optional
[Not Available]
Interactions
[Not Available]
Plan and Forecast Workforce Management

Process Context
Brief Description
This process is responsible for planning and forecasting future workload and workforce
availability demands and for making adjustments based on reports and forecasts.
Plan and Forecast Workforce processes are responsible for planning and forecasting the
workload of manual activities to be assigned to technicians within the enterprise and/or
third parties.

§ Forecasting the future demand for workforces based on work order statistics
§ Forecasting the workload and respective assignable staffing requirements on a
daily, weekly, and longer period basis, based on workload history, considering special
events (extraordinary activities), staff vacation considerations, and distributing the
available workforce in order to best meet the estimated load
§ Making adjustments, whenever necessary, to the estimated load:
§ Adjust duration estimates for all known work activities, based on actual historic
results or on forward estimates
Explanatory
Mandatory
Optional
Interactions
Administer and Configure Workforce Management

Process Context
Brief Description
Performing the activities necessary to configure a variety of workforce management
catalogs and settings required to assure that the assignable workforce is properly and
efficiently utilized.
The Administer and Configure Workforce Management processes perform the activities
required to configure a variety of workforce management catalogs and settings required
to assure that the assignable workforce is properly and efficiently utilized, and is
positioned to get the required work assigned and completed within the required time
frame. Administer and Configure Workforce Management scope includes the following:
§ Classifying different types of manual activities, including association with required
skill sets and job code descriptions
§ Managing work order specifications and their structure filled with sequences of
dependent work items. A work order can be decomposed into elementary parts that can
be completed by different people in different places and at different times. These
elementary pieces of work are called work items.
§ Managing individual technicians, allocating them to various workforce groups
(workforce pools, crews, etc.) and associating them with aggregations of skills they
possess, locations they cover, etc. This also includes potential "borrowing" of staff from
one group to another.
§ Establishing and managing organization lists, containing organizational charts,
serving area covered, etc.
§ Consolidating employee and/or third-party working hours on a specific timeframe
basis (day, week, month) including management of various types of events; providing this
information to the Financial Management process for generating payroll and/or to the S/P
Settlement & Payments Management process for paying third parties.
§ Enabling and managing recall capabilities to allow for out-of-hours staff recall in
the event of unforeseen circumstances
§ Administering the appointment schedule, including the hours of operation of the
schedule, number of appointments allowed within a certain time block, etc.
§ Setting up and configuring the information transfer and integration with third-party
systems
Explanatory
Mandatory
Optional
Interactions
Report Workforce Management

Process Context
Brief Description
This process is responsible for monitoring the use of workforces, their KPIs, etc.
§ Preparing the statistical data on quality, productivity, and efficiency for the
services performed by the involved employees and/or third parties. These processes
record, analyze, and assess work order status changes to provide specialized summaries
of the efficiency and effectiveness of the overall Workforce Management processes.
These specialized summaries can be specific reports required by specific audiences.
§ Reporting on the use of, and access to, the workforce management system(s)
and associated costs of the Workforce Management processes.
Explanatory
Mandatory
Optional
Interactions
Close Work Order (DELETED)
Process Context
Brief Description
Deleted
Deleted
Explanatory
Mandatory
Optional
Interactions
Issue Work Order (DELETED)

Process Context
Brief Description
Deleted
Deleted
Explanatory
Mandatory
Optional
Interactions
1.1.3.7.1 Manage Schedules &

Appointments
Figure 140. Manage Schedules & Appointments decomposition into level 4 processes
Workforce Management Schedule

Process Context
Brief Description
This process is responsible for keeping the schedule of available workforce actualized,
recalculating the availability schedule, and synchronizing actual workforce schedules with
third parties based on information about reserved and available units.
This process is responsible for keeping the schedule of the available workforce
actualized, recalculating the availability schedule and synchronizing actual workforce
schedules with third parties based on information about reserved and available units.
The Workforce Management Schedule scope includes the following:

§ Tracking and managing workforce schedules, reflecting the actual information on
workforce availability. Exchanging this information with involved third parties
§ Gathering and providing actual information on working hours to the Financial
Management process for generating the payroll and/or to the S/P Settlement & Payments
Management process for paying third parties
§ Managing the registration and access control processes that enable processes to
create, modify, update, delete, and/or download scheduling and work assignment data to
and from the workforce management system(s)
§ Ensuring that the workforce management system(s) accurately captures and
records all assignment and work scheduling details, through use of automated or manual
audits
Explanatory
Mandatory
Optional
Interactions
Manage Schedules & Appointments

Process Context
Brief Description
The responsibilities of the Manage Appointment Schedule processes include the ability to
view the availability of appropriate assignable staff as well as being able to schedule an
appointment. Both the viewing and the scheduling may be based on availability of a
collection of staff and not a specific person. Similarly, times could be windows of time
(i.e. - AM or PM) or a specific time.
Explanatory
Mandatory
Optional
Interactions
Determine Work Schedule

Process Context
Brief Description
This process answers inquiries about available work capacity for a given time slot.
This process is responsible for answering inquiries from other processes (like CRM),
given a particular work task, about what timeframes the work can be performed in,
considering dependencies between work tasks. This process does not look for a
particular executor, but checks available work capacity in a particular time interval.
Explanatory
Mandatory
Optional
Interactions
Manage Reservations

Process Context
Brief Description
This process is responsible for managing workforce reservations.
This process is responsible for managing workforce reservations. Once the reservation is
made for a work item, this work item is scheduled (not necessarily assigned yet).
The scope of Manage Reservations includes the following:
§ Creating, modifying, and deleting workforce reservations for particular work
items, taking into account dependencies between them
§ Confirming, canceling, or expiring workforce reservations, including defining the
reservation expiration period
Explanatory
Mandatory
Optional
Interactions
Manage Appointments

Process Context
Brief Description
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 coordinations and updates
§ In-flight modification, rescheduling, and cancellation of appointments
Explanatory
Mandatory
Optional
Interactions
1.1.3.7.4 Plan and Forecast Workforce

Management
Figure 141. Plan and Forecast Workforce Management decomposition into level 4 processes
Forecast Demand

Process Context
Brief Description
This process is responsible for forecasting the future demand of workforces based on
work order statistics.
This process is responsible for forecasting the future demand for workforces based on
work order statistics.
Explanatory
Mandatory
Optional
Interactions
Plan and Forecast Workforce Management

Process Context
Brief Description
This process is responsible for planning and forecasting future workload and workforce
availability demands and for making adjustments based on reports and forecasts.
Plan and Forecast Workforce processes are responsible for planning and forecasting the
workload of manual activities to be assigned to technicians within the enterprise and/or
third parties.

§ Forecasting the future demand for workforces based on work order statistics
§ Forecasting the workload and respective assignable staffing requirements on a
daily, weekly, and longer period basis, based on workload history, considering special
events (extraordinary activities), staff vacation considerations, and distributing the
available workforce in order to best meet the estimated load
§ Making adjustments, whenever necessary, to the estimated load:
§ Adjust duration estimates for all known work activities, based on actual historic
results or on forward estimates
Explanatory
Mandatory
Optional
Interactions
Forecast Workforce Availability

Process Context
Brief Description
Forecasting workforce availability on a daily, weekly, and longer period basis.
Forecasting workforce availability on a daily, weekly, and longer period basis, based on
workload history, considering special events (extraordinary activities), staff vacation
considerations, and distributing the available workforce to best meet the estimated load
Explanatory
Mandatory
Optional
Interactions
Adjust Durations

Process Context
Brief Description
This process is responsible for periodically recalculating the average time for performing
a work task.
This process is responsible for periodically recalculating the average time for performing
a work task. This duration is recorded in Work Specification.
Explanatory
Mandatory
Optional
Interactions
1.1.3.7.5 Administer and Configure

Workforce Management
Figure 142. Administer and Configure Workforce Management decomposition into level 4 processes
Configure Skill Catalog
Process Context
Brief Description
This process manages the catalog of technician’s skills, including description and
combination.
A skill represents an ability of a person or a group of people to fulfill a particular activity.
§ Managing the list of single skills and their combinations into wholesets and their
descriptions
§ Synchronizing the skill catalog with HR systems
Explanatory
Mandatory
Optional
Interactions
Administer and Configure Workforce Management

Process Context
Brief Description
Performing the activities necessary to configure a variety of workforce management
catalogs and settings required to assure that the assignable workforce is properly and
efficiently utilized.
The Administer and Configure Workforce Management processes perform the activities
required to configure a variety of workforce management catalogs and settings required
to assure that the assignable workforce is properly and efficiently utilized, and is
positioned to get the required work assigned and completed within the required time
frame. Administer and Configure Workforce Management scope includes the following:
§ Classifying different types of manual activities, including association with required
skill sets and job code descriptions
§ Managing work order specifications and their structure filled with sequences of
dependent work items. A work order can be decomposed into elementary parts that can
be completed by different people in different places and at different times. These
elementary pieces of work are called work items.
§ Managing individual technicians, allocating them to various workforce groups
(workforce pools, crews, etc.) and associating them with aggregations of skills they
possess, locations they cover, etc. This also includes potential "borrowing" of staff from
one group to another.
§ Establishing and managing organization lists, containing organizational charts,
serving area covered, etc.
§ Consolidating employee and/or third-party working hours on a specific timeframe
basis (day, week, month) including management of various types of events; providing this
information to the Financial Management process for generating payroll and/or to the S/P
Settlement & Payments Management process for paying third parties.
§ Administering the appointment schedule, including the hours of operation of the
schedule, number of appointments allowed within a certain time block, etc.
§ Setting up and configuring the information transfer and integration with third-party
systems
Explanatory
Mandatory
Optional
Interactions
Configure Work Catalog

Process Context
Brief Description
This process configures the specification of Work and Work Order, including description,
relationships, and rules.
§ Classifying different types of manual activities (or Work Items), including
association with required skill sets and job code descriptions
§ Managing work order specifications and their dependent work items
§ Establishing the conditions for work items to be instantiated while decomposing
work orders
§ Managing standard durations of work items to be performed, depending on a
variety of parameters
Explanatory
Mandatory
Optional
Interactions
Configure Schedules

Process Context
Brief Description
This process creates the schedules for the organization, which show work requests and
employee capabilities and availabilities. The process also manages rules for appointment,
reservation, and assignment.
§ Establishing and managing the information transfer through which suppliers /
partners report on their workforce parameters and schedules
§ Establishing a workforce schedule which provides a single view of their
capabilities and availabilities, taking into account both their own company's workforces
and workforces provided by suppliers/partners
§ Identifying a resource plan, which is the time frame-based association of
workforce with types of work. This means that associated workforce units are supposed
to perform particular types of work in a specified timeframe. This schedule provides a
view of the workforce in terms of work availability. It may be used for limiting and
balancing work and appointments between several workforce sources and for optimizing
the use of the total workforce.
§ Managing assignment/re-assignment rules, prioritization criteria, based on the
organizational settings, type of location, type of jobs, and minimizing the cost of
reassignments
§ Defining restriction rules for appointment scheduling, such as the number of
appointments allowed within a certain block of time, etc.
§ Defining restriction rules for workforce reservations such as number of
concurrent reservations for a particular workforce source, etc.
Explanatory
Mandatory
Optional
Interactions
Administer Human Resources Catalog

Process Context
Brief Description
This process configures the catalog of field technicians, including description, grouping,
hours, relationships, and rules.
§ Managing individual technicians, allocating them to various workforce groups,
(workforce pools, crews, etc.), forming holistic assignable units
§ Associating human resources with aggregations of skills they posses, locations they
cover, tools and devices they can operate, etc.
§ Establishing basic working and non-working hours of human resources, including the
allocation of technicians to shifts
§ Managing a list of technician activities divided into two types: extending available
working hours (because of overtime, for example) and reducing working hours (to allow
for activities such as training and meetings)
§ Establishing the rules by which some types of activities can be ignored
§ Establishing interaction with HR systems for data transfer and synchronization
Explanatory
Mandatory
Optional
Interactions
Administer Registration and Access

Process Context
Brief Description
This process manages the registration and access rights for various users, including
third-party systems, of the workforce management solution.
§ Defining user access rights, permissions, and rules depending on operations or
actions
§ Establishing rules and permissions for third-party system integrations and data
exchange
§ Tracking and monitoring the use of, and access to, the workforce management
system(s) and associated costs of the Workforce Management processes
§ Establishing and managing information transfer between the enterprise workforce
management system(s) and those of external third parties
§ Identifying any technically driven shortcomings of the workforce management
system(s), and providing input to Resource Development & Management processes to
rectify these issues
Explanatory
Mandatory
Optional
Interactions
Administer Organizations Catalog

Process Context
Brief Description
This process manages the description of the organizational structure of the CSP or field
service partners.
A CSP may have their own employees who fulfill all assurance and fulfillment jobs. The
company may also delegate some of its work (or all of its work) to third-party companies
that are called suppliers/partners. Both the CSP company and suppliers/partners are
called organizations.
§ Establishing and managing an organization list, containing organizational chart,
covered serving areas, etc.
Explanatory
Mandatory
Optional
Interactions
Configure Logging and Audit

Process Context
Brief Description
This process manages the logging and audit functions of the workforce management
solution.
§ Establishing system event logging, rules, and events that should be handled
§ Configuring logging details and storage
§ Establishing audit functions and rules
§ Configuring notifications and post-functions (action to be performed when a task
is complete)
Explanatory
Mandatory
Optional
Interactions
Administer Tools and Materials Catalog

Process Context
Brief Description
This process manages the catalog of tools and materials for field service.
This process is responsible for managing the catalog of tools and materials that are
required to fulfill various types of work.
Explanatory
Mandatory
Optional
Interactions
1.1.3.7.9 Manage Work Order Lifecycle
Figure 143. Manage Work Order Lifecycle decomposition into level 4 processes
Issue Work Order

Process Context
Brief Description
The purpose of the Issue Work Order process is to issue correct and complete work
orders. It can be called by other processes (as in CRM) to issue a new Work Order, to be
handled further by WFM.
Issue Work Order scope includes the following:
 Issuing correct and complete work orders. The work orders may be required to
complete pertinent manual work such as a fulfillment-based resource order or an
assurance trouble report coming from third-party systems
 Initiating work order issuance through handheld devices by a technician from the field
 Explanatory
 Mandatory
 Optional
 Interactions
Manage Work Order Lifecycle

Process Context
Brief Description
A Work Order is an aggregation of jobs that are to be completed to achieve some
business goal: to provide a customer service, to fix a problem, etc. Work Order Lifecycle
Management processes are responsible for processing and monitoring the execution of a
work order through its entire lifecycle, from issuance to closing. This includes, among
other steps, validation, analysis, and decomposing a work order into work items,
aggregating them, and assigning them to employees and/or third parties. These
processes also detect problems with completing the work, and requesting Work Order
reassignment to reallocate manual activities to solve the issue.
It should be noted that the Work Order execution sub process (by a field technician) is not
explicitly covered here, but rather its monitoring is the responsibility of the Track and
Manage work order sub process.
§ Issuing correct and complete work orders
§ Decomposing a work order into elementary work items
§ Managing task assignments
§ Tracking and managing dispatching
§ Manually executing an order by an assignee
§ Monitoring the execution of assigned activities, including the various states of
dispatch, complete, suspend, cancel, etc. as well as requesting work reassignments
§ Establishing and managing fast-track and jeopardy re-assignment capabilities to
priority conditions
§ Closing a work order when the manual activities assigned to employees and/or
third parties have been completed
§ Supporting proactive and dynamic responses by executing and analyzing

operational reports
Explanatory
Mandatory
Optional
Interactions
Track and Manage Work Order

Process Context
Brief Description
Track and Manage Work Order processes are responsible for monitoring the execution of
assigned manual activities to employees and/or third parties, detecting potential problems
with completing the work, and requesting escalation or reassignment to solve the issue.
Track and Manage Work Order scope includes the following:
§ Monitoring the status and progress of various tasks, including the various states
of the work order
§ Managing transitions of orders and tasks and work items between their states,
including operations performed from handheld devices
§ Propagating statuses from tasks and work items to work orders
§ Managing updates to orders, including in-flight changes and cancelations
§ Monitoring jeopardies and responding to them, including predefined actions such
as work reassignment, escalations, notifications, etc.
§ Manually executing the order by an assignee
§ Indicating completion of a work order by modifying its status
Explanatory
Mandatory
Optional
Interactions
Analyze and Decompose Work Order

Process Context
Brief Description
This process analyzes and decomposes a Work Order into work items according to Work
Catalog, and groups them for optimal execution.
The scope of the Analyze and Decompose Work Order process includes the following:
§ Decomposing work orders into elementary dispatchable manual activities (i.e.,
work items). Decomposition may be performed according to decomposition rules or by
conditional instantiation of work items from work order specification.
§ Establishing materials, parts, tools, and equipment required to perform manual
activities
§ Restructuring and correlating (grouping) decomposed Work Orders or work items
in order to create new ones, containing manual activities (work items) combined on the
basis of predefined criteria such as skills required, location, etc.
Explanatory
Mandatory
Optional
Interactions
Close Work Order

Process Context
Brief Description
Close a Work Order when the manual activities assigned to employees and/or third
parties have been completed.
The objective of the Close Work Order processes is to:
§ Close a Work Order when the tasks and work items assigned to employees
and/or third parties have been completed. These processes monitor the status of all open
work orders, and recognize that a work order is ready to be closed when the status is
changed to Complete.
Explanatory
Mandatory
Optional
Interactions
Assign Task

Process Context
Brief Description
The Assign Task process is responsible for assigning manual activities, described by
work items (components of work orders), to assignable staff within the enterprise and/or
third parties.
The association of a work item with a technician who is assigned to this work is a task, or,
task assignment is a work item assignment to a particular performer.
The scope of the Assign Task process includes the following:

§ Establishing and managing work assignment queues through which requests for
task assignments are received from other eTOM processes
§ Automatic, manual, or semi-automatic assigning and scheduling based on
optimization of the task, taking into consideration various parameters including the
following:
§ Work order priority
§ Associated SLAs
§ Work order due date
§ Skills required to perform work
§ Dependencies between work tasks
§ Job location relative to other assignments made to the dispatchable staff
§ Workload of staff
§ Staff availability hours
§ Required materials, spares, and tools availability
§ Maintaining bulk assignment capabilities
§ Managing relocation of other previously scheduled tasks which have floating
work schedules, aiming at increasing manpower availability
§ Optimizing the assignment of tasks to technicians selected according to skills,
proximity to intervention site, technician availability, vehicles, equipment, and special
tools required to perform these activities
§ Interacting with GIS for route optimization between task locations
§ Defining “density distribution” patterns for bulk automated assignments of
technicians for the entire day to provide the capability to “insert” new assignments
throughout a work day based on priority work that might arise
§ Viewing the availability schedule of assignable staff from various workforce
sources
§ Preparing information to be dispatched as updates to already-dispatched tasks
Explanatory
Mandatory
Optional
Interactions
Report on Work Order

Process Context
Brief Description
The Report on Work Order process manages status and notifications and executes
various reports about work orders.
The Report on Work Order scope includes the following:
§ Executing reports on work orders, work items, and tasks being performed
§ Monitoring the status of work orders and managing notifications to processes and
other parties registered to receive notifications of any status changes
§ Executing performance reports for various workforces
Explanatory
Mandatory
Optional
Interactions
Dispatch Task

Process Context
Brief Description
This process dispatches technicians and/or third parties to perform manual activities.
The Dispatch Task scope includes the following:
§ Dispatching assigned tasks to the appropriate performer (e.g. a single technician
or a crew) from the company’s workforce or from a third-party workforce to perform
manual activities
§ Managing the dispatching process via various channels
§ Monitoring various dispatch states
§ Managing the delivery of reassignments and changes to all affected performers
§ Managing notification profiles and rules
§ Managing settings required for proper task dispatching
Explanatory
Mandatory
Optional
Interactions
1.1.4.1 S/PRM Support & Readiness
Figure 144. S/PRM Support & Readiness decomposition into level 3 processes
S/PRM Support & Readiness

Process Context
Brief Description
S/PRM Support & Readiness processes are responsible for ensuring that all necessary
facilities related to the interaction with suppliers and partners are ready and functioning.
Moreover, these processes are responsible for the resolution of problems related to these
facilities.
S/PRM Support & Readiness processes are responsible for ensuring that management
processes are in place to engage Suppliers/Partners who own and manage infrastructure,
and provide infrastructure capabilities to the Service Provider. They are also responsible
for ensuring that necessary facilities related to the interaction with Suppliers/Partners in
delivering S/P products and/or services to support Service Provider owned and managed
infrastructure are ready and functioning.
External suppliers/partners are engaged by the service provider in infrastructure level
activities when the service provider has outsourced the relevant infrastructure ownership
and management to suppliers/partners (i.e. outsourced network or IT bureau
arrangements).

 Developing the procedures for the specific S/PRM processes supporting the
Fulfillment, Assurance and Billing processes and keep them up-to-date;
 Undertaking, and reporting on, trend analysis on S/PRM processes, including types of
associated requests, response duration, delays and other process measures;
 Establishing and managing S/P requisition processes for obtaining S/P products
and/or services;
 Establishing and managing S/P problem and performance resolution processes for
S/P products and/or services;
 Establishing and managing payments and settlements processes to manage S/P
invoices for S/P products and/or services (as well as for purchased S/P product
offerings where the Supplier/Partner owns and manages the infrastructure);
 Arranging and administering Supplier/Partner access to Service Provider support
tools and facilities, and vice versa;
 Monitoring and reporting on requests made to Suppliers/Partners where the
Supplier/Partner owns and manages the particular infrastructure,
 Establishing and managing automated interfaces between the Service Provider and
 Maintaining the currency and quality of the Supplier/Partner Inventory to support the
S/PRM and other processes.
 Explanatory
 Mandatory
 Optional
 Interactions
Support S/P Requisition Management

Process Context
Brief Description
Manage engagement with suppliers/partners who own and manage outsourced
infrastructure, and to ensure that the S/P Requisition Management processes are
operating effectively.
The purpose of the Support S/P Requisition Management processes is twofold - to
manage requisition activity with suppliers/partners who own and manage outsourced
infrastructure, and to ensure that the S/P Requisition Management processes can
provisioning-related activities when the service provider has outsourced the relevant
infrastructure ownership and management to suppliers/partners (i.e. outsourced network
or IT bureau arrangements).
The actual engagement with the supplier/partner is initiated by the specific fulfillment or
provisioning enablement processes of the CRM, RM&O or SM&O process layers.
Where Enable S/P Requisition Management processes are engaged to manage new
and/or modified infrastructure deployment and/or capacity availability, these processes
are responsible to ensure on-time and correct deployment and delivery of the requested
infrastructure.
For the S/P Requisition Management processes the role of the Support S/P Requisition
Management processes is to make sure that there is sufficient process capacity and
capability (for example, information, materials, systems and resources) so that the S/P
Requisition Management processes can operate effectively. Examples are: information
on how to process requisitions for specific S/P products, materials needed to confirm
requisition requests, systems needed to validate supplier/partner product and service
availability.
 arranging and managing supplier/partner access to appropriate service provider
infrastructure deployment support tools (including any appropriate Inventories) and
processes;
 arranging and managing service provider access to appropriate supplier/partner
processes;
 oversight of supplier/partner roll-out, in accordance with approved plans, of the
approved new and/or modified infrastructure;
 reporting on deployed supplier/partner resource infrastructure capacity;
 tracking and monitoring of the requested supplier/partner infrastructure deployment;
 reporting on supplier/partner deployment capability; · establishing and managing
supplier/partner requisition notification facilities and lists to support the S/P
Requisition Management notification and reporting processes;
 updating the Supplier/Partner Inventory of any changes to the supplier/partner
infrastructure deployment requests and progress;
 updating supplier/partner product and/or service information, etc to support the
S/PRM processes; and
 undertaking, and reporting on, trend analysis on S/P Requisition Management
processes, including types of associated requisition requests, response duration,
delays and other process measures.
 Explanatory
 Mandatory
 Optional
 Interactions
Support S/P Problem Reporting & Management

Process Context
Brief Description
Manage problem resolution activity with suppliers/partners who own and manage
outsourced infrastructure, and to ensure that the S/P Problem Reporting & Management
The purpose of the Support S/P Problem Reporting & Management processes is twofold -
to manage problem resolution activity with suppliers/partners who own and manage
problem-related activities when the service provider has outsourced the relevant
The actual engagement with the supplier/partner is initiated by the specific problem or
trouble management support processes of the CRM, RM&O or SM&O process layers.
Where Support S/P Problem Reporting & Management processes are engaged to
manage infrastructure-level problems, these processes are responsible to ensure on-time
and correct resolution and recovery.
For the S/P Problem Reporting & Management processes the role of the Support S/P
Problem Reporting & Management processes is to ensure that there is capability (for
example, information, materials, systems and resources) so that the S/P Problem
Reporting & Management processes can operate effectively.
· Arranging and managing supplier/partner access to appropriate service provider

problem and/or trouble management support tools (including any appropriate Inventories)
and processes;
· Arranging and managing service provider access to appropriate supplier/partner
problem management support tools (including any appropriate Inventories) and
processes;
· Monitoring and reporting on supplier/partner progress towards resolving reported S/P

infrastructure problems;
· Initiating reviews and recommendations for S/P infrastructure performance
improvements;
· Updating the Supplier/Partner Inventory of any changes to the supplier/partner
infrastructure problem reports and progress; and
· Undertaking, and reporting on, trend analysis on S/P Problem Reporting & Management
processes, including types of associated problem reports, response duration, delays and
other process measures.
Explanatory
Mandatory
Optional
Interactions
Support S/P Performance Management

Process Context
Brief Description
Manage performance restoration activity with suppliers/partners who own and manage
outsourced infrastructure, and to ensure that the S/P Performance Management
The purpose of the Support S/P Performance Management processes is twofold - to
manage performance restoration activity with suppliers/partners who own and manage
performance-related activities when the service provider has outsourced the relevant
The actual engagement with the supplier/partner is initiated by the specific performance
support processes of the CRM, RM&O or SM&O process layers. Where Support S/P
Performance Management processes are engaged to resolve infrastructure level
performance issues, these processes are responsible to ensure on-time and correct
resolution and re-establishment of normal infrastructure operation.
For the S/P Performance Management processes the role of the Support S/P
Performance Management processes is to ensure that there is capability (for example,
information, materials, systems and resources) so that the S/P Performance Management
 Arranging and managing supplier/partner access to appropriate service provider

performance management support tools (including any appropriate Inventories) and
processes;
 Arranging and managing service provider access to appropriate supplier/partner
processes;
 Monitoring and reporting on supplier/partner progress towards resolving reported
infrastructure performance issues;
 Initiating reviews and recommendations for S/P infrastructure performance
improvements;
 Updating the Supplier/Partner Inventory of any changes to the supplier/partner
infrastructure performance resolution requests and progress;
 Updating supplier/partner product and/or service performance information, etc to
support the S/PRM processes; and
 Undertaking and reporting on, trend analysis on S/P Performance Management
processes, including types of associated performance resolution requests, response
duration, delays and other process measures.
 Explanatory
 Mandatory
 Optional
 Interactions
Support S/P Settlements & Payments Management

Process Context
Brief Description
resources) so that the S/P Settlements & Payments Management processes can operate
effectively
The purpose of the Support S/P Settlements & Payments Management processes is to
ensure that there is capability (for example, information, materials, systems and
effectively. Examples are information on how to respond to current settlements and
payment issues with suppliers and partners, materials needed to process payments and
invoices with suppliers and partners: systems needed to create payments, handle
invoices or analyze supplier/partner payment and settlement concerns, requests for
impact on timely payment preparation, and complaint handling.
payment and settlement-related activities when the service provider has outsourced the
relevant infrastructure ownership and management to suppliers/partners (i.e. outsourced
network or IT bureau arrangements).
These processes undertake trend analysis on payment and invoicing, including problems,
delays and complaints.
Explanatory
Mandatory
Optional
Interactions
Support S/P Interface Management

Process Context
Brief Description
Ensure that there is capability so that the S/P Interface Management processes can
operate effectively
The purpose of the Support S/P Interface Management processes is to ensure that there
is capability (for example, information, materials, systems and resources) so that the S/P
Interface Management processes can operate effectively. Examples are information on
how to handle unusual requests based on temporary situations, systems needed to
accept and track supplier/partner contacts, requests for the provisioning of additional
resources where it has been identified that current levels will impact on timely contact
handling.
supplier/partner interfaces. This support could be in updating agent scripts, Web pages,
etc. Support S/P Interface Management processes keep up to date all information
concerning suppliers and partners.
These processes undertake trend analysis on supplier/partner contacts, e.g. type,
frequency, duration, outcome.
Explanatory
Mandatory
Optional
Interactions
Manage Supplier/Partner Inventory

Process Context
Brief Description
Manage the administration of the enterprise's supplier/partner inventory.
The purpose of the Manage Supplier/Partner Inventory processes are twofold - establish,
manage and administer the enterprise's supplier/partner inventory, as embodied in the
Supplier/Partner Inventory Database, and monitor and report on the usage and access to
the supplier/partner inventory, and the quality of the data maintained in it.
The supplier/partner inventory maintains records of all commercial arrangements with

supplier/partners, and any modifications to them. It also records all details of contacts
with suppliers/partners as well as commercial information, including details of S/P
products and services, required to support S/PRM and other processes.
The supplier/partner inventory is also responsible for maintaining the association between
product instances, service instances, resource instances and S/P product instances,
created as a result of the S/P Requisition Management processes.

 Identifying the inventory-relevant information requirements to be captured to support
the S/P Relationship Management and other processes;
 Identifying, establishing and maintaining supplier/partner inventory repository
facilities;
 Establishing and managing the supplier/partner inventory management and
information capture processes;
create, modify, update, delete and/or download supplier/partner data to and from the
supplier/partner inventory;
 Ensuring the supplier/partner inventory repository accurately captures and records all
 Tracking and monitoring of the usage of, and access to, the supplier/partner inventory
 Identifying any technical driven shortcomings of the supplier/partner inventory
repository, and providing input to Resource Development & Management processes
to rectify these issues.
 Explanatory
 Mandatory
 Optional
 Interactions
1.1.4.1.1 Support S/P Requisition

Management
Figure 145. Support S/P Requisition Management decomposition into level 4 processes
Support S/P Requisition Management

Process Context
Brief Description
Manage engagement with suppliers/partners who own and manage outsourced
infrastructure, and to ensure that the S/P Requisition Management processes are
operating effectively.
The purpose of the Support S/P Requisition Management processes is twofold - to
manage requisition activity with suppliers/partners who own and manage outsourced
infrastructure, and to ensure that the S/P Requisition Management processes can
provisioning-related activities when the service provider has outsourced the relevant
The actual engagement with the supplier/partner is initiated by the specific fulfillment or
provisioning enablement processes of the CRM, RM&O or SM&O process layers.
Where Enable S/P Requisition Management processes are engaged to manage new
and/or modified infrastructure deployment and/or capacity availability, these processes
are responsible to ensure on-time and correct deployment and delivery of the requested
infrastructure.
For the S/P Requisition Management processes the role of the Support S/P Requisition
Management processes is to make sure that there is sufficient process capacity and
capability (for example, information, materials, systems and resources) so that the S/P
Requisition Management processes can operate effectively. Examples are: information
on how to process requisitions for specific S/P products, materials needed to confirm
requisition requests, systems needed to validate supplier/partner product and service

availability.
 arranging and managing supplier/partner access to appropriate service provider
processes;
 arranging and managing service provider access to appropriate supplier/partner
processes;
 oversight of supplier/partner roll-out, in accordance with approved plans, of the
 reporting on deployed supplier/partner resource infrastructure capacity;
 tracking and monitoring of the requested supplier/partner infrastructure deployment;
 reporting on supplier/partner deployment capability; · establishing and managing
supplier/partner requisition notification facilities and lists to support the S/P
Requisition Management notification and reporting processes;
 updating the Supplier/Partner Inventory of any changes to the supplier/partner
 updating supplier/partner product and/or service information, etc to support the
S/PRM processes; and
 undertaking, and reporting on, trend analysis on S/P Requisition Management
processes, including types of associated requisition requests, response duration,
delays and other process measures.
 Explanatory
 Mandatory
 Optional
 Interactions
Arrange and Manage Access from S/P to Service Provider Provisioning Tools and
Processes

Process Context
Brief Description
Performing the supervision of the interfaces from S/P to Service Provider support tools in
order to keep always up and running the accessibility.
• Arranging and managing supplier/partner access to appropriate service provider
processes;
Explanatory
Mandatory
Optional
Interactions
Arrange and Manage Access to Supplier/Partner Tools and Processes

Process Context
Brief Description
Supervising of the interfaces from Service Provider to S/P support tools in order to keep
always up and running the accessibility.
processes;
Explanatory
Mandatory
Optional
Interactions
Supervise S/P Rollout & and Report S/P Capacity

Process Context
Brief Description
Monitoring and reporting on S/P capacity and capability.
• Oversight of supplier/partner roll-out, in accordance with approved plans, of the
• reporting on deployed supplier/partner resource infrastructure capacity;
Explanatory
Mandatory
Optional
Interactions
Monitoring S/P Requested Infrastructure Deployment

Process Context
Brief Description
Tracking and monitoring of the requested S/P infrastructure deployment in order to
provide inputs to the Inventory.
• tracking and monitoring of the requested supplier/partner infrastructure deployment;
Explanatory
Mandatory
Optional
Interactions
Reporting S/P Deployment Capability

Process Context
Brief Description
Supporting the deployment of these support tools and any problem resolution to their
functionality.
• reporting on supplier/partner deployment capability; • establishing and managing
supplier/partner requisition notification facilities and lists to support the S/P Requisition
Management notification and reporting processes;
Explanatory
Mandatory
Optional
Interactions
Detect impact on S/P Inventory Infrastructure and Update

Process Context
Brief Description
Receiving and sending related information over over communication channel in order to
update the supplier/partner Inventory.
• updating the Supplier/Partner Inventory of any changes to the supplier/partner
• updating supplier/partner product and/or service information, etc to support the S/PRM
processes; and
Explanatory
Mandatory
Optional
Interactions
Analyzing S/P Requisition Processes Performance
Process Context
Brief Description
Analyzing trend analysis reports and managing requisition processes perfomance.
• undertaking, and reporting on, trend analysis on S/P Requisition Management
processes, including types of associated requisition requests, response duration, delays
and other process measures.
Explanatory
Mandatory
Optional
Interactions
1.1.4.1.2 Support S/P Problem Reporting &

Management
Figure 146. Support S/P Problem Reporting & Management decomposition into level 4 processes
Support S/P Problem Reporting & Management

Process Context
Brief Description
Manage problem resolution activity with suppliers/partners who own and manage
The purpose of the Support S/P Problem Reporting & Management processes is twofold -
to manage problem resolution activity with suppliers/partners who own and manage
problem-related activities when the service provider has outsourced the relevant
The actual engagement with the supplier/partner is initiated by the specific problem or
trouble management support processes of the CRM, RM&O or SM&O process layers.
Where Support S/P Problem Reporting & Management processes are engaged to
manage infrastructure-level problems, these processes are responsible to ensure on-time
and correct resolution and recovery.
For the S/P Problem Reporting & Management processes the role of the Support S/P
Problem Reporting & Management processes is to ensure that there is capability (for
example, information, materials, systems and resources) so that the S/P Problem
Reporting & Management processes can operate effectively.

and processes;
processes;

improvements;
infrastructure problem reports and progress; and
Explanatory
Mandatory
Optional
Interactions
Arrange and Manage Access for S/P to Service Provider Problem Mgmt. Tools and
Processes

Process Context
Brief Description
Performing the supervision of the interfaces from S/P to Service Provider support tools in
order to keep always up and running the accessibility.
and processes;
Explanatory
Mandatory
Optional
Interactions
Arrange and Manage Access to Supplier/Partner Tools and Processes

Process Context
Brief Description
processes;
Explanatory
Mandatory
Optional
Interactions
Monitor, Report for S/P Performance and Provide Recommendations
Process Context
Brief Description
Supervising S/P problem resolution progress and planing for the necessary
improvements.
improvements;
Explanatory
Mandatory
Optional
Interactions
Detect Change on S/P Inventory Infrastructure and Update

Process Context
Brief Description
[Not Available]
· Updating supplier/partner product and/or service performance information, etc to

Explanatory
Mandatory
Optional
Interactions
Analyzing S/P Problem Processes Performance

Process Context
Brief Description
Analyzing trend analysis reports and managing S/P problem reporting and mgmt.
processes perfomance.
Explanatory
Mandatory
Optional
Interactions
1.1.4.1.3 Support S/P Performance

Management
Figure 147. Support S/P Performance Management decomposition into level 4 processes
Support S/P Performance Management

Process Context
Brief Description
Manage performance restoration activity with suppliers/partners who own and manage
The purpose of the Support S/P Performance Management processes is twofold - to
manage performance restoration activity with suppliers/partners who own and manage
performance-related activities when the service provider has outsourced the relevant
The actual engagement with the supplier/partner is initiated by the specific performance
support processes of the CRM, RM&O or SM&O process layers. Where Support S/P
Performance Management processes are engaged to resolve infrastructure level
performance issues, these processes are responsible to ensure on-time and correct
resolution and re-establishment of normal infrastructure operation.
For the S/P Performance Management processes the role of the Support S/P
Performance Management processes is to ensure that there is capability (for example,
information, materials, systems and resources) so that the S/P Performance Management
 Arranging and managing supplier/partner access to appropriate service provider

processes;
 Arranging and managing service provider access to appropriate supplier/partner
processes;
 Monitoring and reporting on supplier/partner progress towards resolving reported
 Initiating reviews and recommendations for S/P infrastructure performance
improvements;
 Updating the Supplier/Partner Inventory of any changes to the supplier/partner
 Updating supplier/partner product and/or service performance information, etc to
 Undertaking and reporting on, trend analysis on S/P Performance Management
 Explanatory
 Mandatory
 Optional
 Interactions
Arrange and Manage Access for S/P to Service Performance Mgmt. Tools and Processes

Process Context
Brief Description
Performing the supervision of the interfaces from S/P to Service Provider performance
support tools in order to keep always up and running the accessibility.
processes;
Explanatory
Mandatory
Optional
Interactions
Arrange and Manage Access to Supplier/Partner Service Performance Mgmt. Tools and
Processes

Process Context
Brief Description
processes;
Explanatory
Mandatory
Optional
Interactions
Monitor and Report S/P Performance Issues and Provide Recommendations

Process Context
Brief Description
Supervising S/P performance issues resolution progress and planing for the necessary
improvements.
· Monitoring and reporting on supplier/partner progress towards resolving reported
improvements;
Explanatory
Mandatory
Optional
Interactions
Detect Change on S/P Inventory Infrastructure and Update

Process Context
Brief Description
[Not Available]
· Updating supplier/partner product and/or service performance information, etc to
Explanatory
Mandatory
Optional
Interactions
Analyzing S/P Performance Processes's Performance

Process Context
Brief Description
Analyzing trend analysis reports and managing S/P performance reporting and mgmt.
processes perfomance.
· Undertaking and reporting on, trend analysis on S/P Performance Management
Explanatory
Mandatory
Optional
Interactions
1.1.4.1.4 Support S/P Settlements &

Payments Management
Figure 148. Support S/P Settlements & Payments Management decomposition into level 4 processes
Support S/P Settlements & Payments Management

Process Context
Brief Description
effectively
The purpose of the Support S/P Settlements & Payments Management processes is to
ensure that there is capability (for example, information, materials, systems and
effectively. Examples are information on how to respond to current settlements and
payment issues with suppliers and partners, materials needed to process payments and
invoices with suppliers and partners: systems needed to create payments, handle
invoices or analyze supplier/partner payment and settlement concerns, requests for
impact on timely payment preparation, and complaint handling.
payment and settlement-related activities when the service provider has outsourced the
relevant infrastructure ownership and management to suppliers/partners (i.e. outsourced
network or IT bureau arrangements).
These processes undertake trend analysis on payment and invoicing, including problems,
delays and complaints.
Explanatory
Mandatory
Optional
Interactions
Arrange Facilities, Tools and Systems to Support Processes

Process Context
Brief Description
· Making sure that there is capability (for example, information, materials, systems and
effectively.
Explanatory
Mandatory
Optional
Interactions
Analyze S/P Settlements & Payments Process Performance

Process Context
Brief Description
· These processes undertake trend analysis on payment and invoicing, including
problems, delays and complaints.
Explanatory
Mandatory
Optional
Interactions
1.1.4.1.5 Support S/P Interface

Management
Figure 149. Support S/P Interface Management decomposition into level 4 processes
Support S/P Interface Management

Process Context
Brief Description
Ensure that there is capability so that the S/P Interface Management processes can
operate effectively
The purpose of the Support S/P Interface Management processes is to ensure that there
is capability (for example, information, materials, systems and resources) so that the S/P
Interface Management processes can operate effectively. Examples are information on
how to handle unusual requests based on temporary situations, systems needed to
accept and track supplier/partner contacts, requests for the provisioning of additional
resources where it has been identified that current levels will impact on timely contact
handling.
supplier/partner interfaces. This support could be in updating agent scripts, Web pages,
etc. Support S/P Interface Management processes keep up to date all information
concerning suppliers and partners.
These processes undertake trend analysis on supplier/partner contacts, e.g. type,
frequency, duration, outcome.
Explanatory
Mandatory
Optional
Interactions
Check Interface List,Status and Availability

Process Context
Brief Description
· Checking the interface process capability (e.g. interconnection system availability,
information system functionality and capacity, automated procedures between interface
support tools, etc.);
· Making sure that the interface contact list contains all the related information used to
communicate with S/P e.g. the name of interface, description, technical parameters,
reference to documentation etc.
Explanatory
Mandatory
Optional
Interactions
Identify Contact Changes and Update

Process Context
Brief Description
· Implementing generic and specific changes to supplier/partner interfaces (example:
updating agent scripts, Web pages, etc.
· Gathering all the information available related to the contact identified and keep up to
date all information concerning suppliers and partners..
Explanatory
Mandatory
Optional
Interactions
Assess S/P Interface Performance

Process Context
Brief Description
· Undertaking the trend analysis on supplier/partner contacts, e.g. type, frequency,
duration, outcome.
Explanatory
Mandatory
Optional
Interactions
1.1.4.1.6 Manage Supplier/Partner

Inventory
Figure 150. Manage Supplier/Partner Inventory decomposition into level 4 processes
Manage Supplier/Partner Inventory

Process Context
Brief Description
Manage the administration of the enterprise's supplier/partner inventory.
The purpose of the Manage Supplier/Partner Inventory processes are twofold - establish,
manage and administer the enterprise's supplier/partner inventory, as embodied in the
Supplier/Partner Inventory Database, and monitor and report on the usage and access to
the supplier/partner inventory, and the quality of the data maintained in it.
The supplier/partner inventory maintains records of all commercial arrangements with

supplier/partners, and any modifications to them. It also records all details of contacts
with suppliers/partners as well as commercial information, including details of S/P
products and services, required to support S/PRM and other processes.
The supplier/partner inventory is also responsible for maintaining the association between
product instances, service instances, resource instances and S/P product instances,
created as a result of the S/P Requisition Management processes.
 Identifying the inventory-relevant information requirements to be captured to support

the S/P Relationship Management and other processes;
 Identifying, establishing and maintaining supplier/partner inventory repository
facilities;
 Establishing and managing the supplier/partner inventory management and
information capture processes;
 Ensuring the supplier/partner inventory repository accurately captures and records all
 Tracking and monitoring of the usage of, and access to, the supplier/partner inventory
 Identifying any technical driven shortcomings of the supplier/partner inventory
repository, and providing input to Resource Development & Management processes
to rectify these issues.
 Explanatory
 Mandatory
 Optional
 Interactions
Manage S/P Inventory Repository

Process Context
Brief Description
· Identifying the inventory-relevant information requirements to be captured to support the
S/P Relationship Management and other processes;
· Identifying, establishing and maintaining supplier/partner inventory repository facilities;
Explanatory
Mandatory
Optional
Interactions
Manage and Administer S/P Inventory

Process Context
Brief Description
· Establishing and managing the supplier/partner inventory management and information
capture processes;
Explanatory
Mandatory
Optional
Interactions
Perform Audit Tests

Process Context
Brief Description
· Ensuring the supplier/partner inventory repository accurately captures and records all
manual audits;
Explanatory
Mandatory
Optional
Interactions
Track and Monitor S/P Inventory

Process Context
Brief Description
· Tracking and monitoring of the usage of, and access to, the supplier/partner inventory
Explanatory
Mandatory
Optional
Interactions
Identify Issues and Provide Reports

Process Context
Brief Description
· Identifying any technical driven shortcomings of the supplier/partner inventory
Explanatory
Mandatory
Optional
Interactions
1.1.4.2 S/P Requisition Management
Figure 151. S/P Requisition Management decomposition into level 3 processes
Select Supplier/Partner

Process Context
Brief Description
Identify the most appropriate supplier/partner or suppliers/partners amongst those with
whom a supply arrangement exists
The responsibility of the Select Supplier/Partner processes is to identify the most
appropriate supplier/partner or suppliers/partners amongst those with whom a supply
arrangement exists.
Based on the particular product, service and/or resource component requirements, select
the most appropriate supplier or partner from the range of S/Ps with whom a supply
arrangement exists.
Explanatory
Mandatory
Optional
Interactions
S/P Requisition Management

Process Context
Brief Description
Track, monitor and report on the service provider initiated product and/or service
provisioning engagements to ensure that the interactions are in accordance with the
agreed commercial arrangements between the service provider and the Supplier/Partner.
The S/P Requisition Management processes track, monitor and report on the service
provider initiated product, service and/or resource provisioning engagements to ensure
that the interactions are in accordance with the agreed commercial arrangements
between the service provider and the Supplier/Partner.
External suppliers/partners are engaged by the service provider in provisioning activities
when:
 specific resources need to be purchased and delivered to satisfy resource orders;
 the service provider has outsourced specific activities to suppliers/partners that are
required to be utilized as part of provisioning activity (i.e. outsourced installation
activities);
 the specific service is purchased from an external supplier (as in an interconnect
service);
 the specific product and/or service, or specific product and/or service component, is
owned and delivered by an external partner, or
 previously issued requisitions for specific resources or services need to be modified
or cancelled.Explanatory
 Mandatory
 Optional
 Interactions
Initiate S/P Requisition Order

Process Context
Brief Description
Generate a correctly formatted and specified S/P requisition order, and issue this to the
selected supplier/partner
The Initiate S/P Requisition Order processes are responsible for generating a correctly
formatted and specified S/P requisition order, and issuing this to the selected
supplier/partner. Requests for S/P requisition orders are passed to the S/P Requisition
Management processes from the Track & Manage processes in the RM&O, the SM&O or
the CRM process layer. The Initiate S/P Requisition Order contains the originating
request identifier to allow for appropriate linking to the processes which originally caused
the S/P requisition order to be initiated. Requests received may be for the initiation of new
S/P requisition orders, for modifications to previously issued S/P requisition orders or for
cancellation of previously issued S/P requisition orders.
Explanatory
Mandatory
Optional
Interactions
Determine S/P Pre-Requisition Feasibility
Process Context
Brief Description
Determine the ability of suppliers/partners to deliver the specific resources, services or
products, within the specified requirements
The Determine S/P Pre-Requisition Feasibility processes are responsible for determining
the ability of suppliers/partners to deliver the specific resources, services or products,
within the specified requirements.
These processes query a set of candidate suppliers to check for S/P specific resource,
service or product availability and ability to meet delivery volumes, delivery time-scales
and schedules, locations, specific technical and other requirements (including relevant
standards), etc. The candidate suppliers will have been defined during the Select
Supplier/Partner processes.
Once a supplier/partner is chosen, it must be established that the specific resource,
service or product is available (in stock / or that sufficient capacity is available), and that
the delivery volumes and conditions can be met. There may be some negotiation with the
supplier regarding delivery scheduling and S/P specific resource, service or product
availability.
There may be a number of suppliers who in principle can meet the business need, and
so, within the confines of existing commercial agreements, there may be a process of
evaluating each supplier's specific resource, service or product offering (and options)
against the business need.
Explanatory
Mandatory
Optional
Interactions
Report S/P Requisition
Process Context
Brief Description
Monitor the status of S/P requisition orders, provide notifications of any changes and
provide management reports
The objective of the Report S/P Requisition processes is to monitor the status of S/P
requisition orders, provide notifications of any changes and provide management reports.
These processes are responsible for continuously monitoring the status of S/P requisition
Support S/P Requisition Management processes.
These processes record, analyze and assess the S/P requisition order status changes to
effectiveness of the overall S/P Requisition Management process. These specialized
Explanatory
Mandatory
Optional
Interactions
Track & Manage S/P Requisition

Process Context
Brief Description
Ensure S/P requisition orders are being processed and delivered efficiently and
effectively
The objective of the Track & Manage S/P Requisition processes is to ensure S/P
requisition orders are being processed and delivered efficiently and effectively, and that
escalation is being invoked as required for any open S/P requisition orders in jeopardy.

 Managing regular interaction with the supplier/partner to establish progress of S/P
requisition orders;
 Modifying information in an existing S/P requisition order based on feedback of
progress from the supplier/partner;
 Modifying the S/P requisition order status;
 Cancelling a S/P requisition order when the specific requisition requirements are no
longer required as notified by the RM&O, the SM&O or the CRM processes; and
 Monitoring the jeopardy status of open S/P requisition orders, and initiating escalation
of S/P requisition orders as necessary.Explanatory
 Mandatory
 Optional
 Interactions
Close S/P Requisition Order

Process Context
Brief Description
Close a S/P requisition order when the S/P requisition has been successfully completed
The objective of the Close S/P Requisition Order processes is to close a S/P requisition
order when the S/P requisition has been successfully completed.
These processes monitor the status of all open S/P requisition orders, and recognize that
a S/P requisition order is ready to be closed when the status is changed to completed. .
Explanatory
Mandatory
Optional
Interactions
Receive & Accept S/P Requisition

Process Context
Brief Description
Records delivery of S/P requisitions, and arranges for any acceptance testing or
commissioning required
Receive & Accept S/P Requisition records delivery of S/P requisitions, and arranges for
any acceptance testing or commissioning required.
These processes facilitate and support coordination of internal activities with activities
performed by the supplier/partner, that are required to:
 Configure a bought-in S/P product;
 Bring a bought-in S/P product into service; or
 Restore a bought-in S/P product to service.Explanatory
 Mandatory
 Optional
 Interactions
Recover S/P Product (Service/ Resource)

Process Context
Brief Description
This process element supports the recovery of the out-sourced Products, which in turn
triggers the recovery of Services and Resources that were offered by the Product, by the
S/P when the contract is terminated.
This process triggers the Product (Service/Resource) recovery plans established by the
S/P as per the Agreement terms and conditions.
This process can reuse the existing Recover Service (eTOM Process id 1.1.2.2.10) /
Recover Resource (eTOM Process Id 1.1.3.2.9) processes as applicable in recovering
S/P Services / Resources that are associated with the Product and in an
outsourced/contractual relationship.
This process element supports the recovery of the out-sourced Products, which in turn
triggers the recovery of Services and Resources that were offered by the Product, by the
S/P when the contract is terminated.
This process triggers the Product (Service/Resource) recovery plans established by the
S/P as per the Agreement terms and conditions.
This process can reuse the existing Recover Service (eTOM Process id 1.1.2.2.10) /
Recover Resource (eTOM Process Id 1.1.3.2.9) processes as applicable in recovering
S/P Services / Resources that are associated with the Product and in an
outsourced/contractual relationship.
Explanatory
Mandatory
Optional
Interactions
1.1.4.2.1 Select Supplier/Partner
Figure 152. Select Supplier/Partner decomposition into level 4 processes
Select Supplier/Partner

Process Context
Brief Description
Identify the most appropriate supplier/partner or suppliers/partners amongst those with
whom a supply arrangement exists
The responsibility of the Select Supplier/Partner processes is to identify the most
appropriate supplier/partner or suppliers/partners amongst those with whom a supply
arrangement exists.
Based on the particular product, service and/or resource component requirements, select
the most appropriate supplier or partner from the range of S/Ps with whom a supply
arrangement exists.
Explanatory
Mandatory
Optional
Interactions
Identify Supplier/Partner

Process Context
Brief Description
process identifies the most appropriate supplier/partner or suppliers/partners amongst
those with whom a supply arrangement exists.
Explanatory
Mandatory
process identifies the most appropriate supplier/partner or suppliers/partners amongst
those with whom a supply arrangement exists.
Optional
Interactions
Select most appropriate Supplier/partner

Process Context
Brief Description
process selects most appropriate supplier/partner from the range of S/Ps with whom a
supply arrangement exists for particular product, service and/or resource component
requirements
Explanatory
Mandatory
process selects most appropriate supplier/partner from the range of S/Ps with whom a
supply arrangement exists for particular product, service and/or resource component
requirements
Optional
Interactions
1.1.4.2.2 Determine S/P Pre-Requisition

Feasibility
Figure 153. Determine S/P Pre-Requisition Feasibility decomposition into level 4 processes
Determine S/P Pre-Requisition Feasibility

Process Context
Brief Description
Determine the ability of suppliers/partners to deliver the specific resources, services or
products, within the specified requirements
The Determine S/P Pre-Requisition Feasibility processes are responsible for determining
the ability of suppliers/partners to deliver the specific resources, services or products,
within the specified requirements.
standards), etc. The candidate suppliers will have been defined during the Select
Supplier/Partner processes.
Once a supplier/partner is chosen, it must be established that the specific resource,
service or product is available (in stock / or that sufficient capacity is available), and that
the delivery volumes and conditions can be met. There may be some negotiation with the
supplier regarding delivery scheduling and S/P specific resource, service or product
availability.
There may be a number of suppliers who in principle can meet the business need, and
so, within the confines of existing commercial agreements, there may be a process of
against the business need.
Explanatory
Mandatory
Optional
Interactions
Assess S/P Delivery Capabilities

Process Context
Brief Description
standards),
Explanatory
Mandatory
standards),
Optional
Interactions
Establish Availability with S/P Inventory

Process Context
Brief Description
establish that the specific resource, service or product is available (in stock / or that
sufficient capacity is available), and that the delivery volumes and conditions can be met.
There may be some negotiation with the supplier regarding delivery scheduling and S/P
specific resource, service or product availability.
Explanatory
There may be some negotiation with the supplier regarding delivery scheduling and S/P
specific resource, service or product availability.
Mandatory
establish that the specific resource, service or product is available (in stock / or that
sufficient capacity is available), and that the delivery volumes and conditions can be met.
Optional
Interactions
Evaluate S/P Against Business Needs

Process Context
Brief Description
against the business need
Explanatory
Mandatory
Evaluate S/P against business needs processes evaluates each supplier's specific
resource, service or product offering (and options) against the business need as there
may be a number of suppliers who in principle can meet the business need, and so,
within the confines of existing commercial agreements
Optional
Interactions
1.1.4.2.3 Track & Manage S/P Requisition
Figure 154. Track & Manage S/P Requisition decomposition into level 4 processes
Track & Manage S/P Requisition

Process Context
Brief Description
Ensure S/P requisition orders are being processed and delivered efficiently and
effectively
The objective of the Track & Manage S/P Requisition processes is to ensure S/P
requisition orders are being processed and delivered efficiently and effectively, and that
escalation is being invoked as required for any open S/P requisition orders in jeopardy.

 Managing regular interaction with the supplier/partner to establish progress of
S/P requisition orders;
 Modifying information in an existing S/P requisition order based on feedback of
progress from the supplier/partner;
 Modifying the S/P requisition order status;
 Cancelling a S/P requisition order when the specific requisition requirements

are no longer required as notified by the RM&O, the SM&O or the CRM
processes; and
 Monitoring the jeopardy status of open S/P requisition orders, and initiating
escalation of S/P requisition orders as necessary.Explanatory
 Mandatory
 Optional
 Interactions
Modify Information-S/P Requisition Orders

Process Context
Brief Description
Modifying information in an existing S/P requisition order based on feedback of progress
from the supplier/partner;
Explanatory
Mandatory
Modifying information in an existing S/P requisition order based on feedback of progress
Optional
Interactions
Cancel S/P Requisition Orders

Process Context
Brief Description
Cancelling a S/P requisition order when the specific requisition requirements are no
longer required as notified
Explanatory
Mandatory
Cancelling a S/P requisition order when the specific requisition requirements are no
longer required as notified
Optional
Interactions
Escalate S/P Requisition Orders

Process Context
Brief Description
Initiate escalation of S/P requisition order as necessary
Explanatory
Mandatory
Initiate escalation of S/P requisition order as necessary
Optional
Interactions
Manage S/P Requisition Orders

Process Context
Brief Description
processes ensure S/P requisition orders are being processed and delivered efficiently
and effectively.
manage S/P requisition orders processes manages S/P requisition orders are being
processed and delivered efficiently and effectively.These processes also manage
notifications or requests from suppliers regarding forced or requested changes to the S/P
requisition specification or delivery schedule. These change requests may be caused by
the supplier/partner or may be outside their control. Change requests are notified to the
originating RM&O, SM&O or CRM processes where a resolution is agreed.
Explanatory
These change requests may be caused by the supplier/partner or may be outside their
control.
Mandatory
manage S/P requisition orders processes manages S/P requisition orders are being
processed and delivered efficiently and effectively.These processes also manage
notifications or requests from suppliers regarding forced or requested changes to the S/P
requisition specification or delivery schedule.
Optional
Interactions
Change requests are notified to the originating RM&O, SM&O or CRM processes where a
resolution is agreed.
Monitor Jeopardy Status- Open S/P Requisition Orders

Process Context
Brief Description
Monitoring the jeopardy status of open S/P requisition orders
Explanatory
Mandatory
Monitoring the jeopardy status of open S/P requisition orders
Optional
Interactions
Track S/P Requisition Orders
Process Context
Brief Description
These processes track progress with the supplier/partner, either periodically, or at defined
points according to a project or program plan. This tracking may be driven from the
enterprise, or triggered by reports from the supplier/partner (e.g. periodically or at key
events). These processes also initiate jeopardy and risk management in relation to the
supplied specific resources, services and products, their availability and delivery
schedule.
Explanatory
This tracking may be driven from the enterprise, or triggered by reports from the
supplier/partner (e.g. periodically or at key events).
Mandatory
These processes track progress with the supplier/partner, either periodically, or at defined
points according to a project or program plan.
Optional
Interactions
These processes also initiate jeopardy and risk management in relation to the supplied
specific resources, services and products, their availability and delivery schedule.
Notify- Cleared Status of S/P Requisition Orders

Process Context
Brief Description
inform the Close S/P Requisition Order processes by modifying the S/P requisition order
status to completed when the S/P requisition has been successfully delivered.
Explanatory
Mandatory
status to completed when the S/P requisition has been successfully delivered.
Optional
Interactions
status
1.1.4.2.5 Initiate S/P Requisition Order
Figure 155. Initiate S/P Requisition Order decomposition into level 4 processes
Initiate S/P Requisition Order

Process Context
Brief Description
Generate a correctly formatted and specified S/P requisition order, and issue this to the
selected supplier/partner
The Initiate S/P Requisition Order processes are responsible for generating a correctly
formatted and specified S/P requisition order, and issuing this to the selected
supplier/partner. Requests for S/P requisition orders are passed to the S/P Requisition
Management processes from the Track & Manage processes in the RM&O, the SM&O or
the CRM process layer. The Initiate S/P Requisition Order contains the originating
request identifier to allow for appropriate linking to the processes which originally caused
the S/P requisition order to be initiated. Requests received may be for the initiation of new
S/P requisition orders, for modifications to previously issued S/P requisition orders or for
cancellation of previously issued S/P requisition orders.
Explanatory
Mandatory
Optional
Interactions
Generate S/P Requisition Order

Process Context
Brief Description
This process generates a correctly formatted and specified S/P requisition order. The
S/P Requisition Order contains the originating request identifier to allow for appropriate
linking to the processes which originally caused the S/P requisition order to be initiated.
The S/P Requisition Order may be for the initiation of new S/P requisition orders, for
modifications to previously issued S/P requisition orders or for cancellation of previously
issued S/P requisition orders.
Explanatory
The S/P Requisition Order contains the originating request identifier to allow for
appropriate linking to the processes which originally caused the S/P requisition order to
be initiated. The S/P Requisition Order may be for the initiation of new S/P requisition
orders, for modifications to previously issued S/P requisition orders or for cancellation of
previously issued S/P requisition orders.
Mandatory
This process generates a correctly formatted and specified S/P requisition order
Optional
Interactions
Issue S/P Requisition Order

Process Context
Brief Description
This process issues the S/P requisition order to the selected supplier/partner.
Explanatory
Mandatory
This process issues the S/P requisition order to the selected supplier/partner.
Optional
Interactions
1.1.4.2.6 Report S/P Requisition
Figure 156. Report S/P Requisition decomposition into level 4 processes
Report S/P Requisition

Process Context
Brief Description
Monitor the status of S/P requisition orders, provide notifications of any changes and
The objective of the Report S/P Requisition processes is to monitor the status of S/P
requisition orders, provide notifications of any changes and provide management reports.
These processes are responsible for continuously monitoring the status of S/P requisition
Support S/P Requisition Management processes.
These processes record, analyze and assess the S/P requisition order status changes to
effectiveness of the overall S/P Requisition Management process. These specialized
Explanatory
Mandatory
Optional
Interactions
Monitor S/P Requisition Order Status

Process Context
Brief Description
Continuously monitor the status of S/P requisition orders.
Explanatory
Mandatory
Continuously monitor the status of S/P requisition orders.
Optional
Interactions
Manage S/P Requisition Order Status Notification

Process Context
Brief Description
any status changes.
Explanatory
Mandatory
any status changes.
Optional
Interactions
Report S/P Requisition Order Status

Process Context
Brief Description
Record, analyze and assess the S/P requisition order status changes to provide
of the overall Order Handling process, including specific reports required by specific
audiences.
Explanatory
Mandatory
Record, analyze and assess the S/P requisition order status changes to provide
of the overall Order Handling process, including specific reports required by specific
audiences.
Optional
Interactions
1.1.4.2.7 Close S/P Requisition Order
Figure 157. Close S/P Requisition Order decomposition into level 4 processes
Close S/P Requisition Order

Process Context
Brief Description
Close a S/P requisition order when the S/P requisition has been successfully completed
The objective of the Close S/P Requisition Order processes is to close a S/P requisition
order when the S/P requisition has been successfully completed.
These processes monitor the status of all open S/P requisition orders, and recognize that
a S/P requisition order is ready to be closed when the status is changed to completed. .
Explanatory
Mandatory
Optional
Interactions
Monitor Status- All Open S/P Requisition Order

Process Context
Brief Description
monitors the status of all open S/P requisition order
Explanatory
Mandatory
monitors the status of all open S/P requisition order
Optional
Interactions
Mark S/P Requisition Order As Closed

Process Context
Brief Description
closes S/P requisition order when status is changed to completed
Explanatory
Mandatory
closes S/P requisition order when status is changed to completed
Optional
Interactions
1.1.4.3 S/P Problem Reporting &

Management
Figure 158. S/P Problem Reporting & Management decomposition into level 3 processes
S/P Problem Reporting & Management

Process Context
Brief Description
Track, monitor and report on the service provider initiated problem engagements to
ensure that the interactions are in accordance with the agreed commercial arrangements
The S/P Problem Reporting & Management processes track, monitor and report on the
service provider initiated problem engagements to ensure that the interactions are in
accordance with the agreed commercial arrangements between the service provider and
the Supplier/Partner.
In addition, external suppliers/partners may report S/P discovered problems to the service
provider which may impact resources, services and/or customers.
External suppliers/partners are engaged by the service provider in correction and

recovery activities when:
 higher level expertise and/or higher level support is required to resolve the service
problem or resource trouble, (which may be automatic in the case of highest priority
service problems or resource troubles);
 the service provider has outsourced specific activities to a supplier/partner which are
needed as part of problem management resolution (i.e. outsourced field
maintenance);
 the specific service has been purchased from an external supplier (as in an
interconnect service); or
 the specific product and/or service, or specific product and/or service component, is
owned and maintained by an external partner.Explanatory
 Mandatory
 Optional
 Interactions
Initiate S/P Problem Report

Process Context
Brief Description
Report specific problems to the supplier / partner.
The Initiate S/P Problem Report processes are responsible for reporting specific
problems to the supplier / partner. These problems are passed to the S/P Problem
Reporting & Management processes from either the RM&O or the SM&O Track &
Manage processes.
The S/P Problem Report contains the originating resource trouble report or service
trouble report identifier to allow for appropriate linking to the processes which originally
caused the S/P problem report to be initiated.
Explanatory
Mandatory
Optional
Interactions
Receive S/P Problem Report

Process Context
Brief Description
Receive notification of problems detected by the supplier/ partner, and notifies other
processes of this.
processes of this. These notifications will be passed on to the appropriate Track &
Manage processes in the RM&O and/or SM&O process layers depending on the nature
of the notified problem.
Explanatory
Mandatory
Receive notification of problems detected by the supplier/ partner
Optional
Interactions
Notifies other processes of problems detected by the supplier/ partner
pass notifications to the appropriate Track & Manage processes in the RM&O and/or
SM&O process layers depending on the nature of the notified
Track & Manage S/P Problem Resolution

Process Context
Brief Description
Track progress of the problem resolution as advised by the supplier / partner.
Explanatory
The objective of the Track & Manage S/P Problem Resolution processes is to ensure
testing, repair and restoration activities are being assigned, coordinated and tracked
efficiently, and that escalation is being invoked as required for any open S/P problem
reports in jeopardy
Mandatory
Managing regular interaction about resolution progress with the supplier/partner
Establish resolution progress for S/P problem reports
when the specific problem discovered is not related to the supplier/partner; Cancel a S/P
problem report
Monitoring the jeopardy status of open S/P problem reports; initiating escalation of S/P
unresolved problem reports as necessary
Modifying information in an existing S/P problem report based on feedback of progress

Optional
Interactions
Inform the Close S/P Problem Report processes by modifying the S/P problem report
status to cleared when the S/P problem has been resolved.
Report S/P Problem Resolution

Process Context
Brief Description
Monitor the status of S/P problem reports, provide notifications of any changes and
The objective of the Report S/P Problem Resolution processes is to monitor the status of
S/P problem reports, provide notifications of any changes and provide management
reports.
These processes are responsible for continuously monitoring the status of S/P problem
Support S/P Problem Reporting & Management processes.
These processes record, analyze and assess the S/P problem report status changes to
effectiveness of the overall S/P Problem Reporting & Management process.
Explanatory
Mandatory
Optional
Interactions
Close S/P Problem Report

Process Context
Brief Description
Close a S/P problem report when the S/P problem has been resolved
The objective of the Close S/P Problem Report processes is to close a S/P problem
report when the S/P problem has been resolved.
These processes monitor the status of all open S/P problem reports, and recognize that
a S/P problem report is ready to be closed when the status is changed to cleared.
Explanatory
Mandatory
Optional
Interactions
1.1.4.3.1 Initiate S/P Problem Report
Figure 159. Initiate S/P Problem Report decomposition into level 4 processes
Initiate S/P Problem Report

Process Context
Brief Description
Report specific problems to the supplier / partner.
The Initiate S/P Problem Report processes are responsible for reporting specific
problems to the supplier / partner. These problems are passed to the S/P Problem
Reporting & Management processes from either the RM&O or the SM&O Track &
Manage processes.
The S/P Problem Report contains the originating resource trouble report or service
trouble report identifier to allow for appropriate linking to the processes which originally
caused the S/P problem report to be initiated.
Explanatory
Mandatory
Optional
Interactions
Generate S/P Problem Peport

Process Context
Brief Description
this process generates S/P problem report which contains the originating resource
trouble report or service trouble report identifier to allow for appropriate linking to the
processes which originally caused the S/P problem report to be initiated
Explanatory
Responsible for generating reports concerning specific problems, that can be passed to a
supplier / partner. This allows the supplier / partner to investigate these problems within
thwir own domain and establsih what role or involvement they might have with the
problem
Mandatory
Generate report(s) on specific S/P problems that can be passed to a supplier / partner
Maintain link to processes which originally caused the S/P problem report to be initiated -
the S/P Problem report contains the originating resource trouble report or service trouble
report identifier to allow for appropriate linking to the processes which originally caused
the S/P problem report to be initiated.
Optional
The generated report may be relevant to selected suppliers / partners, or to all,
depending on the problem concerned and whether it is possible to identify which
suppliers/ partners may be involved
Interactions
These problems are passed to the S/P Problem Reporting & Management processes
from either the RM&O or the SM&O Track & Manage processes.
Issue S/P Problem Report

Process Context
Brief Description
This process issues the S/P problem report to the supplier/partner.
Explanatory
Responsible for passing reports concerning specific problems, to a supplier / partner. This
allows the supplier / partner to investigate these problems within thwir own domain and
establsih what role or involvement they might have with the problem
Mandatory
Identify the relevant supplier /partner for this problem
Pass report(s) on specific S/P problems to a supplier / partner
Optional
The generated report may be passed to selected suppliers / partners, or to all, depending
on the problem concerned and whether it is possible to identify which suppliers/ partners
may be involved
Interactions
Interaction with agencies external to the enterprise, via S/P Interface Management
1.1.4.3.2 Receive S/P Problem Report
Figure 160. Receive S/P Problem Report decomposition into level 4 processes
Receive S/P Problem Report

Process Context
Brief Description
processes of this.
processes of this. These notifications will be passed on to the appropriate Track &
Manage processes in the RM&O and/or SM&O process layers depending on the nature
of the notified problem.
Explanatory
Mandatory
Optional
Interactions
Notifies other processes of problems detected by the supplier/ partner
pass notifications to the appropriate Track & Manage processes in the RM&O and/or
SM&O process layers depending on the nature of the notified
Receive S/P Problem Notification

Process Context
Brief Description
Explanatory
Responsible for receiving reports concerning specific problems, from a supplier / partner.
Mandatory
Optional
Interactions
Forward S/P Problem Notification

Process Context
Brief Description
process will pass the notfication to the appropriate Track & Manage processes in the
RM&O and/or SM&O process layers depending on the nature of the notified problem.
Explanatory
Responsible for forwarding reports concerning specific problems, from a supplier /
partner, for further internal action
Mandatory
Notifies other processes of the problems reporetd by suppliers / partners
Optional
Interactions
These notifications are be passed on to the appropriate Track & Manage processes in the
RM&O and/or SM&O process layers depending on the nature of the notified problem.
1.1.4.3.3 Track & Manage S/P Problem

Resolution
Figure 161. Track & Manage S/P Problem Resolution decomposition into level 4 processes
Track & Manage S/P Problem Resolution

Process Context
Brief Description
Track progress of the problem resolution as advised by the supplier / partner.
Explanatory
The objective of the Track & Manage S/P Problem Resolution processes is to ensure
testing, repair and restoration activities are being assigned, coordinated and tracked
efficiently, and that escalation is being invoked as required for any open S/P problem
reports in jeopardy
Mandatory
Managing regular interaction about resolution progress with the supplier/partner
Establish resolution progress for S/P problem reports
when the specific problem discovered is not related to the supplier/partner; Cancel a S/P
problem report
Monitoring the jeopardy status of open S/P problem reports; initiating escalation of S/P
unresolved problem reports as necessary

Optional
Interactions
Modify S/P Problem Report

Process Context
Brief Description
Explanatory
Mandatory
Modify information in an existing S/P problem report based on feedback of progress from
the supplier/partner;
Optional
Interactions
Cancel S/P Problem Report

Process Context
Brief Description
Canceling a S/P problem report when the specific performance issue is discovered to not
be related to the supplier/partner
Explanatory
Mandatory
Cancel an S/P problem report when the specific performance issue is discovered to not
be related to the supplier/partner
Optional
Interactions
Escalate S/P Problem Resolution

Process Context
Brief Description
Initiate escalation of S/P problem reports as necessary
Explanatory
Mandatory
Ensure that escalation is being invoked as required for any open S/P problem reports in
jeopardy.
Optional
Interactions
Manage S/P Problem Resolution
Process Context
Brief Description
processes ensure testing,repair and restoration activities are being assigned and
cordinated for S/P problem reports and managing the S/P problem reports status
Explanatory
Mandatory
Ensure testing, repair and restoration activities are being assigned, coordinated and
tracked efficiently
Optional
Interactions
Monitor S/P Problem Jeopardy Status

Process Context
Brief Description
Monitoring the jeopardy status of open S/P problem reports
Explanatory
Mandatory
Ensure that any open S/P problem reports in jeopardy are identified and reporetd
Optional
Interactions
Notify S/P Problem Cleared

Process Context
Brief Description
Inform the Close S/P probelm Report processes by modifying the S/P problem report
status to cleared when the S/P performance issue has been resolved.
Explanatory
Mandatory
Optional
Interactions
Inform the Close S/P Problem Report processes
1.1.4.3.4 Report S/P Problem Resolution
Figure 162. Report S/P Problem Resolution decomposition into level 4 processes
Report S/P Problem Resolution

Process Context
Brief Description
Monitor the status of S/P problem reports, provide notifications of any changes and
S/P problem reports, provide notifications of any changes and provide management
reports.
Support S/P Problem Reporting & Management processes.
These processes record, analyze and assess the S/P problem report status changes to
effectiveness of the overall S/P Problem Reporting & Management process.
Explanatory
Mandatory
Optional
Interactions
Monitor S/P Problem Resolution

Process Context
Brief Description
resolution reports and flagging status schanges.
Explanatory
S/P problem reports
Mandatory
Continuously monitor the status of S/P problem reports
Identify and record S/P problem report status changes
Optional
Interactions
Issue S/P Problem Resolution Management Summaries

Process Context
Brief Description
These processes issue specialized summaries of the efficiency and effectiveness of the
overall S/P problem resolution process. These specialized summaries could be specific
reports required by specific audiences.
Explanatory
Mandatory
Issue specialized summaries of the efficiency and effectiveness of the overall S/P
problem resolution process. These specialized summaries could be specific reports
Optional
Interactions
Generate S/P Problem Resolution Management Reports

Process Context
Brief Description
These processes record analyze and assess the S/P problem resolution report status
changes to provide management reports
Explanatory
Mandatory
Record, analyze and assess the S/P problem resolution report status changes to provide
management reports
Optional
Interactions
Notify S/P Problem Resolution

Process Context
Brief Description
These processes are responsible for managing notifications to processes and other
parties registered to receive notifications of any status changes for S/P problem
resolution reports . Notification lists are managed and maintained by the Support S/P
Problem Reporting & Management processes.
Explanatory
The objective of the Report S/P Problem Resolution processes is to provide notifications
of any changes to the status of S/P problem reports
Notification lists are managed and maintained by the Support S/P Problem Reporting &
Mandatory
Provide notifications of any changes to the status of S/P problem reports
Optional
Interactions
any status changes.
1.1.4.3.5 Close S/P Problem Report
Figure 163. Close S/P Problem Report decomposition into level 4 processes
Close S/P Problem Report

Process Context
Brief Description
Close a S/P problem report when the S/P problem has been resolved
The objective of the Close S/P Problem Report processes is to close a S/P problem
report when the S/P problem has been resolved.
These processes monitor the status of all open S/P problem reports, and recognize that
a S/P problem report is ready to be closed when the status is changed to cleared.
Explanatory
Mandatory
Optional
Interactions
Monitor Status- All open S/P problem report

Process Context
Brief Description
Monitor S/P Problem Report Status
Explanatory
Mandatory
Monitor the status of all open S/P problem reports
Check for a status change to cleared when the S/P problem report is ready to be closed
Optional
Interactions
mark S/P problem Report as closed

Process Context
Brief Description
Close Cleared S/P Problem Reports
Explanatory
Mandatory
Close an S/P Problem reports when its staus becomes cleared
Optional
Interactions
1.1.4.4 S/P Performance Management
Figure 164. S/P Performance Management decomposition into level 3 processes
S/P Performance Management

Process Context
Brief Description
Track, monitor and report on the service provider initiated performance engagements to
ensure that the interactions are in accordance with the agreed commercial arrangements
The S/P Performance Management processes track, monitor and report on the service
provider initiated performance engagements to ensure that the interactions are in
accordance with the agreed commercial arrangements between the service provider and
the Supplier/Partner.
External suppliers/partners are engaged by the service provider in performance related

activities when:
 higher level expertise and/or higher level support is required to resolve the product
performance, service performance or resource performance issues;
 the service provider has outsourced specific activities to a supplier/partner which are
needed as part of performance improvement activity (i.e. outsourced field
maintenance);
 the specific product and/or service are purchased from an external supplier (as in an
interconnect service); or
 the specific product and/or service, or specific product and/or service component, are
owned and delivered by an external partner.Explanatory
 Mandatory
 Optional
 Interactions
Initiate S/P Performance Degradation Report

Process Context
Brief Description
Report specific performance issues to the supplier / partner.
The Initiate S/P Performance Degradation Report processes are responsible for reporting
specific performance issues to the supplier / partner. These performance issues are
passed to the S/P Performance Management processes from either the RM&O or the
SM&O Track & Manage processes as well as from Monitor & Control S/P Service
Performance.
The S/P performance degradation report contains the originating resource performance
degradation report or performance degradation report identifier to allow for appropriate
linking to the processes which originally caused the S/P performance degradation report
to be initiated.
Explanatory
Mandatory
Optional
Interactions
Track & Manage S/P Performance Resolution

Process Context
Brief Description
Track progress of the performance resolution as advised by the supplier / partner.
The objective of the Track & Manage S/P Performance Resolution processes is to ensure
improvement and restoration activities are being assigned, coordinated and tracked
efficiently, and that escalation is being invoked as required for any open S/P performance
 Managing regular interaction with the supplier/partner to establish resolution progress
for S/P performance degradation reports;
 Modifying information in an existing S/P performance degradation report based on
feedback of progress from the supplier/partner;
 Modifying the S/P performance degradation report status;
 Canceling a S/P performance degradation report when the specific performance
issue is discovered to not be related to the supplier/partner; and
 Monitoring the jeopardy status of open S/P performance degradation reports, and
initiating escalation of S/P performance degradation reports as
necessary.Explanatory
 Mandatory
 Optional
 Interactions
Report S/P Performance

Process Context
Brief Description
Monitor the status of S/P performance degradation reports, provide notifications of any
changes and provide management reports
The objective of the Report S/P Performance processes is to monitor the status of S/P
performance degradation reports, provide notifications of any changes and provide
management reports.
These processes are responsible for continuously monitoring the status of S/P
performance degradation reports and managing notifications to processes and other
parties registered to receive notifications of any status changes. Notification lists are
managed and maintained by the Support S/P Performance Management processes.
These processes record, analyze and assess the S/P performance degradation report
efficiency and effectiveness of the overall S/P Performance Management process. These
Explanatory
Mandatory
Optional
Interactions
Close S/P Performance Degradation Report

Process Context
Brief Description
Close a S/P performance degradation report when the performance of the S/P service
has been restored
The objective of the Close S/P Performance Degradation Report processes is to close a
S/P performance degradation report when the performance of the S/P service has been
restored.
These processes monitor the status of all open S/P performance degradation reports, and
recognize that a S/P performance degradation report is ready to be closed when the
status is changed to cleared.
Explanatory
Mandatory
Optional
Interactions
Monitor & Control S/P Service Performance

Process Context
Brief Description
Collect and analyze performance of services delivered by suppliers and partners
Monitor & Control S/P Service Performance processes control the performance
measurement activities, collect performance data on a specified S/P service, analyze this
against the relevant SLA for the supplier/partner and report performance data and any
S/P SLA violations to other processes. These processes also carry out impact analysis on
any S/P SLA violations and initiate corrective actions.
Explanatory
Mandatory
Optional
Interactions
1.1.4.4.1 Monitor & Control S/P Service

Performance
Figure 165. Monitor & Control S/P Service Performance decomposition into level 4 processes
Monitor & Control S/P Service Performance

Process Context
Brief Description
Collect and analyze performance of services delivered by suppliers and partners
Monitor & Control S/P Service Performance processes control the performance
measurement activities, collect performance data on a specified S/P service, analyze this
against the relevant SLA for the supplier/partner and report performance data and any
S/P SLA violations to other processes. These processes also carry out impact analysis on
any S/P SLA violations and initiate corrective actions.
Explanatory
Mandatory
Optional
Interactions
Collect S/P Service Performance Data

Process Context
Brief Description
collects performance data on a specified S/P service
Explanatory
Mandatory
Collect S/P Service performance data processes collects performance data on a specified
S/P service
Optional
Interactions
Analyze S/P Service Performance Data

Process Context
Brief Description
analyze performance data against the relevant SLA for the supplier/partner and report
performance data and any S/P SLA violations to other processes. These processes also
carry out impact analysis on any S/P SLA violations
Explanatory
Mandatory
Analyze S/P service performance data processes analyzes performance data against the
relevant SLA for the supplier/partner and report performance data and any S/P SLA
violations to other processes. These processes also carry out impact analysis on any S/P
SLA violations
Optional
Interactions
Report performance data and any S/P SLA violations to other processes.
Initiate Corrective Actions

Process Context
Brief Description
based on impact analysis of any S/P SLA violations, this process initiate corrective
actions
Explanatory
Mandatory
based on impact analysis of any S/P SLA violations, this process initiate corrective
actions
Optional
Interactions
1.1.4.4.2 Track & Manage S/P Performance

Resolution
Figure 166. Track & Manage S/P Performance Resolution decomposition into level 4 processes

Process Context
Brief Description
Track progress of the performance resolution as advised by the supplier / partner.
The objective of the Track & Manage S/P Performance Resolution processes is to ensure
improvement and restoration activities are being assigned, coordinated and tracked
efficiently, and that escalation is being invoked as required for any open S/P performance
 Managing regular interaction with the supplier/partner to establish resolution progress
for S/P performance degradation reports;
 Modifying information in an existing S/P performance degradation report based on
 Modifying the S/P performance degradation report status;
 Canceling a S/P performance degradation report when the specific performance
issue is discovered to not be related to the supplier/partner; and
 Monitoring the jeopardy status of open S/P performance degradation reports, and
initiating escalation of S/P performance degradation reports as
necessary.Explanatory
 Mandatory
 Optional
 Interactions
Modify Information-S/P Performance Degradation Reports

Process Context
Brief Description
Modifying information in an existing S/P performance degradation report based on
Explanatory
Mandatory
Modifying information in an existing S/P performance degradation report based on
Optional
Interactions
Cancel S/P Performance Degradation Report

Process Context
Brief Description
Canceling a S/P performance degradation report when the specific performance issue is
discovered to not be related to the supplier/partner
Explanatory
Mandatory
Canceling a S/P performance degradation report when the specific performance issue is
discovered to not be related to the supplier/partner
Optional
Interactions
Escalate S/P Performance Degradation Report

Process Context
Brief Description
Initiate escalation of S/P performance degradation reports as necessary
Explanatory
Mandatory
Initiate escalation of S/P performance degradation reports as necessary
Optional
Interactions
Manage S/P Performance Degradation Report

Process Context
Brief Description
ensure improvement and restoration activities are being assigned and coordinated for
S/P performance degradation reports and managing the S/P performance degradation
reports status
Explanatory
Mandatory
ensure improvement and restoration activities are being assigned and coordinated for
S/P performance degradation reports and managing the S/P performance degradation
reports status
Optional
Interactions
Monitor Jeopardy Status- Open S/P Performance Degradation Reports

Process Context
Brief Description
Monitoring the jeopardy status of open S/P performance degradation reports
Explanatory
Mandatory
Monitoring the jeopardy status of open S/P performance degradation reports
Optional
Interactions
Notify- Cleared Status of S/P Performance Degradation Report

Process Context
Brief Description
inform the Close S/P Performance Degradation Report processes by modifying the S/P
performance degradation report status to cleared when the S/P performance issue has
been resolved.
Explanatory
Mandatory
inform the Close S/P Performance Degradation Report processes by modifying the S/P
performance degradation report status to cleared when the S/P performance issue has
been resolved.
Optional
Interactions
1.1.4.4.3 Report S/P Performance
Figure 167. Report S/P Performance decomposition into level 4 processes
Report S/P Performance

Process Context
Brief Description
Monitor the status of S/P performance degradation reports, provide notifications of any
changes and provide management reports
The objective of the Report S/P Performance processes is to monitor the status of S/P
performance degradation reports, provide notifications of any changes and provide
management reports.
efficiency and effectiveness of the overall S/P Performance Management process. These
Explanatory
Mandatory
Optional
Interactions
Monitor S/P Performance

Process Context
Brief Description
Explanatory
Mandatory
monitor S/P performance processes are responsible for continuously monitoring the
status of S/P performance degradation reports
Optional
Interactions
any status changes. Notification lists are managed and maintained by the Support S/P
Distribute S/P Performance Management Summaries

Process Context
Brief Description
These processes provides specialized summaries of the efficiency and effectiveness of
the overall S/P Performance Management process. These specialized summaries could
be specific reports required
Explanatory
Mandatory
distribute S/P performance mangement summaries processes provides specialized
summaries of the efficiency and effectiveness of the overall S/P Performance
Management process.
Optional
Interactions
Distribute S/P Performance Management Reports

Process Context
Brief Description
status changes to provide management reports
Explanatory
Mandatory
distribute S/P performance management reports processes record, analyze and assess
the S/P performance degradation report status changes to provide management reports
Optional
Interactions
1.1.4.4.4 Close S/P Performance

Degradation Report
Figure 168. Close S/P Performance Degradation Report decomposition into level 4 processes
Close S/P Performance Degradation Report

Process Context
Brief Description
Close a S/P performance degradation report when the performance of the S/P service
has been restored
The objective of the Close S/P Performance Degradation Report processes is to close a
S/P performance degradation report when the performance of the S/P service has been
restored.
These processes monitor the status of all open S/P performance degradation reports, and
recognize that a S/P performance degradation report is ready to be closed when the
status is changed to cleared.
Explanatory
Mandatory
Optional
Interactions
Monitor status- all open S/P performance degradation report

Process Context
Brief Description
monitors the status of all open S/P performance degradation reports
Explanatory
Mandatory
monitor status- all open S/P performance degradation report processes monitors the
status of all open S/P performance degradation reports
Optional
Interactions
Mark S/P performance Degradation Report as closed

Process Context
Brief Description
closes S/P performance degradation report when status is changed to cleared
Explanatory
S/P performance degradation report is ready to be closed when the status is changed to
cleared
Mandatory
mark S/P performance Degradation Report as closed pocesses is to close a S/P
performance degradation report when the performance of the S/P service has been
restored .
Optional
Interactions
1.1.4.4.5 Initiate S/P Performance

Degradation Report
Figure 169. Initiate S/P Performance Degradation Report decomposition into level 4 processes

Process Context
Brief Description
Report specific performance issues to the supplier / partner.
The Initiate S/P Performance Degradation Report processes are responsible for reporting
specific performance issues to the supplier / partner. These performance issues are
passed to the S/P Performance Management processes from either the RM&O or the
SM&O Track & Manage processes as well as from Monitor & Control S/P Service
Performance.
The S/P performance degradation report contains the originating resource performance
degradation report or performance degradation report identifier to allow for appropriate
linking to the processes which originally caused the S/P performance degradation report
to be initiated.
Explanatory
Mandatory
Optional
Interactions
Create S/P Performance Degration Report

Process Context
Brief Description
This process generates correctly formatted and specified Supplier/Partner performance
degradation report
Explanatory
Mandatory
Create S/P Performance degration report processes generates The S/P performance
degradation report which contains the originating resource performance degradation
report or performance degradation report identifier to allow for appropriate linking to the
processes which originally caused the S/P performance degradation report to be initiated.
Optional
Interactions
Issue S/P Performance Degration Report

Process Context
Brief Description
This process reports specific issues to the Supplier/Partner
Explanatory
Mandatory
Issue S/P Performance degration report processes handles reporting of specific issues to
the Supplier/Partner
Optional
Interactions
1.1.4.5 S/P Settlements & Payments

Management
Figure 170. S/P Settlements & Payments Management decomposition into level 3 processes
S/P Settlements & Payments Management

Process Context
Brief Description
S/P Settlements & Payments Management processes manage all settlements and
payments for the enterprise, including invoice validation and verification and payment
authorization.
For a value network, and particularly for service providers, settlements and payments
management is complex. In many cases, the supplier cost can be the largest single cost
and incorrect settlement or payments can mean the difference between profit and loss.
S/P Settlements & Payments Management processes manage all settlements and
payments for the enterprise, including invoice validation and verification and payment
authorization. These S/P Settlements and Payments Management processes interface
with the supplier’s Customer Relationship Management process of Billing and Collection
Management.
Explanatory
Mandatory
Optional
Interactions
Manage Account

Process Context
Brief Description
Manage Account processes administer the internal record of usage of supplier/partner’s
services in support of invoice reconciliation and reciprocal usage settlement.
Explanatory
Mandatory
Optional
Interactions
Receive & Assess Invoice

Process Context
Brief Description
Receive & Assess Invoice processes compare invoices against usage records and
offsets, and manage the interactions between the supplier/partner and the enterprise to
confirm usage records and resolve account differences.
Explanatory
Mandatory
Optional
Interactions
Negotiate & Approve Invoice

Process Context
Brief Description
Negotiate & Approve Invoice processes manage the interactions between the
supplier/partner and the enterprise, in relation to enquiries about the billing account,
handling disputes and any subsequent negotiations.
Explanatory
Mandatory
Optional
Interactions
Issue Settlement Notice & Payment

Process Context
Brief Description
Issue Settlement Notice & Payment processes apply where suppliers / partners are end
to revenue sharing, where the enterprise initiates the settlement cycle.
Issue Settlement Notice & Payment processes apply where suppliers / partners are end
to revenue sharing, where the enterprise initiates the settlement cycle.
Explanatory
Mandatory
Optional
Interactions
1.1.4.6 S/P Interface Management
Figure 171. S/P Interface Management decomposition into level 3 processes
S/P Interface Management

Process Context
Brief Description
S/P Interface Management processes manage the contacts between the enterprise and
its current or future suppliers/partners for S/P supplied products..
S/P Interface Management processes manage the contacts between the enterprise and
its current or future suppliers/partners for products or services. These processes are
basically contact management and tracking processes. These S/P Interface Management
processes interface with the CRM process of Customer Interface Management.
Explanatory
Mandatory
Optional
Interactions
Manage S/P Requests (Including Self Service)

Process Context
Brief Description
Accept requests and enable the supplier / partner to obtain the desired information from
the enterprise, or identify and activate the appropriate process area to accomplish the
request
Manage S/P Requests (including Self Service) processes accept requests and enable the
supplier / partner to obtain the desired information from the enterprise, or identify and
activate the appropriate process area to accomplish the request.
They also initiate interactions and manage the process of the supplier/partner obtaining
information. Alternatively they interact with the appropriate process area to accomplish
the request.
Explanatory
Mandatory
Optional
Interactions
Analyze & Report S/P Interactions

Process Context
Brief Description
Analyze & Report S/P Interactions processes analyze interactions and generate reports
for tracking and managing interactions or improving procedures for supplier/partner
processes.
Explanatory
Mandatory
Optional
Interactions
Mediate & Orchestrate Supplier/Partner Interactions

Process Context
Brief Description
defined standards used by the enterprise and its suppliers/partners
The purpose of the Mediate & Orchestrate Supplier/Partner Interactions is to ensure that
standards used by the enterprise and its suppliers/partners. Increasingly transactions with
external parties (e.g. suppliers using RosettaNet or ebXML standards) will need to
conform to message and data formats defined by third parties or third party organizations.
Based on the specific transaction type and involved external party, this conformance will
require the identification of the necessary data formats to be sent externally, and
conversion of externally received messages into the required internal enterprise formats.
In addition, interactions with external parties may require that messages and transactions
need to be undertaken with defined and agreed orchestration for message exchange. The
actual agreement between the parties to use specific interaction standards is part of the
Support S/P Interface Management and Manage Supplier/Partner Engagement L3s.
Explanatory
Mandatory
Optional
Interactions
1.1.4.6.1 Manage S/P Requests (Including

Self Service)
Figure 172. Manage S/P Requests (Including Self Service) decomposition into level 4 processes
Process Context
Brief Description
Accept requests and enable the supplier / partner to obtain the desired information from
the enterprise, or identify and activate the appropriate process area to accomplish the
request
Manage S/P Requests (including Self Service) processes accept requests and enable the
supplier / partner to obtain the desired information from the enterprise, or identify and
activate the appropriate process area to accomplish the request.
information. Alternatively they interact with the appropriate process area to accomplish
the request.
Explanatory
Mandatory
Optional
Interactions
Gather Supplier/Partner Request

Process Context
Brief Description
accepts S/P requests and enable the supplier / partner to obtain the desired information
from the enterprise
Explanatory
Mandatory
Gather Supplier/Partner Request processes focus on accepting S/P requests and
enabling supplier / partner to obtain the desired information from the enterprise.
Optional
Interactions
Guide Supplier/Partner Requests

Process Context
Brief Description
identify and activate the appropriate process area to accomplish the S/P request
Explanatory
information.
Mandatory
Guide Supplier/Partner Requests processes identify and activate the appropriate process
area to accomplish the request.
Optional
Interactions
Alternatively they interact with the appropriate process area to accomplish the request.
information.
Prepare Supplier/Partner Interaction response

Process Context
Brief Description
prepare Interaction response based on output received from processes activated as a
result of process Guide Supplier/Partner Requests
Explanatory
This response is based on output received from processes activated as a result of
process Guide Supplier/Partner Requests
Mandatory
Prepare Supplier/Partner Interaction response processes prepare response in order to
manage desired information for S/P based on request placed.
Optional
Interactions
1.1.4.6.2 Analyze & Report S/P Interactions
Figure 173. Analyze & Report S/P Interactions decomposition into level 4 processes
Analyze & Report S/P Interactions

Process Context
Brief Description
Analyze & Report S/P Interactions processes analyze interactions and generate reports
for tracking and managing interactions or improving procedures for supplier/partner
processes.
Explanatory
Mandatory
Optional
Interactions
Analyze Supplier/Partner Interactions

Process Context
Brief Description
Analyzes Supplier/Partner interactions for improving supplier/partner interactions
processes
Explanatory
Mandatory
Analyze Supplier/Partner Interactions processes analyzes the interactions with
Supplier/Partner for improving procedures for supplier/partner processes
Optional
Interactions
Generate Supplier/Partner Interactions Report

Process Context
Brief Description
Generate Supplier/Partner interactions reports for tracking and managing interactions
Explanatory
Mandatory
Generate Supplier/Partner interactions reports for tracking and managing interactions
Optional
Interactions
1.1.4.6.3 Mediate & Orchestrate

Supplier/Partner Interactions
Figure 174. Mediate & Orchestrate Supplier/Partner Interactions decomposition into level 4 processes
Mediate & Orchestrate Supplier/Partner Interactions

Process Context
Brief Description
defined standards used by the enterprise and its suppliers/partners
The purpose of the Mediate & Orchestrate Supplier/Partner Interactions is to ensure that
standards used by the enterprise and its suppliers/partners. Increasingly transactions with
external parties (e.g. suppliers using RosettaNet or ebXML standards) will need to
conform to message and data formats defined by third parties or third party organizations.
Based on the specific transaction type and involved external party, this conformance will
require the identification of the necessary data formats to be sent externally, and
In addition, interactions with external parties may require that messages and transactions
need to be undertaken with defined and agreed orchestration for message exchange. The
actual agreement between the parties to use specific interaction standards is part of the
Support S/P Interface Management and Manage Supplier/Partner Engagement L3s.
Explanatory
Mandatory
Optional
Interactions
Identify Supplier/Partner Interactions Data Formats

Process Context
Brief Description
Identification of necessary data formats to be exchanged between enterpise and
Supplier/Partners
Identify Supplier/Partner Interactions Data Formats processes focus on identification of
necessary data formats to be sent externally.
Explanatory
Mandatory
Identify Supplier/Partner Interactions Data Formats processes focus on identification of
necessary data formats to be sent externally.
Optional
Interactions
Orchestrate Supplier/Partner interactions

Process Context
Brief Description
definition of transaction message structure and interactions to conform to agreed,
externally defined standards used by the enterprise and its suppliers/partners
Explanatory
Increasingly transactions with external parties (e.g. suppliers using RosettaNet or ebXML
standards) will need to conform to message and data formats defined by third parties or
third party organizations. In addition, interactions with external parties may require that
for message exchange.
Mandatory
Orchestrate Supplier/Partner interactions processes ensures that transaction message
structure and interactions to conform to agreed, externally defined standards used by the
enterprise and its suppliers/partners. Based on the specific transaction type and involved
external party, this will require the identification of the necessary data formats to be sent
enterprise formats.
Optional
Interactions
The actual agreement between the parties to use specific interaction standards is part of
the Support S/P Interface Management and Manage Supplier/Partner Engagement L3s.
Mediate Supplier/Partner Interactions

Process Context
Brief Description
Explanatory
Mandatory
Mediate Supplier/Partner Interactions processes manages conversion of externally
received messages into the required internal enterprise formats.
Optional
Interactions
1.2.1.1 Market Strategy & Policy
Figure 175. Market Strategy & Policy decomposition into level 3 processes
Market Strategy & Policy

Process Context
Brief Description
Enable the development of a strategic view of an enterprise’s existing and desired
market-place
Market Strategy & Policy processes enable the development of a strategic view of an
enterprise’s existing and desired market-place, activities and aims. Market segmentation
and analysis is performed, to determine an enterprise’s target and addressable markets,
along with the development of marketing strategies for each market segment or set of
target customers. The decision is made as to which markets the enterprise wants or
needs to be in, and how it plans to enter or grow in these markets and market segments.
This will be achieved through multiple inputs: including Enterprise Strategies, Market
Research, Market Analysis.
Explanatory
Mandatory
Optional
Interactions
Gather & Analyze Market Information

Process Context
Brief Description
Research market information and develop market forecasts
Gather & Analyze Market Information processes develop enterprise and business views
of the market, based on the analysis of external and internal information sources. These
processes include the establishment and management of relationships with external
providers of market information, and the management of internal resources used for
providing market information. Methodologies used for developing market forecasts, as
well as the development of forecasts, are managed within these processes.
Explanatory
Mandatory
Optional
Interactions
Establish Market Segments

Process Context
Brief Description
Establish the market segmentation to be used across the enterprise
Establish Market Segments processes identify the market segmentation which will be
used across the enterprise. These processes identify the areas within the organization
responsible for the management of market segment outcomes, as well as identifying and
managing reporting processes for specific market segments.
Explanatory
Mandatory
Optional
Interactions
Gain Commitment to Marketing Strategy

Process Context
Brief Description
Gain enterprise commitment to the market strategy and segmentation
The Gain Commitment to Market Strategy processes gain enterprise commitment to the
market strategy and segmentation. These processes include all aspects of identification
of stakeholders and negotiation to gain stakeholder approval.
Explanatory
Mandatory
Optional
Interactions
Establish Market Strategy

Process Context
Brief Description
Develop and document the enterprise market strategy
Establish Market Strategy processes result in agreement across the enterprise with
respect to the markets in which the enterprise will participate, the objectives to be
achieved, and the broad strategies to be followed to achieve the objectives. A key subset
of the market strategy is the development of appropriate sales strategies to support the
market strategy. These processes also identify the areas across the enterprise
responsible for the achievement of specific objectives.
Explanatory
Mandatory
Optional
Interactions
Link Market Segments & Products

Process Context
Brief Description
Analyze the basic consumption profiles of market segments and associate these with the
product families available
The Link Market Segment and Product processes analyze the basic consumption profiles
of market segments and associate these with the product families available, as well as
identify potential new product families for the market segments. The processes analyze
segment purchase and decision issues, and their geographic locations.
Explanatory
Mandatory
Optional
Interactions
1.2.1.1.2 Establish Market Strategy
Figure 176. Establish Market Strategy decomposition into level 4 processes
Establish Market Strategy

Process Context
Brief Description
Develop and document the enterprise market strategy
Establish Market Strategy processes result in agreement across the enterprise with
respect to the markets in which the enterprise will participate, the objectives to be
achieved, and the broad strategies to be followed to achieve the objectives. A key subset
of the market strategy is the development of appropriate sales strategies to support the
market strategy. These processes also identify the areas across the enterprise
responsible for the achievement of specific objectives.
Explanatory
Mandatory
Optional
Interactions
Establish Market Participation

Process Context
Brief Description
Agreement on Markets in which Enterprise will Participate.
Establish Market Participation processes focus on agreement across the enterprise with
respect to markets in which the enterprise will participate.
Explanatory
Mandatory
Optional
Interactions
Establish Market Strategy Objectives

Process Context
Brief Description
Define Objectives, strategies to be followed to achieve objectives
Establish Market Strategy Objectives processes focus on defining the Objectives to be
achieved and the broad strategies to be followed to achieve the objectives
Explanatory
Mandatory
Optional
Interactions
Support Market Strategy

Process Context
Brief Description
Develop sales strategies to support market strategies
Support Market strategy processes focus on developing appropriate sales strategies.
Explanatory
Mandatory
Optional
Interactions
Identify Enterpise areas to meet market startegy objectives

Process Context
Brief Description
Identify the areas across the enterprise responsible for te achievement of specific
objectives
Explanatory
Mandatory
Optional
Interactions
1.2.1.1.3 Establish Market Segments
Figure 177. Establish Market Segments decomposition into level 4 processes
Establish Market Segments

Process Context
Brief Description
Establish the market segmentation to be used across the enterprise
Establish Market Segments processes identify the market segmentation which will be
used across the enterprise. These processes identify the areas within the organization
responsible for the management of market segment outcomes, as well as identifying and
managing reporting processes for specific market segments.
Explanatory
Mandatory
Optional
Interactions
Identify Market Segments

Process Context
Brief Description
Identify the market segmentation
Identify Market Segments process are responsible for indentifying the market
segmentation which will be used across the enterprise.
Explanatory
Mandatory
Optional
Interactions
Manage Market Segments outcome

Process Context
Brief Description
Management of market segmnets outcome.
Manage Market Segments outcome process focus on identifying the areas with in the
organization which are responsible for the management of market segment outcomes.
Explanatory
Mandatory
Optional
Interactions
Reporting - Specific Market Segments

Process Context
Brief Description
Identify and manage reporting process for specific market segments
Explanatory
Mandatory
Optional
Interactions
1.2.1.1.4 Link Market Segments &

Products
Figure 178. Link Market Segments & Products decomposition into level 4 processes
Link Market Segments & Products

Process Context
Brief Description
Analyze the basic consumption profiles of market segments and associate these with the
product families available
The Link Market Segment and Product processes analyze the basic consumption profiles
of market segments and associate these with the product families available, as well as
identify potential new product families for the market segments. The processes analyze
segment purchase and decision issues, and their geographic locations.
Explanatory
Mandatory
Optional
Interactions
Link consumption profiles & available product families

Process Context
Brief Description
Link Market segments and available product families
Link Market segments & available product families processes analyze the basic
consumption profiles of market segments and associate these with the product families
available
Explanatory
Mandatory
Optional
Interactions
Identify potential new product families for market segments

Process Context
Brief Description
Identify potential new product families for the market segments
Explanatory
Mandatory
Optional
Interactions
Analyze Market Segment purchase and issues

Process Context
Brief Description
Analyze segment purchase and decision issues, and their geographic locations.
Explanatory
Mandatory
Optional
Interactions
1.2.1.1.5 Gain Commitment to Marketing

Strategy
Figure 179. Gain Commitment to Marketing Strategy decomposition into level 4 processes
Gain Commitment to Marketing Strategy

Process Context
Brief Description
Gain enterprise commitment to the market strategy and segmentation
The Gain Commitment to Market Strategy processes gain enterprise commitment to the
market strategy and segmentation. These processes include all aspects of identification
Explanatory
Mandatory
Optional
Interactions
Identify Stakeholders to Market Strategy

Process Context
Brief Description
Identify stakeholders of market strategy
Explanatory
Mandatory
Optional
Interactions
Gain Market Strategy Stakeholder approval

Process Context
Brief Description
Negotiate & gain stakeholder approval for market strategy
Explanatory
Mandatory
Optional
Interactions
Gain Enterprise Commitment to Market Strategy

Process Context
Brief Description
Gain Enterprise commitment to the market strategy and segmentation
Explanatory
Mandatory
Optional
Interactions
1.2.1.2 Product & Offer Portfolio Planning
Figure 180. Product & Offer Portfolio Planning decomposition into level 3 processes
Product & Offer Portfolio Planning

Process Context
Brief Description
Develop strategies for products at the portfolio level.
Product & Offer Portfolio Planning processes develop strategies for products at the
portfolio level. The decision is made as to which product types the enterprise wants or
needs to offer, and how it plans to enter or grow in these sectors. This will be done based
on multiple inputs: including Enterprise Strategies, Market Research and Market Analysis.
Explanatory
Mandatory
Optional
Interactions
Gather & Analyze Product Information

Process Context
Brief Description
Research information relating to product ideas and opportunities and identify product
opportunities
Gather & Analyze Product Information processes research information relating to product
ideas and opportunities and identify product opportunities based on the analysis of
external and internal information sources. These processes encompass analysis to
identify new products as well as reviewing existing products. They also include the
establishment and management of relationships with external providers of product
information, and the management of internal resources used for providing product
information.
Explanatory
Mandatory
Optional
Interactions
Establish Product Portfolio Strategy

Process Context
Brief Description
Define and agree the product and offer portfolio structure to be used within the enterprise
The Establish Product Portfolio Strategy processes define the overall structure of the
product portfolios to be used across the enterprise, or between or within business units.
These products and product portfolios form the basis of offers made to customers. It
includes the agreement on and implementation of cross-portfolio and cross-product co-
ordination and management functions.
Explanatory
Mandatory
Optional
Interactions
Produce Product Portfolio Business Plans

Process Context
Brief Description
Develop annual and multi-year product and product portfolio business plans to guide
product development within the enterprise
The Produce Product Portfolio Business Plans processes develop annual and multi-year
product and product portfolio business plans to guide new product development and
enhancements for existing products within the enterprise. These plans include portfolio
forecasts, negotiation for required level of resources, outlines of the strategy for offering
of the products into the market, anticipated pricing strategies, projected revenues and
costs, product performance requirements, operational requirements, gaining
interdepartmental, process, infrastructure and supply chain commitment and executive
approval, as well as communicating the plans.
The portfolio plans can be developed top-down from the overall enterprise business
strategy, or can be developed as a bottom-up amalgamation and summary of individual
product plans contained within the portfolio, or some combination of the two approaches.
Explanatory
Mandatory
Optional
Interactions
Gain Commitment to Product Business Plans

Process Context
Brief Description
Gain enterprise commitment to the product portfolio strategy and individual product plans
The Gain Commitment to Product Business Plans processes gain enterprise commitment
to the product portfolio strategy and individual product plans. These processes include all
aspects of identification of stakeholders and negotiation to gain stakeholder approval.
Explanatory
Mandatory
Optional
Interactions
1.2.1.2.1 Gather & Analyze Product

Information
Figure 181. Gather & Analyze Product Information decomposition into level 4 processes
Gather & Analyze Product Information

Process Context
Brief Description
Research information relating to product ideas and opportunities and identify product
opportunities
Gather & Analyze Product Information processes research information relating to product
ideas and opportunities and identify product opportunities based on the analysis of
external and internal information sources. These processes encompass analysis to
identify new products as well as reviewing existing products. They also include the
establishment and management of relationships with external providers of product
information, and the management of internal resources used for providing product
information.
Explanatory
Mandatory
Optional
Interactions
Gather Product Information

Process Context
Brief Description
Establish and Management of external Providers and internal resources for providing
product information
Gather Product information processes focus on establishment and Management of
relationships with external providers of product informtion, and management of internal
resources used for providing product information.
Explanatory
Mandatory
Optional
Interactions
Analyze Product Information

Process Context
Brief Description
Identify new products, review existing products, research information about product ideas
Analyze Product information processes focus on research of information relating to
product ideas and opportunities and identify product opportunities based on analysis of
the external and internal information sources.These processes are responsible for
analysis to identify new products as well as review of existing products.
Explanatory
Mandatory
Optional
Interactions
1.2.1.2.2 Establish Product Portfolio

Strategy
Figure 182. Establish Product Portfolio Strategy decomposition into level 4 processes
Establish Product Portfolio Strategy

Process Context
Brief Description
Define and agree the product and offer portfolio structure to be used within the enterprise
The Establish Product Portfolio Strategy processes define the overall structure of the
These products and product portfolios form the basis of offers made to customers. It
includes the agreement on and implementation of cross-portfolio and cross-product co-
ordination and management functions.
Explanatory
Mandatory
Optional
Interactions
Define overall product portfolios structure

Process Context
Brief Description
define overall structure of product portfolios
Define overall product portfolios structure processes focus on defining overall structure of
These products and porduct portfolios form the basis of offers made to customers.
Explanatory
Mandatory
Optional
Interactions
implement product portfolio management functions

Process Context
Brief Description
Implement cross-portfolio and cross-product co-ordination
implement product portfolio management functions processes focus on agreement on
and implementation of cross-portfolio and cross-product co-ordination and, management
functions.
Explanatory
Mandatory
Optional
Interactions
1.2.1.2.3 Produce Product Portfolio

Business Plans
Figure 183. Produce Product Portfolio Business Plans decomposition into level 4 processes
Produce Product Portfolio Business Plans

Process Context
Brief Description
Develop annual and multi-year product and product portfolio business plans to guide
product development within the enterprise
The Produce Product Portfolio Business Plans processes develop annual and multi-year
product and product portfolio business plans to guide new product development and
enhancements for existing products within the enterprise. These plans include portfolio
forecasts, negotiation for required level of resources, outlines of the strategy for offering
of the products into the market, anticipated pricing strategies, projected revenues and
costs, product performance requirements, operational requirements, gaining
interdepartmental, process, infrastructure and supply chain commitment and executive
approval, as well as communicating the plans.
The portfolio plans can be developed top-down from the overall enterprise business
strategy, or can be developed as a bottom-up amalgamation and summary of individual
product plans contained within the portfolio, or some combination of the two approaches.
Explanatory
Mandatory
Optional
Interactions
Co-ordinate Product Business Plans

Process Context
Brief Description
Co-ordinate development of annual and multi-year product and product portfolio business
plans to guide new product development and enhancements for existing products within
the enterprise
Explanatory
Mandatory
Optional
Interactions
Develop Product Portfolio Forecasts
Process Context
Brief Description
Develop portfolio forecasts
Explanatory
Mandatory
Optional
Interactions
Negotiate Product Business Plan Resources

Process Context
Brief Description
Negotiate for required level of resources
Explanatory
Mandatory
Optional
Interactions
Develop Outline Market Strategy

Process Context
Brief Description
Develop outlines of the strategy for offering of the products into the market
Explanatory
Mandatory
Optional
Interactions
Develop Product Pricing Strategy

Process Context
Brief Description
Develop anticipated pricing strategies,
Explanatory
Mandatory
Optional
Interactions
Develop Revenue/Cost Projections

Process Context
Brief Description
Develop projected revenues and costs
Explanatory
Mandatory
Optional
Interactions
Develop Product Performance Requirements

Process Context
Brief Description
Develop product performance requirements
Explanatory
Mandatory
Optional
Interactions
Develop Product Operational Requirements

Process Context
Brief Description
Develop operational requirements
Explanatory
Mandatory
Optional
Interactions
Gain Business Plan Commitment and Approval

Process Context
Brief Description
Gain interdepartmental, process, infrastructure and supply chain commitment and
executive approval
Explanatory
Mandatory
Optional
Interactions
Communicate Business Plans

Process Context
Brief Description
communicating the plans
Explanatory
Mandatory
Optional
Interactions
1.2.1.2.4 Gain Commitment to Product

Business Plans
Figure 184. Gain Commitment to Product Business Plans decomposition into level 4 processes
Gain Commitment to Product Business Plans

Process Context
Brief Description
Gain enterprise commitment to the product portfolio strategy and individual product plans
The Gain Commitment to Product Business Plans processes gain enterprise commitment
to the product portfolio strategy and individual product plans. These processes include all
aspects of identification of stakeholders and negotiation to gain stakeholder approval.
Explanatory
Mandatory
Optional
Interactions
Identify Stakeholders to Product Business plans

Process Context
Brief Description
Identify stakeholders of Product Business plans
Explanatory
Mandatory
Optional
Interactions
Gain Product Business plans Stakeholders approval

Process Context
Brief Description
Negotiate & gain stakeholder approval for Product Business Plans
Explanatory
Mandatory
Optional
Interactions
Gain Enterprise Commitment to Product Business plans

Process Context
Brief Description
Gain Enterprise commitment to the product portfolio strategy and individual product plans
Explanatory
Mandatory
Optional
Interactions
1.2.1.3 Product & Offer Capability Delivery
Figure 185. Product & Offer Capability Delivery decomposition into level 3 processes
Product & Offer Capability Delivery

Process Context
Brief Description
Manage the delivery and build of new or changed Product & Offer and delivery
capabilities within an enterprise.
Based on the Product strategy for the enterprise, the Product & Offer Capability Delivery
processes manage the delivery and build of new or changed Product offering and delivery
capabilities within an enterprise. It also handles their requisite infrastructure, where the
technologies, scope or type/depth of infrastructure is significantly different to that currently
employed in the enterprise. e.g. introduction of Third-generation Mobile Telephony
networks.
Explanatory
Mandatory
Optional
Interactions
Define Product Capability Requirements

Process Context
Brief Description
Define and obtain agreement to the detailed infrastructure requirements to support the
product portfolio and individual product plans
The Define Product Capability Requirements processes define and obtain agreement to
the detailed infrastructure requirements to support the product portfolio and individual
product plans. Product infrastructure requirements to support new product initiatives in
the PLM vertical are captured in this process, as well as any product infrastructure
requirements needed to support the specific offers being made to customers through the
sales channels. These processes also identify the service infrastructure capabilities
required to deliver the product infrastructure. The processes include any cross-enterprise
co-ordination and management functions to ensure that the requirements capture the
needs of all stakeholders.
These processes provide input into the requirements capture processes in the Service
and Supply Chain, and potentially the Resource, horizontal process groupings.
Explanatory
Mandatory
Optional
Interactions
Capture Product Capability Shortfalls

Process Context
Brief Description
Identify specific or imminent product capacity, product performance and/or product
operational support shortfalls
The Capture Product Capability Shortfalls processes identify specific or imminent product
capacity, product performance and/or product operational support shortfalls. These
processes take information available from the Customer Relationship Management
processes to establish detailed views of anticipated product capacity and performance
shortfalls and support process issues.
Explanatory
Mandatory
Optional
Interactions
Approve Product Business Case

Process Context
Brief Description
Develop and gain approval for a business case to develop and deliver the required
capabilities, including identification of potential suppliers/partners
The Approve Product Business Case processes capture all activities required to develop
and gain the necessary level of approval for a business case to develop and deliver the
required capabilities, including identification of potential suppliers/partners. The business
case should identify any required product infrastructure components, development costs
and anticipated benefits, including revenue gains, productivity gains, performance
improvements and/or operational cost improvements. The business case should also
include a general view of the types of product offers which could be developed and
deployed using the product infrastructure, but would not necessarily include a specific
proposal to launch a specific product. This later activity is managed by the PLM
processes. The processes include any cross-enterprise co-ordination and management
functions to ensure that the business case is supported by all stakeholders.
Explanatory
Mandatory
Optional
Interactions
Deliver Product Capability

Process Context
Brief Description
Manage the co-coordinated delivery in line with the approved business case of all
required product infrastructure capabilities for that business case across the enterprise
The Deliver Product Capability processes ensure the co-coordinated delivery in line with
the approved business case of all required product infrastructure capabilities for that
business case across the enterprise. It is predominantly a program/project management
function, with the detailed management of individual infrastructure component delivery
managed through separate processes. The processes track and ensure that the business
case cost parameters are met, and anticipated benefits and ongoing operational costs are
likely to be achieved
Explanatory
Mandatory
Optional
Interactions
Manage Handover to Product Operations

Process Context
Brief Description
Manage the processes involved in handover of deployed product infrastructure to
operational control
The Manage Handover to Product Operations processes manage the processes involved
in handover of deployed product infrastructure to operational control. These processes
ensure that all performance and operational design requirements have been met by the
installed product infrastructure, and that all tools, test equipment, operational procedures,
support groups, and training is in place to allow for successful operation. These
processes include the management and coordination of all stakeholders required to gain
approval and acceptance of the handover to operational control.
Explanatory
Mandatory
Optional
Interactions
Manage Product Capability Delivery Methodology

Process Context
Brief Description
Define and manage the methodology to be adopted for product capability delivery across
the enterprise
The Manage Product Capability Delivery Methodology processes define and manage the
methodology to be adopted for product capability delivery across the enterprise. The
processes define the procedures and steps to follow to ensure that all project activities
across the enterprise to develop infrastructure capability are co-coordinated, visible and
controlled. These processes define the steps in the methodology, and approval process
or gates to be passed by individual product capability delivery projects, and may maintain
a repository of all activities as a part of the coordination aspects.
Explanatory
Mandatory
Optional
Interactions
1.2.1.3.1 Define Product Capability

Requirements
Figure 186. Define Product Capability Requirements decomposition into level 4 processes
Define Product Capability Requirements

Process Context
Brief Description
Define and obtain agreement to the detailed infrastructure requirements to support the
product portfolio and individual product plans
The Define Product Capability Requirements processes define and obtain agreement to
the detailed infrastructure requirements to support the product portfolio and individual
product plans. Product infrastructure requirements to support new product initiatives in
the PLM vertical are captured in this process, as well as any product infrastructure
requirements needed to support the specific offers being made to customers through the
sales channels. These processes also identify the service infrastructure capabilities
required to deliver the product infrastructure. The processes include any cross-enterprise
co-ordination and management functions to ensure that the requirements capture the
needs of all stakeholders.
Explanatory
Mandatory
Optional
Interactions
Capture Product Infrastructure Requirements

Process Context
Brief Description
These processes define the detailed infrastructure requirements to support the product
portfolio and individual product plans. Product infrastructure requirements to support new
product initiatives in the PLM vertical are captured in this process, as well as any product
infrastructure requirements needed to support the specific offers being made to
customers through the sales channels. These processes also identify the service
infrastructure capabilities required to deliver the product infrastructure.
Explanatory
Mandatory
Optional
Interactions
Agree Product Infrastructure Requirements

Process Context
Brief Description
These processes obtain agreement to the detailed infrastructure requirements to support
the product portfolio and individual product plans. The processes include any cross-
enterprise co-ordination and management functions to ensure that the requirements
capture the needs of all stakeholders.
Explanatory
Mandatory
Optional
Interactions
Report Product Infrastructure Requirements

Process Context
Brief Description
Explanatory
Mandatory
Optional
Interactions
1.2.1.3.2 Capture Product Capability

Shortfalls
Figure 187. Capture Product Capability Shortfalls decomposition into level 4 processes
Capture Product Capability Shortfalls

Process Context
Brief Description
Identify specific or imminent product capacity, product performance and/or product
The Capture Product Capability Shortfalls processes identify specific or imminent product
capacity, product performance and/or product operational support shortfalls. These
processes to establish detailed views of anticipated product capacity and performance
Explanatory
Mandatory
Optional
Interactions
Capture Product Capacity Shortfalls

Process Context
Brief Description
These processes identify specific or imminent product capacity shortfalls. These

processes to establish detailed views of anticipated product capacity issues.
Explanatory
Mandatory
Optional
Interactions
Capture Product Performance Shortfalls

Process Context
Brief Description
These processes identify specific or imminent product performance shortfalls. These
processes to establish detailed views of anticipated product performance issues.
Explanatory
Mandatory
Optional
Interactions
Capture Product Operational Support Shorfalls

Process Context
Brief Description
These processes identify specific or imminent product operational support shortfalls.
These processes take information available from the Customer Relationship Management
processes to establish detailed views of anticipated product operational support issues.
Explanatory
Mandatory
Optional
Interactions
1.2.1.3.3 Approve Product Business Case
Figure 188. Approve Product Business Case decomposition into level 4 processes
Approve Product Business Case

Process Context
Brief Description
Develop and gain approval for a business case to develop and deliver the required
capabilities, including identification of potential suppliers/partners
The Approve Product Business Case processes capture all activities required to develop
and gain the necessary level of approval for a business case to develop and deliver the
required capabilities, including identification of potential suppliers/partners. The business
case should identify any required product infrastructure components, development costs
and anticipated benefits, including revenue gains, productivity gains, performance
improvements and/or operational cost improvements. The business case should also
include a general view of the types of product offers which could be developed and
deployed using the product infrastructure, but would not necessarily include a specific
proposal to launch a specific product. This later activity is managed by the PLM
processes. The processes include any cross-enterprise co-ordination and management
functions to ensure that the business case is supported by all stakeholders.
Explanatory
Mandatory
Optional
Interactions
Develop Product Business Case

Process Context
Brief Description
These processes capture all activities required to develop a business case to develop
and deliver the required capabilities, including identification of potential
suppliers/partners. The business case should identify any required product infrastructure
components, development costs and anticipated benefits, including revenue gains,
productivity gains, performance improvements and/or operational cost improvements.
The business case should also include a general view of the types of product offers which
could be developed and deployed using the product infrastructure, but would not
necessarily include a specific proposal to launch a specific product. This later activity is
managed by the PLM processes.
Explanatory
Mandatory
Optional
Interactions
Gain Product Business Case Approval

Process Context
Brief Description
These processes capture all activities required to gain the necessary level of approval for
a business case to develop and deliver the required capabilities. The processes include
any cross-enterprise co-ordination and management functions to ensure that the
business case is supported by all stakeholders.
Explanatory
Mandatory
Optional
Interactions
1.2.1.3.4 Deliver Product Capability
Figure 189. Deliver Product Capability decomposition into level 4 processes
Deliver Product Capability

Process Context
Brief Description
Manage the co-coordinated delivery in line with the approved business case of all
required product infrastructure capabilities for that business case across the enterprise
The Deliver Product Capability processes ensure the co-coordinated delivery in line with
the approved business case of all required product infrastructure capabilities for that
business case across the enterprise. It is predominantly a program/project management
function, with the detailed management of individual infrastructure component delivery
managed through separate processes. The processes track and ensure that the business
case cost parameters are met, and anticipated benefits and ongoing operational costs are
likely to be achieved
Explanatory
Mandatory
Optional
Interactions
Co-ordinate Product Capability Delivery

Process Context
Brief Description
These processes ensure the co-coordinated delivery in line with the approved business
case of all required product infrastructure capabilities for that business case across the
enterprise. It is predominantly a program/project management function, with the detailed
management of individual infrastructure component delivery managed through separate
processes.
Explanatory
Mandatory
Optional
Interactions
Track Product Capability Business Case Costs

Process Context
Brief Description
These processes track and ensure that the business case cost parameters are met for all
required product infrastructure capabilities.
Explanatory
Mandatory
Optional
Interactions
Ensure Product Capability Benefits & Operational Costs

Process Context
Brief Description
These processes track and ensure that the anticipated benefits and ongoing operational
costs are likely to be achieved for all required product infrastructure capabilities.
Explanatory
Mandatory
Optional
Interactions
1.2.1.3.5 Manage Handover to Product

Operations
Figure 190. Manage Handover to Product Operations decomposition into level 4 processes
Manage Handover to Product Operations

Process Context
Brief Description
Manage the processes involved in handover of deployed product infrastructure to
operational control
The Manage Handover to Product Operations processes manage the processes involved
in handover of deployed product infrastructure to operational control. These processes
ensure that all performance and operational design requirements have been met by the
installed product infrastructure, and that all tools, test equipment, operational procedures,
Explanatory
Mandatory
Optional
Interactions
Co-ordinate Product Operational Handover

Process Context
Brief Description
These processes co-ordinate the processes involved in handover of deployed product
infrastructure to operational control, including the management and coordination of all
stakeholders required to gain approval and acceptance of the handover.
Explanatory
Mandatory
Optional
Interactions
Validate Product Infrastructure Design

Process Context
Brief Description
These processes ensure that all performance and operational design requirements have
been met by the installed product infrastructure.
Explanatory
Mandatory
Optional
Interactions
Ensure Product Handover Support

Process Context
Brief Description
These processes ensure that all tools, test equipment, operational procedures, support
groups, and training is in place to allow for successful operation.
Explanatory
Mandatory
Optional
Interactions
1.2.1.3.6 Manage Product Capability

Delivery Methodology
Figure 191. Manage Product Capability Delivery Methodology decomposition into level 4 processes
Maintain Product Capability Delivery Repository

Process Context
Brief Description
These processes manage the methodology to be adopted for product capability delivery
across the enterprise. These processes may maintain a repository of all activities as a
part of the coordination aspects, including approval process or gates to be passed by
individual product capability delivery projects.
Explanatory
Mandatory
Optional
Interactions
Manage Product Capability Delivery Methodology

Process Context
Brief Description
Define and manage the methodology to be adopted for product capability delivery across
the enterprise
The Manage Product Capability Delivery Methodology processes define and manage the
methodology to be adopted for product capability delivery across the enterprise. The
processes define the procedures and steps to follow to ensure that all project activities
across the enterprise to develop infrastructure capability are co-coordinated, visible and
controlled. These processes define the steps in the methodology, and approval process
or gates to be passed by individual product capability delivery projects, and may maintain
a repository of all activities as a part of the coordination aspects.
Explanatory
Mandatory
Optional
Interactions
Define Product Capability Delivery Methodology

Process Context
Brief Description
These processes define the methodology to be adopted for product capability delivery
across the enterprise. The processes define the procedures and steps to follow to ensure
that all project activities across the enterprise to develop infrastructure capability are co-
coordinated, visible and controlled. These processes define the steps in the methodology,
and approval process or gates.
Explanatory
Mandatory
Optional
Interactions
1.2.1.4 Marketing Capability Delivery
Figure 192. Marketing Capability Delivery decomposition into level 3 processes
Marketing Capability Delivery

Process Context
Brief Description
Manage the delivery and build of new or changed market capabilities or customer-related
capabilities.
Based on the market strategy for the enterprise, the Marketing Capability Delivery
processes manage the delivery and build of new or changed market capabilities (e.g. on-
line channels and sales channels) or customer-related capabilities (e.g. ability to identify,
save, manipulate and retrieve and apply new types of knowledge about customers).
These capabilities are created and delivered in line with the Market Strategy, for example,
one strategy may be to create more on-line channels to allow for customer self-service.
Explanatory
Mandatory
Optional
Interactions
Define Marketing Capability Requirements

Process Context
Brief Description
Define and agree the marketing infrastructure capability requirements
The Define Marketing Capability Requirements processes define and agree the marketing
infrastructure capability requirements. The processes define and obtain agreement to the
detailed infrastructure requirements to support the marketing strategies and forecasts.
The Define Marketing Capability Requirements processes provide requirements,
including process performance targets, for the development of new and/or enhancement
of existing marketing infrastructure which are captured by this process. These processes
include any cross-enterprise co-ordination and management functions to ensure that the
requirements capture the needs of all stakeholders.
These processes provide input into the requirements capture processes in the Resource
and Supply Chain horizontal process groupings
Explanatory
Mandatory
Optional
Interactions
Gain Marketing Capability Approval

Process Context
Brief Description
Develop and gain the necessary level of approval for a business case to develop and
deliver the required capabilities
The Gain Marketing Capability Approval processes capture all activities required to
develop and gain the necessary level of approval for a business case to develop and
deliver the required capabilities, including identification of potential suppliers/partners.
The business case developed by these processes should identify development costs and
anticipated benefits, including productivity gains and/or operational cost improvements.
These processes include any cross-enterprise co-ordination and management functions
to ensure that the business case is supported by all stakeholders.
Explanatory
Mandatory
Optional
Interactions
Deliver Marketing Infrastructure

Process Context
Brief Description
Manage the coordinated delivery of all marketing infrastructure deliverables across the
enterprise
The Deliver Marketing Infrastructure processes manage the coordinated delivery of all
marketing infrastructure deliverables across the enterprise. The processes ensure the co-
coordinated delivery in line with the approved business case of all required infrastructure
capabilities for that business case across the enterprise. The processes track and ensure
that the business case cost parameters, and anticipated benefits are achieved. The
Deliver Marketing Infrastructure processes are predominantly program/project
management processes, with the detailed management of individual infrastructure
component delivery managed through separate processes in the relevant eTOM
horizontal process groupings.
Explanatory
Mandatory
Optional
Interactions
Manage Handover to Marketing Operations

Process Context
Brief Description
Manage the processes involved in handover of deployed marketing infrastructure to
operational control
The Manage Handover to Marketing Operations processes manage the processes
involved in handover of deployed marketing infrastructure to operational control. These
processes ensure that all operational and process performance design requirements
have been met by the installed marketing infrastructure, and that all tools, test equipment,
operational procedures, support groups, and training is in place to allow for successful
operation. These processes include the management and coordination of all stakeholders
required to gain approval and acceptance of the handover to operational control.
Explanatory
Mandatory
Optional
Interactions
Manage Marketing Capability Delivery Methodology

Process Context
Brief Description
Define and manage the methodology to be adopted for marketing capability delivery
across the enterprise
The Manage Marketing Capability Delivery Methodology processes define and manage
the methodology to be adopted for marketing capability delivery across the enterprise.
The processes define the procedures and steps to follow to ensure that all project
activities across the enterprise to develop infrastructure capability are co-coordinated,
visible and controlled. These processes define the steps in the methodology, and
approval process or gates to be passed by individual marketing capability delivery
projects, and may maintain a repository of all activities as a part of the coordination
aspects.
Explanatory
Mandatory
Optional
Interactions
1.2.1.4.1 Define Marketing Capability

Requirements
Figure 193. Define Marketing Capability Requirements decomposition into level 4 processes
Define Marketing Capability Requirements

Process Context
Brief Description
Define and agree the marketing infrastructure capability requirements
The Define Marketing Capability Requirements processes define and agree the marketing
infrastructure capability requirements. The processes define and obtain agreement to the
detailed infrastructure requirements to support the marketing strategies and forecasts.
The Define Marketing Capability Requirements processes provide requirements,

including process performance targets, for the development of new and/or enhancement
of existing marketing infrastructure which are captured by this process. These processes
include any cross-enterprise co-ordination and management functions to ensure that the
requirements capture the needs of all stakeholders.
Explanatory
Mandatory
Optional
Interactions
Capture Marketing Infrastructure Requirements

Process Context
Brief Description
These processes define the detailed infrastructure requirements to support the marketing
strategies and forecasts. Thse processes provide requirements, including process
performance targets, for the development of new and/or enhancement of existing
marketing infrastructure which are captured by this process.
Explanatory
Mandatory
Optional
Interactions
Agree Marketing Infrastructure Requirements

Process Context
Brief Description
the marketing strategies and forecasts. The processes include any cross-enterprise co-
ordination and management functions to ensure that the requirements capture the needs
of all stakeholders.
Explanatory
Mandatory
Optional
Interactions
Report Marketing Infrastructure Requirements

Process Context
Brief Description
and Supply Chain horizontal process groupings.
Explanatory
Mandatory
Optional
Interactions
1.2.1.4.2 Gain Marketing Capability

Approval
Figure 194. Gain Marketing Capability Approval decomposition into level 4 processes
Gain Marketing Capability Approval

Process Context
Brief Description
Develop and gain the necessary level of approval for a business case to develop and
deliver the required capabilities
The Gain Marketing Capability Approval processes capture all activities required to
develop and gain the necessary level of approval for a business case to develop and
deliver the required capabilities, including identification of potential suppliers/partners.
The business case developed by these processes should identify development costs and
anticipated benefits, including productivity gains and/or operational cost improvements.
These processes include any cross-enterprise co-ordination and management functions
to ensure that the business case is supported by all stakeholders.
Explanatory
Mandatory
Optional
Interactions
Develop Marketing Capability Business Case

Process Context
Brief Description
These processes capture all activities required to develop a business case to develop
and deliver the required capabilities, including identification of potential
suppliers/partners. The business case developed by these processes should identify
development costs and anticipated benefits, including productivity gains and/or
operational cost improvements.
Explanatory
Mandatory
Optional
Interactions
Gain Marketing Capability Business Case Approval

Process Context
Brief Description
These processes capture all activities required to gain the necessary level of approval for
a business case to develop and deliver the required capabilities, including identification of
potential suppliers/partners. These processes include any cross-enterprise co-ordination
and management functions to ensure that the business case is supported by all
stakeholders.
Explanatory
Mandatory
Optional
Interactions
1.2.1.4.3 Deliver Marketing Infrastructure
Figure 195. Deliver Marketing Infrastructure decomposition into level 4 processes
Deliver Marketing Infrastructure

Process Context
Brief Description
Manage the coordinated delivery of all marketing infrastructure deliverables across the
enterprise
The Deliver Marketing Infrastructure processes manage the coordinated delivery of all
marketing infrastructure deliverables across the enterprise. The processes ensure the co-
coordinated delivery in line with the approved business case of all required infrastructure
capabilities for that business case across the enterprise. The processes track and ensure
that the business case cost parameters, and anticipated benefits are achieved. The
Deliver Marketing Infrastructure processes are predominantly program/project
management processes, with the detailed management of individual infrastructure
component delivery managed through separate processes in the relevant eTOM
horizontal process groupings.
Explanatory
Mandatory
Optional
Interactions
Co-ordinate Marketing Capability Delivery

Process Context
Brief Description
These processes ensure the co-coordinated delivery in line with the approved business
case of all required marketing infrastructure capabilities for that business case across the
enterprise. It is predominantly a program/project management function, with the detailed
management of individual infrastructure component delivery managed through separate
processes in the relevant eTOM horizontal process groupings.
Explanatory
Mandatory
Optional
Interactions
Track Marketing Capability Business Case Costs

Process Context
Brief Description
These processes track and ensure that the business case cost parameters are met for all
required product infrastructure capabilities.
Explanatory
Mandatory
Optional
Interactions
Ensure Marketing Capability Benefits

Process Context
Brief Description
These processes track and ensure that the anticipated benefits are likely to be achieved
for all required product infrastructure capabilities.
Explanatory
Mandatory
Optional
Interactions
1.2.1.4.4 Manage Handover to Marketing

Operations
Figure 196. Manage Handover to Marketing Operations decomposition into level 4 processes
Manage Handover to Marketing Operations

Process Context
Brief Description
Manage the processes involved in handover of deployed marketing infrastructure to
operational control
The Manage Handover to Marketing Operations processes manage the processes
involved in handover of deployed marketing infrastructure to operational control. These
processes ensure that all operational and process performance design requirements
have been met by the installed marketing infrastructure, and that all tools, test equipment,
operational procedures, support groups, and training is in place to allow for successful
operation. These processes include the management and coordination of all stakeholders
required to gain approval and acceptance of the handover to operational control.
Explanatory
Mandatory
Optional
Interactions
Co-ordinate Marketing Operational Handover

Process Context
Brief Description
These processes co-ordinate the processes involved in handover of deployed marketing
Explanatory
Mandatory
Optional
Interactions
Validate Marketing Infrastructure Design

Process Context
Brief Description
These processes manage the methodology to be adopted for marketing capability
delivery across the enterprise. These processes may maintain a repository of all activities
as a part of the coordination aspects, including approval process or gates to be passed
by individual marketing capability delivery projects.
Explanatory
Mandatory
Optional
Interactions
Ensure Marketing Handover Support

Process Context
Brief Description
Explanatory
Mandatory
Optional
Interactions
1.2.1.4.5 Manage Marketing Capability

Delivery Methodology
Figure 197. Manage Marketing Capability Delivery Methodology decomposition into level 4 processes
Manage Marketing Capability Delivery Methodology

Process Context
Brief Description
Define and manage the methodology to be adopted for marketing capability delivery
across the enterprise
The Manage Marketing Capability Delivery Methodology processes define and manage
the methodology to be adopted for marketing capability delivery across the enterprise.
The processes define the procedures and steps to follow to ensure that all project
activities across the enterprise to develop infrastructure capability are co-coordinated,
visible and controlled. These processes define the steps in the methodology, and
approval process or gates to be passed by individual marketing capability delivery
projects, and may maintain a repository of all activities as a part of the coordination
aspects.
Explanatory
Mandatory
Optional
Interactions
Define Marketing Capability Delivery Methodology

Process Context
Brief Description
These processes define the methodology to be adopted for marketing capability delivery
across the enterprise. The processes define the procedures and steps to follow to ensure
that all project activities across the enterprise to develop infrastructure capability are co-
coordinated, visible and controlled. These processes define the steps in the methodology,
and approval process or gates.
Explanatory
Mandatory
Optional
Interactions
Validate Marketing Infrastructure Design

Process Context
Brief Description
These processes manage the methodology to be adopted for marketing capability
delivery across the enterprise. These processes may maintain a repository of all activities
as a part of the coordination aspects, including approval process or gates to be passed
by individual marketing capability delivery projects.
Explanatory
Mandatory
Optional
Interactions
1.2.1.5 Product & Offer Development &

Retirement
Figure 198. Product & Offer Development & Retirement decomposition into level 3 processes
Product & Offer Development & Retirement

Process Context
Brief Description
Develop and deliver new products and product enhancements and new features, ready
for implementation by the Operations processes.
Product Development & Retirement processes develop and deliver new products or
services and product or service enhancements and new features, ready for
implementation by the Operations processes. Additionally they handle the withdrawal of
product offerings from the marketplace. Product Development and Retirement processes
are project oriented (day to day management of product offerings are handled by the
Operations processes). The key measures of this process are how effectively are the
enterprise’s products and services broadened and the time to market for new products
and services or features. These processes also manage major product and service
updates and enhancement. Business Case development tracking and commitment are
key elements of this process, as are project management discipline with defined quality
gates.
Explanatory
Mandatory
Optional
Interactions
Gather & Analyze New Product Ideas

Process Context
Brief Description
Research and analyze demographic, customer, technology and marketing information to
identify new product and offer opportunities
The Gather & Analyze New Product Ideas processes research and analyze demographic,
customer, technology and marketing information to identify new product and offer
opportunities. These processes undertake the necessary analysis to identify potential
opportunities, compare current capabilities with the identified opportunities, and as a
result of the analysis develop new opportunity concepts. Requirements from the sales
organization relating to enhancements to support their desired offers are also captured by
these processes. The concepts include an analysis of the customer value proposition.
Explanatory
Mandatory
Optional
Interactions
Develop New Product Business Proposal

Process Context
Brief Description
Develop and document business proposals for the identified new product concept
The Develop New Product Business Proposal processes develop and document business
proposals for the identified new product concept (including if necessary a business case).
The business proposal (or business case) identifies the new product requirements,
including the specific service components which constitute the product. The business
proposal also identifies the development costs and anticipated benefits, including forecast
demand, revenue gains, productivity gains, performance improvements and/or
operational cost improvements. In addition, these processes define the attributes of the
product which form the basis for product advertising and sales. The business proposal
also includes an assessment of the risks and the competitive positioning of the product
proposal. As a part of the business proposal development a feasibility assessment can be
produced. Potential suppliers/partners who can assist in the development of the product
are also identified. As a part of the process, the business proposal is appropriately
approved, and as a result of the approval, necessary resources are made available.
Explanatory
Mandatory
Optional
Interactions
Develop Detailed Product Specifications

Process Context
Brief Description
Develop and document the detailed product-related technical, performance and
operational specifications, and customer manuals.
The Develop Detailed Product Specifications processes develop and document the
detailed product-related technical, performance and operational specifications, and
customer manuals. These processes develop and document the required product
features, the specific service and resource requirements and selections, the specific
performance and operational requirements and support activities, any product specific
data required for the systems and network infrastructure. The processes ensure that all
detailed specifications are produced and appropriately documented. Additionally the
processes ensure that the documentation is captured in an appropriate enterprise
repository.
Explanatory
Mandatory
Optional
Interactions
Launch New Products

Process Context
Brief Description
Manage the initial introduction of new and enhanced products into the market and
handover to operations for ongoing rollout
The Launch New Products processes manage the initial introduction of new and
enhanced products into the market and handover to operations for ongoing rollout. The
initial introduction could be through commercial pilots or market trials, in which case the
commercial negotiations for the pilot and/or trial are managed through these processes.
These processes identify the shortcomings or issues, and manage the necessary
improvements to the product to allow full rollout. At the conclusion of the pilots and/or
trials when the product passes its acceptance tests or defined acceptance criteria, these
processes manage the handover to operations.
Once accepted as a stable product offering, rollout and/or expanded of the product to
subsequent customers is managed by the Operations Support & Readiness processes.
Explanatory
Mandatory
Optional
Interactions
Assess Performance of Existing Products

Process Context
Brief Description
Analyze the performance of existing products to identify inadequacies and required
improvements
The Assess Performance of Existing Products processes analyze the performance of
existing products to identify inadequacies and required improvements. These processes
use information from customers and from operational activities to identify required
improvements.
Explanatory
Mandatory
Optional
Interactions
Develop Product Commercialization Strategy

Process Context
Brief Description
Ensure that product specific pricing, sales channel support and regulatory approvals are identified and
agreed
The Develop Product Commercialization Strategy processes ensure that product specific pricing, sales
channel support and regulatory approvals are identified and agreed. These processes ensure that all
commercialization aspects of the product development process associated with selling the product to the
market, including pricing, rating, identification of sales support and sales channels features, are
developed and agreed.
Additionally these processes manage the enterprise cross-product pricing approval processes.
Explanatory
Mandatory
Optional
Interactions
Manage Product Development

Process Context
Brief Description
Ensure the co-coordinated delivery in line with the approved business case of all required
product capabilities for that business case across the enterprise
The Manage Product Development processes ensure the co-coordinated delivery in line
with the approved business case of all required product capabilities for that business case
across the enterprise. These processes use project management disciplines to deliver the
necessary capabilities, including process development, specific systems & network
infrastructure developments, specific channel developments, specific operational
procedures, etc. required to support the new product. It is predominantly a
program/project management function, with the detailed management of individual
capability delivery managed through separate processes in other horizontal process
groupings.
Note that delivery of products within the context of existing commercial arrangements is
managed through the Supply Chain Development and Change Management process. If
new suppliers/partners are required, the Supply Chain Capability Delivery process is used
to deliver the necessary commercial arrangements.
Note that the management of major new or enhanced infrastructure development to
support Product & Offer Development is managed within the Product & Offer Capability
Delivery process
Explanatory
Mandatory
Optional
Interactions
Manage Product Exit

Process Context
Brief Description
Identify existing products which are unviable and manage the processes to exit the
product from the market.
The Manage Product Exit processes identify existing products which are unviable and
manage the process to exit the product from the market. The processes analyze existing
products & sales offers to identify economically or strategically unviable products, identify
customers impacted by any exit, develop customer specific or market segment exit or
migration strategies, develop infrastructure transition and/or replacement strategies, and
manage the operational aspects of the exit process. A business proposal identifying the
competitive threats, risks and costs may be required as part of developing the exit
strategy. It includes any cross-enterprise co-ordination and management functions to
ensure that the needs of all stakeholders are identified and managed.
Explanatory
Mandatory
Optional
Interactions
1.2.1.5.1 Gather & Analyze New Product

Ideas
Figure 199. Gather & Analyze New Product Ideas decomposition into level 4 processes
Gather & Analyze New Product Ideas

Process Context
Brief Description
Research and analyze demographic, customer, technology and marketing information to
identify new product and offer opportunities
The Gather & Analyze New Product Ideas processes research and analyze demographic,
customer, technology and marketing information to identify new product and offer
opportunities. These processes undertake the necessary analysis to identify potential
opportunities, compare current capabilities with the identified opportunities, and as a
result of the analysis develop new opportunity concepts. Requirements from the sales
organization relating to enhancements to support their desired offers are also captured by
these processes. The concepts include an analysis of the customer value proposition.
Explanatory
Mandatory
Optional
Interactions
Gather Product Ideas

Process Context
Brief Description
These processes research demographic, customer, technology and marketing
information.
Explanatory
Mandatory
Optional
Interactions
Identify Opportunities and Requirements

Process Context
Brief Description
These processes identify potential opportunities and capture requirements from the sales
organization relating to enhancements to support their desired offers.
Explanatory
Mandatory
Optional
Interactions
Develop New Opportunity Concepts

Process Context
Brief Description
These processes compare current capabilities with the identified opportunities, and as a
result of the analysis develop new opportunity concepts. The concepts include an
analysis of the customer value proposition.
Explanatory
Mandatory
Optional
Interactions
1.2.1.5.4 Develop Product

Commercialization Strategy
Figure 200. Develop Product Commercialization Strategy decomposition into level 4 processes

Process Context
Brief Description
Ensure that product specific pricing, sales channel support and regulatory approvals are
identified and agreed
The Develop Product Commercialization Strategy processes ensure that product specific
pricing, sales channel support and regulatory approvals are identified and agreed. These
processes ensure that all commercialization aspects of the product development process
associated with selling the product to the market, including pricing, rating, identification of
sales support and sales channels features, are developed and agreed.
Additionally these processes manage the enterprise cross-product pricing approval

processes.
Explanatory
Mandatory
Optional
Interactions
Develop Product Commercialization Case

Process Context
Brief Description
These processes ensure that product specific pricing, sales channel support and
regulatory approvals are identified. They ensure that all commercialization aspects of the
product development process associated with selling the product to the market, including
pricing, rating, identification of sales support and sales channels features, are developed.
Additionally these processes manage the enterprise cross-product pricing approval
processes.
Explanatory
Mandatory
Optional
Interactions
Gain Product Commercialization Case Approval

Process Context
Brief Description
These processes ensure that product specific pricing, sales channel support and
regulatory approvals are agreed. They ensure that all commercialization aspects of the
product development process associated with selling the product to the market are
agreed.
Explanatory
Mandatory
Optional
Interactions
1.2.1.5.5 Develop Detailed Product

Specifications
Figure 201. Develop Detailed Product Specifications decomposition into level 4 processes
Develop Detailed Product Specifications

Process Context
Brief Description
Develop and document the detailed product-related technical, performance and
operational specifications, and customer manuals.
detailed product-related technical, performance and operational specifications, and
customer manuals. These processes develop and document the required product
features, the specific service and resource requirements and selections, the specific
performance and operational requirements and support activities, any product specific
data required for the systems and network infrastructure. The processes ensure that all
repository.
Explanatory
Mandatory
Optional
Interactions
Develop Detailed Product Technical Specifications

Process Context
Brief Description
These processes develop and document the detailed product-related technical
specifications. These processes develop and document the required product features,
and the specific service and resource requirements and selections. The processes
ensure that all detailed specifications are produced and appropriately documented.
Additionally the processes ensure that the documentation is captured in an appropriate
enterprise repository.
Explanatory
Mandatory
Optional
Interactions
Develop Detailed Product Performance Specifications

Process Context
Brief Description
These processes develop and document the detailed product-related performance
specifications. These processes develop and document the specific performance
requirements. The processes ensure that all detailed specifications are produced and
appropriately documented. Additionally the processes ensure that the documentation is
captured in an appropriate enterprise repository.
Explanatory
Mandatory
Optional
Interactions
Develop Detailed Product Operational Specifications

Process Context
Brief Description
These processes develop and document the detailed product-related operational
specifications. These processes develop and document the specific performance and
operational requirements and support activities, along with any product specific data
required for the systems and network infrastructure. The processes ensure that all
repository.
Explanatory
Mandatory
Optional
Interactions
Develop Detailed Product Customer Manuals

Process Context
Brief Description
detailed customer manuals. The processes ensure that all detailed specifications are
produced and appropriately documented. Additionally the processes ensure that the
documentation is captured in an appropriate enterprise repository.
Explanatory
Mandatory
Optional
Interactions
1.2.1.5.7 Launch New Products
Figure 202. Launch New Products decomposition into level 4 processes
Launch New Products

Process Context
Brief Description
Manage the initial introduction of new and enhanced products into the market and
handover to operations for ongoing rollout
The Launch New Products processes manage the initial introduction of new and
enhanced products into the market and handover to operations for ongoing rollout. The
initial introduction could be through commercial pilots or market trials, in which case the
commercial negotiations for the pilot and/or trial are managed through these processes.
These processes identify the shortcomings or issues, and manage the necessary
improvements to the product to allow full rollout. At the conclusion of the pilots and/or
trials when the product passes its acceptance tests or defined acceptance criteria, these
processes manage the handover to operations.
Once accepted as a stable product offering, rollout and/or expanded of the product to
subsequent customers is managed by the Operations Support & Readiness processes.
Explanatory
Mandatory
Optional
Interactions
Identify Product Issues

Process Context
Brief Description
These processes identify the shortcomings or issues in the product.
Explanatory
Mandatory
Optional
Interactions
Manage Product Improvements

Process Context
Brief Description
These processes manage the necessary improvements to the product to allow full rollout.
Explanatory
Mandatory
Optional
Interactions
Manage Product Handover

Process Context
Brief Description
At the conclusion of the pilots and/or trials when the product passes its acceptance tests
or defined acceptance criteria, these processes manage the handover to operations.
Explanatory
Mandatory
Optional
Interactions
1.2.1.5.8 Manage Product Exit
Figure 203. Manage Product Exit decomposition into level 4 processes
Manage Product Exit

Process Context
Brief Description
Identify existing products which are unviable and manage the processes to exit the
product from the market.
The Manage Product Exit processes identify existing products which are unviable and
manage the process to exit the product from the market. The processes analyze existing
products & sales offers to identify economically or strategically unviable products, identify
customers impacted by any exit, develop customer specific or market segment exit or
migration strategies, develop infrastructure transition and/or replacement strategies, and
manage the operational aspects of the exit process. A business proposal identifying the
competitive threats, risks and costs may be required as part of developing the exit
strategy. It includes any cross-enterprise co-ordination and management functions to
ensure that the needs of all stakeholders are identified and managed.
Explanatory
Mandatory
Optional
Interactions
Identify Unviable Products

Process Context
Brief Description
These processes analyze existing products & sales offers to identify economically or
strategically unviable products.
Explanatory
Mandatory
Optional
Interactions
Identify Impacted Product Customers

Process Context
Brief Description
These processes identify customers impacted by any exit and develop customer specific
or market segment exit or migration strategies.
Explanatory
Mandatory
Optional
Interactions
Develop Product Transition Strategies

Process Context
Brief Description
These processes develop infrastructure transition and/or replacement strategies.
Explanatory
Mandatory
Optional
Interactions
Manage Product Exit Process

Process Context
Brief Description
These processes manage the operational aspects of the exit process.
Explanatory
Mandatory
Optional
Interactions
1.2.1.6 Sales Development
Figure 204. Sales Development decomposition into level 3 processes
Sales Development

Process Context
Brief Description
Develop the Sales support and response for new and existing products, as well as
existing and potential customers.
Sales Development processes develop the Sales support and response for new and
existing products and services, as well as existing and potential customers.
Sales Development processes develop product related compensation plans, define
product revenue targets, develop product related sales training, develop prospective
customer identification methodology, develop selling processes/methods and procedures
for new products.
As an aspect of this Sales Development processes define channels for selling the
enterprise’s products. It develops or ensures development of channel ability to sell and
support products, including negotiating for the specific channel, defining or updating the
account management process, developing pricing for a specific channel, etc.
Explanatory
Mandatory
Optional
Interactions
Monitor Sales & Channel Best Practice

Process Context
Brief Description
Ensure that the enterprise keeps abreast of sales and channel practices and capabilities
in the wider environment.
The Monitor Sales & Channel Best Practice processes ensure that the enterprise keeps
abreast of sales and channel practices and capabilities in the wider environment. These
processes can involve externally provided research, as well as monitoring of various
activities within the enterprise. These processes develop the requirements for the
introduction of new sales approaches and sales channels, as well as provide
requirements for enhancements to existing sales approaches and channels. This
monitoring ensures that the enterprise can provide sales and channel capabilities as
effectively as possible at all times. The monitoring captures issues such as compensation
plans, product related sales training approaches and techniques, prospective customer
identification methodologies, selling processes/methods and procedures for new
products.
Explanatory
Mandatory
Optional
Interactions
Develop Sales & Channel Proposals

Process Context
Brief Description
Create and document proposals for sales processes and sales channels, and gain
approval for them
The Develop Sales & Channel Proposals processes create and document proposals for
sales processes and sales channels, and gain approval for them. The processes define
proposals to change existing sales processes and/or channels, or to develop new sales
processes and/or channels. These processes undertake the necessary identification of
the needs of products, and an analysis of the existing or proposed enterprise sales
process and/or channel capabilities. Depending on the proposal a business case process
may be required to gain the necessary approval.
The proposals can be based on industry analysis from the Monitoring Sales & Channel
Best Practice processes, on feedback of the effectiveness of existing sales channels from
the Selling processes, or on specific requirements associated with the development of
new or enhanced products.
These processes include defining product sales targets for each channel, as well as sales
and sales personnel performance indicators for each channel.
Explanatory
Mandatory
Optional
Interactions
Develop New Sales Channels & Processes

Process Context
Brief Description
Develop and implement new or adapted sales processes and/or channels to support new
or enhanced products.
The Develop New Sales Channels & Processes processes develop and implement new
or adapted sales processes and/or channels to support new or enhanced products.
These processes include the development of external relationships if required to provide
the necessary sales channel capability. The development and implementation may
require management of the coordination and integration of existing and new sales
processes and channels to ensure effective operations. These processes include the
definition of commercialization manpower profile, training program development and
sales methods and procedures, compensation plans, identification of product potential
customers to each channel and sale method
Explanatory
Mandatory
Optional
Interactions
1.2.1.6.1 Monitor Sales & Channel Best

Practice
Figure 205. Monitor Sales & Channel Best Practice decomposition into level 4 processes
Monitor Sales & Channel Best Practice

Process Context
Brief Description
Ensure that the enterprise keeps abreast of sales and channel practices and capabilities
in the wider environment.
The Monitor Sales & Channel Best Practice processes ensure that the enterprise keeps
abreast of sales and channel practices and capabilities in the wider environment. These
processes can involve externally provided research, as well as monitoring of various
activities within the enterprise. These processes develop the requirements for the
introduction of new sales approaches and sales channels, as well as provide
requirements for enhancements to existing sales approaches and channels. This

monitoring ensures that the enterprise can provide sales and channel capabilities as
products.
Explanatory
Mandatory
Optional
Interactions
Develop Sales & Channel Requirements

Process Context
Brief Description
These processes develop the requirements for the introduction of new sales approaches
and sales channels, as well as provide requirements for enhancements to existing sales
approaches and channels.
Explanatory
Mandatory
Optional
Interactions
Monitor Sales & Channel Practices

Process Context
Brief Description
These processes ensure that the enterprise can provide sales and channel capabilities as
products.
Explanatory
Mandatory
Optional
Interactions
1.2.1.6.2 Develop Sales & Channel

Proposals
Figure 206. Develop Sales & Channel Proposals decomposition into level 4 processes
Develop Sales & Channel Proposals

Process Context
Brief Description
Create and document proposals for sales processes and sales channels, and gain
approval for them
The Develop Sales & Channel Proposals processes create and document proposals for
sales processes and sales channels, and gain approval for them. The processes define
proposals to change existing sales processes and/or channels, or to develop new sales
processes and/or channels. These processes undertake the necessary identification of
the needs of products, and an analysis of the existing or proposed enterprise sales
process and/or channel capabilities. Depending on the proposal a business case process
may be required to gain the necessary approval.
The proposals can be based on industry analysis from the Monitoring Sales & Channel
Best Practice processes, on feedback of the effectiveness of existing sales channels from
the Selling processes, or on specific requirements associated with the development of
new or enhanced products.
These processes include defining product sales targets for each channel, as well as sales
and sales personnel performance indicators for each channel.
Explanatory
Mandatory
Optional
Interactions
Create Sales Proposals

Process Context
Brief Description
These processes create and document proposals for sales processes and sales
channels. The processes define proposals to change existing sales processes and/or
channels, or to develop new sales processes and/or channels. These processes
undertake the necessary identification of the needs of products, and an analysis of the
existing or proposed enterprise sales process and/or channel capabilities. The proposals
can be based on industry analysis from the Monitoring Sales & Channel Best Practice
processes, on feedback of the effectiveness of existing sales channels from the Selling
processes, or on specific requirements associated with the development of new or
enhanced products. These processes include defining product sales targets for each
channel, as well as sales and sales personnel performance indicators for each channel.
Explanatory
Mandatory
Optional
Interactions
Gain Sales Proposals Approval

Process Context
Brief Description
These processes gain approval for proposals for sales processes and sales channels.
Explanatory
Mandatory
Optional
Interactions
1.2.1.6.3 Develop New Sales Channels &

Processes
Figure 207. Develop New Sales Channels & Processes decomposition into level 4 processes
Develop New Sales Channels & Processes

Process Context
Brief Description
Develop and implement new or adapted sales processes and/or channels to support new
or enhanced products.
The Develop New Sales Channels & Processes processes develop and implement new
or adapted sales processes and/or channels to support new or enhanced products.
These processes include the development of external relationships if required to provide
the necessary sales channel capability. The development and implementation may
require management of the coordination and integration of existing and new sales
processes and channels to ensure effective operations. These processes include the
definition of commercialization manpower profile, training program development and
sales methods and procedures, compensation plans, identification of product potential
customers to each channel and sale method
Explanatory
Mandatory
Optional
Interactions
Develop External Relationships

Process Context
Brief Description
These processes develop external relationships if required to provide the necessary
sales channel capability.
Explanatory
Mandatory
Optional
Interactions
Manage Process & Channel Coordination

Process Context
Brief Description
These processes manage the coordination and integration of existing and new sales
processes and channels to ensure effective operations.
Explanatory
Mandatory
Optional
Interactions
Define Processes & Channels

Process Context
Brief Description
These processes include the definition of commercialization manpower profile, training
program development and sales methods and procedures, compensation plans,
identification of product potential customers to each channel and sale method
Explanatory
Mandatory
Optional
Interactions
1.2.1.7 Product Marketing

Communications & Promotion
Figure 208. Product Marketing Communications & Promotion decomposition into level 3 processes
Product Marketing Communications & Promotion

Process Context
Brief Description
Develop and manage communications to the market, prospective and existing customers.
Product Marketing Communications & Promotion processes deal with overall
communication to customers and markets. Product Marketing Communications
processes develop and manage communications to the market, prospective and existing
customers. Communications involves both the message and the media. Product
Marketing Communications can develop a message and manage its delivery through a
bill insert, phone communication with customers, a magazine advertisement, or any other
appropriate mechanism. Product Marketing Communications develops and manages
interfaces with press/news, e.g., schedules press interviews, manages an editorial
calendar to plan placements, etc.
Product Marketing Promotion on the other hand is the development of specific promotions
to sell products, retain customers, and bring in new customers. Product Marketing
Promotion processes create the promotional campaigns and advertising to reach the
market, customers and channels. They develop the campaigns and collateral, whether
direct mail, newspaper ad, etc. Product Marketing Promotion processes work with all
other processes of Marketing, Sales and Offer, Brand Management, Market Research
and Advertising Management to design marketing promotions and advertising, to
determine trade show participation and presence, to support product introductions, etc.
Product Marketing Promotions processes interface with Marketing Fulfillment Response
processes in Customer Relationship Management to execute the campaign. One of the
key roles of these processes is to position the product in the market, especially versus
competitive products.
Explanatory
Mandatory
Optional
Interactions
Define Product Marketing Promotion Strategy

Process Context
Brief Description
Defines the specific communications and promotions strategy to be used for positioning
the product in the marketplace
The Define Product Marketing Promotion Strategy defines the specific communications
and promotions strategy to be used for positioning the product in the marketplace,
especially in relation to competitive products. The Establish Market Strategy processes
(S&C) define the overall umbrella, and these processes operate within that umbrella to
target the messages for specific products. The processes define a set of arguments and
information needed for creating and developing specific promotional campaigns for each
product.
Explanatory
Mandatory
Optional
Interactions
Develop Product & Campaign Message

Process Context
Brief Description
Manage all activities and stakeholder engagement to develop and agree the specific
campaign or promotion message
The Develop Product & Campaign Message processes manage all activities and
stakeholder engagement to develop and agree the specific campaign or promotion
message. Any particular promotion or campaign may require the coordination of multiple
stakeholders to produce and agree a specific message. These stakeholders could include
media management, all impacted product managers, brand management, marketing
management, owners of the potential channels, etc.
Explanatory
Mandatory
Optional
Interactions
Select Message & Campaign Channels

Process Context
Brief Description
Manage the selection of the appropriate channel or channels to support the message
delivery and/or campaign
The Select Message and Campaign Channel(s) processes manage the selection of the
appropriate channel or channels to support the message delivery and/or campaign. A
particular promotion may require selection of one or several delivery channels.
Explanatory
Mandatory
Optional
Interactions
Develop Promotional Collateral

Process Context
Brief Description
Ensure that all associated collateral is produced to support the market message and /or
campaign
The Develop Promotional Collateral processes ensure that all associated collateral is
produced to support the market message and/or campaign. Collateral could include
production of pamphlets, trade displays, call centre scripts, etc. These processes arrange
and manage the delivery through the suppliers or producers of the associated collateral.
Note that the actual contractual relationship with the supplier may be established through
Supplier Chain Development and Management processes.
Explanatory
Mandatory
Optional
Interactions
Manage Message & Campaign Delivery

Process Context
Brief Description
Manage and co-ordinate the delivery of the messages and campaigns into the selected
channels
The Manage Message and Campaign Delivery processes manage and co-ordinate the
delivery of the messages and campaigns into the selected channels. They ensure that the
channels (owned and/or contracted) are adequately trained and/or informed to manage
the message and/or campaign delivery, and that sufficient resources are available in the
selected channel(s) to support the delivery.
Explanatory
Mandatory
Optional
Interactions
Monitor Message & Campaign Effectiveness

Process Context
Brief Description
Establish metrics and monitoring and reporting processes to gauge the effectiveness of
market messages and product promotional campaigns
The Monitor Message and Campaign Effectiveness processes establish metrics and
monitoring and reporting processes to gauge the effectiveness of market messages and
product promotional campaigns. Based on analysis these processes feedback suggested
changes to re-enforce the message or to adapt the message to become more effective.
Explanatory
Mandatory
Optional
Interactions
1.2.1.7.4 Develop Promotional Collateral
Figure 209. Develop Promotional Collateral decomposition into level 4 processes
Develop Promotional Collateral

Process Context
Brief Description
Ensure that all associated collateral is produced to support the market message and /or
campaign
The Develop Promotional Collateral processes ensure that all associated collateral is
produced to support the market message and/or campaign. Collateral could include
production of pamphlets, trade displays, call centre scripts, etc. These processes arrange
and manage the delivery through the suppliers or producers of the associated collateral.
Note that the actual contractual relationship with the supplier may be established through
Supplier Chain Development and Management processes.
Explanatory
Mandatory
Optional
Interactions
Manage Collateral Production

Process Context
Brief Description
These processes ensure that all associated collateral is produced to support the market
message and/or campaign. Collateral could include production of pamphlets, trade
displays, call centre scripts, etc.
Explanatory
Mandatory
Optional
Interactions
Manage Collateral Delivery

Process Context
Brief Description
These processes arrange and manage the delivery through the suppliers or producers of
the associated collateral.
Explanatory
Mandatory
Optional
Interactions
1.2.1.7.5 Manage Message & Campaign

Delivery
Figure 210. Manage Message & Campaign Delivery decomposition into level 4 processes
Manage Message & Campaign Delivery

Process Context
Brief Description
Manage and co-ordinate the delivery of the messages and campaigns into the selected
channels
The Manage Message and Campaign Delivery processes manage and co-ordinate the
delivery of the messages and campaigns into the selected channels. They ensure that the
channels (owned and/or contracted) are adequately trained and/or informed to manage
the message and/or campaign delivery, and that sufficient resources are available in the
selected channel(s) to support the delivery.
Explanatory
Mandatory
Optional
Interactions
Manage Channel Capability

Process Context
Brief Description
These processes ensure that the channels (owned and/or contracted) are adequately
trained and/or informed to manage the message and/or campaign delivery.
Explanatory
Mandatory
Optional
Interactions
Manage Channel Resources

Process Context
Brief Description
These processes ensure that sufficient resources are available in the selected channel(s)
to support the delivery.
Explanatory
Mandatory
Optional
Interactions
1.2.1.7.6 Monitor Message & Campaign

Effectiveness
Figure 211. Monitor Message & Campaign Effectiveness decomposition into level 4 processes
Monitor Message & Campaign Effectiveness
Process Context
Brief Description
Establish metrics and monitoring and reporting processes to gauge the effectiveness of
market messages and product promotional campaigns
The Monitor Message and Campaign Effectiveness processes establish metrics and
monitoring and reporting processes to gauge the effectiveness of market messages and
product promotional campaigns. Based on analysis these processes feedback suggested
changes to re-enforce the message or to adapt the message to become more effective.
Explanatory
Mandatory
Optional
Interactions
Develop Message & Campaign Metrics

Process Context
Brief Description
These processes establish metrics and monitoring and reporting processes to gauge the
effectiveness of market messages and product promotional campaigns.
Explanatory
Mandatory
Optional
Interactions
Monitor Message & Campaign Metrics

Process Context
Brief Description
These processes monitor and report on processes to gauge the effectiveness of market
messages and product promotional campaigns.
Explanatory
Mandatory
Optional
Interactions
Analyze Message & Campaign Metrics

Process Context
Brief Description
These processes analyze metrics from monitoring and reporting processes to gauge the
effectiveness of market messages and product promotional campaigns.
Explanatory
Mandatory
Optional
Interactions
Modify Message & Campaign

Process Context
Brief Description
These processes feedback suggested changes to re-enforce the message or to adapt the
message to become more effective.
Explanatory
Mandatory
Optional
Interactions
1.2.2.1 Service Strategy & Planning
Figure 212. Service Strategy & Planning decomposition into level 3 processes
Service Strategy & Planning
Process Context
Brief Description
Enable the development of a strategic view and a multi-year business plan for the
enterprise’s services and service directions, and the parties who will supply the required
services.
Service Strategy & Planning processes enable the development of a strategic view and a
multi-year business plan for the enterprise’s services and service directions, and the
parties who will supply the required services. Research & analysis is performed to
determine service targets as well as strategies to reach the defined targets. This research
may be obtained from the external market, or developed internally through research
programs and activities, or leverage of other internal knowledge. A key input to the
service strategy arises from the enterprise’s market and product portfolio strategy and
forecasts. A focus is placed on the expansion of the existing service capabilities and the
identification of new service capabilities required.
These processes deliver and develop annual and multi-year service plans in support of
products and offers that include volume forecasts, negotiation for required levels of
resources, gaining service development and management as well as supply chain
commitment and executive approval for the plans.
Forecasting of service demand, and capturing of new opportunities, are both essential to
ensure that the enterprise can implement the services necessary for the future needs of
their customers and potential customers.
These processes define the service standards sought, key new service capabilities
required, service support levels and approaches required, service design elements to be
developed, as well as service cost parameters and targets. These processes also define
the policies relating to technical services and their implementation.
Explanatory
Mandatory
Optional
Interactions
Gather & Analyze Service Information

Process Context
Brief Description
Research and analyze customer, technology, competitor and marketing information to
identify new service directions and industry best practice, and potential enhancements to
existing services
The Gather & Analyze Service Information processes research and analyze customer,
technology, competitor and marketing information to identify new service directions and
industry best practice, and potential enhancements to existing services. These processes
undertake the necessary analysis to identify potential opportunities, compare current
capabilities with the identified opportunities, and as a result of the analysis develop new
service requirements. Included in this analysis are the capture and analysis of service
growth driven by expansion of housing estates, building developments and building
approvals forecasts. The new service requirements include an analysis of the customer
value proposition.
These processes include the establishment and management of relationships with
external providers of service information, and the management of internal resources used
for providing service information.
A key source of input to this analysis is derived from the marketing and product strategy
and planning processes.
Explanatory
Mandatory
Optional
Interactions
Manage Service Research

Process Context
Brief Description
Manage internally driven research investigations and activities which are used to provide
detailed assessment or investigation of new and emerging service capabilities
The Manage Service Research processes manage internally driven research
investigations and activities which are used to provide detailed assessment or
investigation of new and emerging service capabilities. The actual research activity may
be totally internally delivered, or may be outsourced to external parties to perform the
actual research activity. These processes manage the administration of the research
activity, management of any research prioritization processes, define the assessment
methodologies, administer any actual research contracts with external parties, and
develop and manage any intellectual property and patent administration required for the
service research activity.
Note that the commercial arrangements with external parties are developed within the
Supply Chain Development & Management processes.
Note that the actual legal arrangements, analysis and litigation surrounding intellectual
property is managed within the Legal Management processes in the Enterprise
Management process area.
Explanatory
Mandatory
Optional
Interactions
Establish Service Strategy & Goals

Process Context
Brief Description
Establish the service strategies based on market trends, future products needs, technical
capabilities, and addressing shortcomings in existing service performance and support
The Establish Service Strategy & Goals processes establish the service strategies based
on market trends, future products needs, technical capabilities, and addressing
shortcomings in existing service performance and support. These processes accept the
changing service requirements and develop appropriate service strategies based on the
changing needs of the enterprise, and increasing expectations of the market. They
establish realistic service goals for the enterprise and for the products they support. They
highlight shortcomings in existing support strategies, including issues associated with
resourcing and skill sets.
Explanatory
Mandatory
Optional
Interactions
Define Service Support Strategies

Process Context
Brief Description
Define the principles, policies and performance standards for the operational organization
providing service support
The Define Service Support Strategies processes define the principles, policies and
performance standards for the operational organization providing service support. Over
time, the requirements for service levels and service quality on existing services, and the
challenges introduced by new services require changes to the support requirements.

These processes define the targets, and operational requirements, in this changing
environment. The required performance standards are driven by community expectations,
internal process and technology capabilities and competitive offerings. A major input to
these processes arises from the Gather & Analyze Service Information processes, and
from the product portfolio, resource strategy and market strategy processes. These
processes also provide the feedback point from analyses undertaken in the Service
Management & Operations process to determine bottlenecks and problems associated
with existing service support activities.
Explanatory
Mandatory
Optional
Interactions
Produce Service Business Plans

Process Context
Brief Description
Develop and deliver annual and multi-year service plans in support of products and offers
The Produce Service Business Plans processes develop and deliver annual and multi-
year service plans in support of products and offers that include volume forecasts,
negotiation for required levels of resources and budgets, gaining service development
and management as well as supply chain commitment and executive approval for the
plans.
their customers and potential customers. The processes assess the impacts that new or
modified service requirements will cause on the installed service infrastructure and
workforce, and supporting resource infrastructure, and establish the functions and
benefits that new or modified service will provide to users
These processes identify the timetables and logistics for new service capability
introduction.
Explanatory
Mandatory
Optional
Interactions
Develop Service Partnership Requirements

Process Context
Brief Description
Identify the requirements for service aspects sourced from partners or suppliers, and the
service aspects to be delivered internally to the enterprise.
The Develop Service Partnership Requirements processes identify the requirements for
service aspects sourced from partners or suppliers, and the service aspects to be
delivered internally to the enterprise. The processes determine the extent to which
service aspects need to be sourced externally or delivered from internal capabilities, they
scan external availability, and make recommendations about the specific external
partners or suppliers who should be used to provide the service aspects.
Note that the processes used to actually source any external suppliers occur with the
Explanatory
Mandatory
Optional
Interactions
Gain Enterprise Commitment to Service Strategies

Process Context
Brief Description
Gain enterprise commitment to the service strategy and service plans.
The Gain Commitment to Service Plans processes gain enterprise commitment to the
service strategy and service plans. These processes include all aspects of identification
Explanatory
Mandatory
Optional
Interactions
1.2.2.1.1 Gather & Analyze Service

Information
Figure 213. Gather & Analyze Service Information decomposition into level 4 processes
Gather & Analyze Service Information

Process Context
Brief Description
identify new service directions and industry best practice, and potential enhancements to
existing services
The Gather & Analyze Service Information processes research and analyze customer,
technology, competitor and marketing information to identify new service directions and
industry best practice, and potential enhancements to existing services. These processes
undertake the necessary analysis to identify potential opportunities, compare current
capabilities with the identified opportunities, and as a result of the analysis develop new
service requirements. Included in this analysis are the capture and analysis of service
growth driven by expansion of housing estates, building developments and building
approvals forecasts. The new service requirements include an analysis of the customer
value proposition.
external providers of service information, and the management of internal resources used
for providing service information.
A key source of input to this analysis is derived from the marketing and product strategy
and planning processes.
Explanatory
Mandatory
Optional
Interactions
Gather Service Information

Process Context
Brief Description
service information
Gather Service information processes focus on establishment and Management of
relationships with external providers of service informtion, and management of internal
resources used for providing service information.
Explanatory
Mandatory
Optional
Interactions
Analyze new service directions/enhance existing service

Process Context
Brief Description
Analyze to indentiy new service directions,potential enhancements to existing services
Analyze new service directions/enhance existing service processes focus on research
and analyze customer, technology, competitor and marketing information identify new
service directions and industry best practise, and potential enhancements to existing
services
Explanatory
Mandatory
Optional
Interactions
Analyze to develop new service requirements

Process Context
Brief Description
develop new service requirements
Analyze to develop new service requirements processes undertake the responsibility of

necessary analysis to identify potential opportunities, compare current capabilities with
the identified opportunities, and as result of these analysis develop new service
requirements.This process also include an analysis of the customer value pproposition.
Explanatory
Mandatory
Optional
Interactions
Analyze service growth

Process Context
Brief Description
capture and analysis of service growth
Analyze service growth processes capture and analyze service growth which is driven by
expansion of housing estates, building developments and building approvals forcasts,
Explanatory
Mandatory
Optional
Interactions
1.2.2.1.2 Manage Service Research
Figure 214. Manage Service Research decomposition into level 4 processes
Manage Service Research

Process Context
Brief Description
detailed assessment or investigation of new and emerging service capabilities
The Manage Service Research processes manage internally driven research
investigation of new and emerging service capabilities. The actual research activity may
service research activity.
Explanatory
Mandatory
Optional
Interactions
Manage service research investigations

Process Context
Brief Description
Manage internally driven service research investigations and activities
Manage service research investigations processes manage internally driven research
investigation of new and emerging service capabilities. The actual research actvity may
be totally internally delivered , or may be outsourced to external parties.
Explanatory
Mandatory
Optional
Interactions
Manage administration of service research

Process Context
Brief Description
Manage administration of service research activity
Manage administration of service research processes are responsible for managing the
administration of service research activities, management of any research prioritization
process,administer any actual research contracts with external parties, and develop and
manage any intellectual property and patent administration required for the service
research activity. Actual commercial arrangements wih external parties are manged with
in Supply Chain Development and Management Processes. Actual legal arragements
and Intellectual property is managed with Legal Management Porcesses in Enterprise
Management Porcess areas.
Explanatory
Mandatory
Optional
Interactions
Define service research assesment methodologies

Process Context
Brief Description
Define Service research assessment methodologies
Explanatory
Mandatory
Optional
Interactions
1.2.2.1.3 Establish Service Strategy &

Goals
Figure 215. Establish Service Strategy & Goals decomposition into level 4 processes
Establish Service Strategy & Goals

Process Context
Brief Description
Establish the service strategies based on market trends, future products needs, technical
capabilities, and addressing shortcomings in existing service performance and support
The Establish Service Strategy & Goals processes establish the service strategies based
on market trends, future products needs, technical capabilities, and addressing
shortcomings in existing service performance and support. These processes accept the
changing service requirements and develop appropriate service strategies based on the
changing needs of the enterprise, and increasing expectations of the market. They
establish realistic service goals for the enterprise and for the products they support. They
highlight shortcomings in existing support strategies, including issues associated with
resourcing and skill sets.
Explanatory
Mandatory
Optional
Interactions
Establish service strategy

Process Context
Brief Description
service strategies based on market trends, highlight shortcomings of service performance

and support
Establish service strategy processes are responsible for establishing the service
strategies based on markets trends, future products needs, technical capabilities, and
addressing shortcomings in existing service performance and support. These processes
also highlight issue associated with resourcing and skill sets.
Explanatory
Mandatory
Optional
Interactions
Develop Service Strategy

Process Context
Brief Description
Accept changing service requirements and develop service strategies
Develop Service Strategy processes accept the changing service requirements and
develop appropriate service strategies based on the changing needs of enterprise, and
increasing expectations of the markets.
Explanatory
Mandatory
Optional
Interactions
Establish Service goals

Process Context
Brief Description
Establish realistic service goals for enterprise and products
Establish Service goals porcesses focus on establising realistic service goals for the
enterprise and for the products they support.
Explanatory
Mandatory
Optional
Interactions
1.2.2.1.4 Define Service Support Strategies
Figure 216. Define Service Support Strategies decomposition into level 4 processes
Define Service Support Strategies

Process Context
Brief Description
providing service support
The Define Service Support Strategies processes define the principles, policies and
performance standards for the operational organization providing service support. Over
time, the requirements for service levels and service quality on existing services, and the
challenges introduced by new services require changes to the support requirements.
internal process and technology capabilities and competitive offerings. A major input to
these processes arises from the Gather & Analyze Service Information processes, and
from the product portfolio, resource strategy and market strategy processes. These
processes also provide the feedback point from analyses undertaken in the Service
Management & Operations process to determine bottlenecks and problems associated
with existing service support activities.
Explanatory
Mandatory
Optional
Interactions
Define service support Principles

Process Context
Brief Description
Define service support principles for the operational organization providing service
support.
Define Service Support Principles processes define principles for service levels and
service quality on existing services or new services
Explanatory
Mandatory
Optional
Interactions
Define service support Policies

Process Context
Brief Description
Define service support policies for the operational organization providing service support.
Define Service Support Policies processes define policies for service levels and service
quality on existing services or new services
Explanatory
Mandatory
Optional
Interactions
Define Service Support performance standards

Process Context
Brief Description
Define service support performance standards for the operational organization providing
service support.
internal process and technology capabilities and competitive offerings. These processes
also provide the feedback point from analyses undertaken in the Service Management &
Operations process to determine bottlenecks and problems associated with existing
service support activities.A major input to these processes arises from the Gather &
Analyze Service Information processes, and from the product portfolio, resource strategy
and market strategy processes.
Explanatory
Mandatory
Optional
Interactions
1.2.2.1.5 Produce Service Business Plans
Figure 217. Produce Service Business Plans decomposition into level 4 processes
Produce Service Business Plans

Process Context
Brief Description
Develop and deliver annual and multi-year service plans in support of products and offers
The Produce Service Business Plans processes develop and deliver annual and multi-
year service plans in support of products and offers that include volume forecasts,
negotiation for required levels of resources and budgets, gaining service development
and management as well as supply chain commitment and executive approval for the
plans.
their customers and potential customers. The processes assess the impacts that new or
These processes identify the timetables and logistics for new service capability
introduction.
Explanatory
Mandatory
Optional
Interactions
Develop & Deliver annual/multi year service business plans

Process Context
Brief Description
develop and deliver annual and multi-year service plans, negotiations,approvals , service
development and management
Develop & Deliver annual/multi year service business plans focus on developing and
delivering annual and multi-year service plans in support of products and offers that
include volume forecasts, negotiation for required levels of resources and budgets,
gaining service development and management as well as supply chain commitment and
executive approval for the plans.
Explanatory
Mandatory
Optional
Interactions
Forecast service demand & capture new oppurtunities

Process Context
Brief Description
Forecast service demand and capture new oppurtunities for future needs of new/existing
customers
Forecast service demand & capture new oppurtunities processes ensures that the
enterprise can implement the services necessary for the future needs of their customers
and potential customers.
Explanatory
Mandatory
Optional
Interactions
Asses impact of service business plan

Process Context
Brief Description
Assess the impacts of new and modified service requriements on systems and establish
functions and benefits
Asses impact of service business plan processes assess the impacts that new or
Explanatory
Mandatory
Optional
Interactions
Identify timetables for new service capability introduction

Process Context
Brief Description
Identify timetables for new service capability introduction
Explanatory
Mandatory
Optional
Interactions
Identify logistics for new service capability introduction

Process Context
Brief Description
Identify logistics for new service capability introduction
Explanatory
Mandatory
Optional
Interactions
1.2.2.1.6 Develop Service Partnership

Requirements
Figure 218. Develop Service Partnership Requirements decomposition into level 4 processes
Develop Service Partnership Requirements

Process Context
Brief Description
Identify the requirements for service aspects sourced from partners or suppliers, and the
service aspects to be delivered internally to the enterprise.
The Develop Service Partnership Requirements processes identify the requirements for
service aspects sourced from partners or suppliers, and the service aspects to be
delivered internally to the enterprise. The processes determine the extent to which
service aspects need to be sourced externally or delivered from internal capabilities, they
scan external availability, and make recommendations about the specific external
partners or suppliers who should be used to provide the service aspects.
Explanatory
Mandatory
Optional
Interactions
Identify the requirements for service aspects

Process Context
Brief Description
identify the requirements for service aspects sourced from partners or suppliers, and the
services aspects to be delivered internally to enterprise
Explanatory
Mandatory
Optional
Interactions
Recommend Service Partnership

Process Context
Brief Description
scan external availability and recommend external partners/Suppliers
Recommend service partnership processes focus on scanning external availablity of of
sourcing Service aspects and make reccomendations about specific external
partners/suppliers who should be used to provide the service aspects
Explanatory
Mandatory
Optional
Interactions
Determine extent of service aspect sourcing

Process Context
Brief Description
determine the extent to which service aspects needs to be sourced externally or delivered
from internal capabilities
Explanatory
Mandatory
Optional
Interactions
1.2.2.1.7 Gain Enterprise Commitment to

Service Strategies
Figure 219. Gain Enterprise Commitment to Service Strategies decomposition into level 4 processes
Gain Enterprise Commitment to Service Strategies

Process Context
Brief Description
Gain enterprise commitment to the service strategy and service plans.
The Gain Commitment to Service Plans processes gain enterprise commitment to the
service strategy and service plans. These processes include all aspects of identification
Explanatory
Mandatory
Optional
Interactions
Identify Stakeholders to service strategy and service plans

Process Context
Brief Description
Identify stakeholders of service strategy and service plans
Explanatory
Mandatory
Optional
Interactions
Gain service strategy and servic plans Stakeholders approval

Process Context
Brief Description
Negotiate & gain stakeholder approval for service strategy and service Plans
Explanatory
Mandatory
Optional
Interactions
Gain Enterprise Commitment to service strategy and servic plans

Process Context
Brief Description
Gain Enterprise commitment to the service strategy and service plans
Explanatory
Mandatory
Optional
Interactions
1.2.2.2 Service Capability Delivery
Figure 220. Service Capability Delivery decomposition into level 3 processes
Service Capability Delivery

Process Context
Brief Description
Plan and deliver the total capabilities required to deliver changes to service.
Service Capability Delivery processes plan and deliver the total capabilities required to
deliver changes to service, as necessary. This involves integration of capability delivered
from within the enterprise, and capability delivered from a partner/supplier.
Service demand forecasting and capturing of new opportunities, are both essential to
their customers and potential customers.
Explanatory
Mandatory
Optional
Interactions
Map & Analyze Service Requirements

Process Context
Brief Description
Define the detailed service infrastructure requirements to support the product capabilities
required by the enterprise.
The Map & Analyze Service Requirements processes define the detailed service
infrastructure requirements to support the product capabilities required by the enterprise.
The processes provide detailed analysis of new service demand forecasts linked to
service relevant geographic distributions. The processes also establish the detailed
performance requirements. These processes take the forecast information available from
the Produce Service Business Plans and requirements information from the Define
Product Capability Requirements processes, as well as service infrastructure
requirements developed by the Develop Detailed Service Specifications processes, to
establish detailed views of anticipated service demand and performance requirements.
The processes include any cross-enterprise coordination and management functions to
ensure that the demand distributions capture the needs of all stakeholders.
Explanatory
Mandatory
Optional
Interactions
Gain Service Capability Investment Approval

Process Context
Brief Description
Capture all activities required to develop and gain necessary approval for investment
proposals to develop and deliver the required service capabilities
The Gain Service Capability Investment Approval processes capture all activities required
to develop and gain necessary approval for business proposals to develop and deliver the
required service capabilities, including identification of potential suppliers/partners. These
processes take the input from the Map & Analyze Service Requirements, the Capture
Service Capability Shortfalls and the Define Product Capability Requirements processes
to develop and gain approval for any business proposals arising. In some cases the
business proposal may require the creation and approval of a formal business case, in
other cases the business proposal approval may be delegated to local management. In
any event requirements for the service infrastructure, identification of required Resource
infrastructure capabilities, the cost estimates for delivering the service and supporting
resource infrastructure, including costs for materials (equipment and tools), labor and
training are part of the investment proposal.
The rules and procedures outlining the necessary approval process to be used are also
part of these processes.
ensure that the investment proposals capture the needs of, and are supported by, all
stakeholders
Explanatory
Mandatory
Optional
Interactions
Enable Service Support & Operations

Process Context
Brief Description
Manage the design of any improvements or changes required to the service operational
support processes to support the investment proposals and new service capabilities and
infrastructure
The Enable Service Support & Operations processes manage the design of any
improvements or changes required to the service operational support processes to
support the investment proposals and new service capabilities and infrastructure. The
processes ensure the identification of operational support groups, required skill sets, and
availability of appropriate training programs. These processes ensure the identification,
collation and coordination of support requirements from all approved investment
proposals, and from any operational support shortfalls identified in the Capture Service
Capability Shortfalls processes.
Explanatory
Mandatory
Optional
Interactions
Manage Handover to Service Operations

Process Context
Brief Description
Manage the processes involved in handover of deployed service infrastructure to
operational control
The Manage Handover to Service Operations processes manage the processes involved
in handover of deployed service infrastructure to operational control. These processes
ensure that all operational and performance design requirements have been met by the
installed service infrastructure, and that all tools, test equipment, operational procedures,
Explanatory
Mandatory
Optional
Interactions
Capture Service Capability Shortfalls

Process Context
Brief Description
Identify specific or imminent service capacity, service performance and/or service

The Capture Service Capability Shortfalls processes identify specific or imminent service
capacity, service performance and/or service operational support shortfalls. These
processes take information available from the Service Management & Operations
processes to establish detailed views of anticipated service capacity and performance
Explanatory
Mandatory
Optional
Interactions
Design Service Capabilities

Process Context
Brief Description
Manage the design of the service infrastructure to meet the requirements in any approved
investment proposals.
The Design Service Capabilities processes manage the design of the service
infrastructure to meet the requirements in any approved investment proposals approved
through the Gain Service Capability Investment Approval processes. These processes
ensure the collation and coordination of requirements from all approved investment
proposals, assess the most appropriate service infrastructure, develop the
tactical/solution architecture and design specifications to be used to build or source the
necessary service infrastructure components, and select the most appropriate service
infrastructure suppliers/partners to support the service requirements.
Note that the actual management of the sourcing process is handled within the Supply
Chain Development & Management processes.
Explanatory
Mandatory
Optional
Interactions
Manage Service Capability Delivery

Process Context
Brief Description
Manage the provision, implementation and roll-out of the new or enhanced service
capability, and associated operational support processes.
The Manage Service Capability Delivery processes manage the provision,
implementation and roll-out of the new or enhanced service capability and associated
operational support processes. These processes are predominantly program/project
management process functions, and require the detailed management and co-ordination
of the delivery of individual service infrastructure components, and any underlying
resource infrastructure capability delivery, to achieve the delivery of the overall service
capability. These processes are responsible to ensure that the quality of the implemented
service capability meets the design specifications. These processes leverage the Supply
Chain Development & Management processes as necessary to establish any new
sourcing arrangements for the delivery of service components.
These processes develop the detailed delivery, implementation and roll-out timetables,
and track the expenditure and staff resource usage to deliver the service components,
and provide any reporting necessary to keep stakeholders informed of progress. They are
responsible for ensuring that the financial aspects of the approved business proposals
are met.
Explanatory
Mandatory
Optional
Interactions
1.2.2.2.1 Map & Analyze Service

Requirements
Figure 221. Map & Analyze Service Requirements decomposition into level 4 processes
Map & Analyze Service Requirements

Process Context
Brief Description
Define the detailed service infrastructure requirements to support the product capabilities
required by the enterprise.
The Map & Analyze Service Requirements processes define the detailed service
infrastructure requirements to support the product capabilities required by the enterprise.
The processes provide detailed analysis of new service demand forecasts linked to
establish detailed views of anticipated service demand and performance requirements.
Explanatory
Mandatory
Optional
Interactions
Capture Service Demand & Performance Requirements

Process Context
Brief Description
These processes provide detailed analysis of new service demand forecasts linked to
establish detailed views of anticipated service demand and performance

requirements.These processes define the detailed infrastructure requirements to support
the marketing strategies and forecasts. Thse processes provide requirements, including
process performance targets, for the development of new and/or enhancement of existing
marketing infrastructure which are captured by this process.
Explanatory
Mandatory
Optional
Interactions
Agree Service Infrastructure Requirements

Process Context
Brief Description
the product capabilities required by the enterprise. The processes include any cross-
enterprise coordination and management functions to ensure that the demand
distributions capture the needs of all stakeholders.
Explanatory
Mandatory
Optional
Interactions
Report Service Infrastructure Requirements

Process Context
Brief Description
and Supply Chain horizontal process groupings.
Explanatory
Mandatory
Optional
Interactions
1.2.2.2.2 Capture Service Capability

Shortfalls
Figure 222. Capture Service Capability Shortfalls decomposition into level 4 processes
Capture Service Capability Shortfalls

Process Context
Brief Description
Identify specific or imminent service capacity, service performance and/or service
The Capture Service Capability Shortfalls processes identify specific or imminent service
capacity, service performance and/or service operational support shortfalls. These
processes to establish detailed views of anticipated service capacity and performance
Explanatory
Mandatory
Optional
Interactions
Capture Service Capacity Shortfalls

Process Context
Brief Description
These processes identify specific or imminent service capacity shortfalls. These
processes to establish detailed views of anticipated service capacity issues.
Explanatory
Mandatory
Optional
Interactions
Capture Service Performance Shortfalls

Process Context
Brief Description
These processes identify specific or imminent service performance shortfalls. These

processes to establish detailed views of anticipated service performance issues.
Explanatory
Mandatory
Optional
Interactions
Capture Service Operational Support Shorfalls

Process Context
Brief Description
These processes identify specific or imminent service operational support shortfalls.
These processes take information available from the Service Management & Operations
processes to establish detailed views of anticipated service operational support issues.
Explanatory
Mandatory
Optional
Interactions
1.2.2.2.3 Gain Service Capability

Investment Approval
Figure 223. Gain Service Capability Investment Approval decomposition into level 4 processes

Process Context
Brief Description
proposals to develop and deliver the required service capabilities
The Gain Service Capability Investment Approval processes capture all activities required
to develop and gain necessary approval for business proposals to develop and deliver the
required service capabilities, including identification of potential suppliers/partners. These
processes take the input from the Map & Analyze Service Requirements, the Capture
Service Capability Shortfalls and the Define Product Capability Requirements processes
to develop and gain approval for any business proposals arising. In some cases the
business proposal may require the creation and approval of a formal business case, in
other cases the business proposal approval may be delegated to local management. In
any event requirements for the service infrastructure, identification of required Resource
infrastructure capabilities, the cost estimates for delivering the service and supporting
stakeholders
Explanatory
Mandatory
Optional
Interactions
Develop Service Capability Investment Proposals

Process Context
Brief Description
Thesel processes capture all activities required to develop business proposals to develop
and deliver the required service capabilities, including identification of potential
suppliers/partners. These processes take the input from the Map & Analyze Service
Requirements, the Capture Service Capability Shortfalls and the Define Product
Capability Requirements processes to develop and gain approval for any business
proposals arising. In some cases the business proposal may require the creation and
approval of a formal business case, in other cases the business proposal approval may
be delegated to local management. In any event requirements for the service
infrastructure, identification of required Resource infrastructure capabilities, the cost
estimates for delivering the service and supporting resource infrastructure, including costs
for materials (equipment and tools), labor and training are part of the investment
proposal.
Explanatory
Mandatory
Optional
Interactions
Approve Service Capability Investment

Process Context
Brief Description
These processes capture all activities required to gain necessary approval for business
proposals to develop and deliver the required service capabilities, including identification
of potential suppliers/partners.
stakeholders
Explanatory
Mandatory
Optional
Interactions
1.2.2.2.4 Design Service Capabilities
Figure 224. Design Service Capabilities decomposition into level 4 processes
Design Service Capabilities

Process Context
Brief Description
Manage the design of the service infrastructure to meet the requirements in any approved
The Design Service Capabilities processes manage the design of the service
infrastructure to meet the requirements in any approved investment proposals approved
through the Gain Service Capability Investment Approval processes. These processes
ensure the collation and coordination of requirements from all approved investment
proposals, assess the most appropriate service infrastructure, develop the
necessary service infrastructure components, and select the most appropriate service
infrastructure suppliers/partners to support the service requirements.
Explanatory
Mandatory
Optional
Interactions
Define Service Capability Requirements

Process Context
Brief Description
These processes ensure the collation and coordination of requirements from all approved
investment proposals approved through the Gain Service Capability Investment Approval
processes.
Explanatory
Mandatory
Optional
Interactions
Specify Service Capability Infrastructure

Process Context
Brief Description
These processes assess the most appropriate service infrastructure, and develop the
necessary service infrastructure components, to meet the identified service capability
requirements.
Explanatory
Mandatory
Optional
Interactions
Select Service Capability Suppliers/Partners

Process Context
Brief Description
These processes select the most appropriate service infrastructure suppliers/partners to
support the the identified service capability requirements.
Explanatory
Mandatory
Optional
Interactions
1.2.2.2.5 Enable Service Support &

Operations
Figure 225. Enable Service Support & Operations decomposition into level 4 processes
Enable Service Support & Operations

Process Context
Brief Description
Manage the design of any improvements or changes required to the service operational
support processes to support the investment proposals and new service capabilities and
infrastructure
The Enable Service Support & Operations processes manage the design of any
improvements or changes required to the service operational support processes to
support the investment proposals and new service capabilities and infrastructure. The
proposals, and from any operational support shortfalls identified in the Capture Service
Explanatory
Mandatory
Optional
Interactions
Design Service Operational Support Process Improvements

Process Context
Brief Description
These processes manage the design of any improvements or changes required to the
service operational support processes to support the investment proposals and new
service capabilities and infrastructure.
Explanatory
Mandatory
Optional
Interactions
Identify Service Support Groups, Skills & Training

Process Context
Brief Description
The processes ensure the identification of operational support groups, required skill sets,
and availability of appropriate training programs.
Explanatory
Mandatory
Optional
Interactions
Identify Service Support Requirements

Process Context
Brief Description
These processes ensure the identification, collation and coordination of support
requirements from all approved investment proposals, and from any operational support
shortfalls identified in the Capture Service Capability Shortfalls processes.
Explanatory
Mandatory
Optional
Interactions
1.2.2.2.7 Manage Handover to Service

Operations
Figure 226. Manage Handover to Service Operations decomposition into level 4 processes
Manage Handover to Service Operations

Process Context
Brief Description
Manage the processes involved in handover of deployed service infrastructure to

operational control
The Manage Handover to Service Operations processes manage the processes involved
in handover of deployed service infrastructure to operational control. These processes
ensure that all operational and performance design requirements have been met by the
installed service infrastructure, and that all tools, test equipment, operational procedures,
Explanatory
Mandatory
Optional
Interactions
Co-ordinate Service Operational Handover

Process Context
Brief Description
These processes co-ordinate the processes involved in handover of deployed servuce
Explanatory
Mandatory
Optional
Interactions
Validate Service Infrastructure Design

Process Context
Brief Description
These processes ensure that all operational and process performance design
requirements have been met by the installed service infrastructure.
Explanatory
Mandatory
Optional
Interactions
Ensure Service Handover Support

Process Context
Brief Description
Explanatory
Mandatory
Optional
Interactions
1.2.2.3 Service Development & Retirement
Figure 227. Service Development & Retirement decomposition into level 3 processes
Service Development & Retirement

Process Context
Brief Description
Develop and deliver new or enhanced service types.
Service Development & Retirement processes are project oriented in that they develop
and deliver new or enhanced service types. These processes include process and
procedure implementation, systems changes and customer documentation. They also
undertake rollout and testing of the service type, capacity management and costing of the
service type. It ensures the ability of the enterprise to deliver service types according to
requirements.
Explanatory
Mandatory
Optional
Interactions
Gather & Analyze New Service Ideas

Process Context
Brief Description
Combine specific product requirements with demographic, customer, technology and
marketing information to identify specific new service classes/components or
enhancements to existing service classes/components.
The Gather & Analyze New Service Ideas processes combine specific product
requirements with demographic, customer, technology and marketing information to
identify specific new service classes/components or enhancements to existing service
classes/components. These processes undertake the necessary analysis to identify
potential service classes, compare current service classes with the identified required
service classes, and as a result of the analysis develop new service class ideas. The new
service class ideas include an analysis of the customer value proposition.
Explanatory
Mandatory
Optional
Interactions
Assess Performance of Existing Services

Process Context
Brief Description
Analyze the performance of existing services to identify inadequacies and required
improvements
The Assess Performance of Existing Services processes analyze the performance of
existing services to identify inadequacies and required improvements. These processes
improvements.
Explanatory
Mandatory
Optional
Interactions
Develop New Service Business Proposal

Process Context
Brief Description
Develop and document business proposals for the identified new or enhanced Service
ideas
The Develop New Service Business Proposal processes develop and document business
proposals for the identified new or enhanced Service ideas (including if necessary a
business case). The business proposal (or business case) identifies the new service
requirements, including the specific resource components which underpin the service.
The business proposal also identifies the service development, management and
operations costs and anticipated benefits, including forecast demand, performance gains,
productivity gains and/or operational cost improvements. The business proposal also
includes an assessment of the risks and the competitive positioning of the service
produced. Potential suppliers/partners who can assist in the development of the service
classes are also identified (note that commercial arrangements may already be in place
with these potential suppliers/partners). As a part of the process, the business proposal is
appropriately approved, and as a result of the approval, necessary staff and other
resources are made available.
Explanatory
Mandatory
Optional
Interactions
Develop Detailed Service Specifications

Process Context
Brief Description
Develop and document the detailed service-related technical and operational
specifications, and customer manuals.
The Develop Detailed Service Specifications processes develop and document the
detailed service-related technical and operational specifications, and customer manuals.
These processes develop and document the required service features, the specific
underpinning resource requirements and selections, the specific operational, and quality
requirements and support activities, any service specific data required for the systems
and network infrastructure as agreed through the Develop New Service Business
Proposal processes. The Develop Detailed Product Specifications processes provide
input to these specifications. The processes ensure that all detailed specifications are
Explanatory
Mandatory
Optional
Interactions
Manage Service Development

Process Context
Brief Description
Ensure the co-coordinated development in line with the approved business case of all
required new or enhanced service classes/components for that business case across the
enterprise
The Manage Service Development processes ensure the co-coordinated development in
line with the approved business case of all required new or enhanced service
classes/components for that business case across the enterprise. These processes
ensure that all operational processes and procedures, IT systems changes, network
changes, channel changes, operational procedures, testing tools and procedures, etc.
required to support the new service class/component are identified and developed. These
processes ensure that the necessary documentation and training packages are produced
to support the operation of the new service class. These processes also ensure that the
required service level agreements and operational level agreements to support the
detailed service specifications are developed and agreed for each service class deployed,
and that any supplier/partner operational support has been identified and agreed. These
processes have both program/project management aspects and technical/operational
specification aspects, with the detailed management of individual service class
deployment managed by the Manage Service Deployment processes.
As well as developing new service classes these processes manage upgrades or
enhancements to existing service classes, as the need to review operational and other
support is also relevant for upgrading existing classes/components.
Note that management of major new or enhanced infrastructure delivery to support
service development is managed within the Service Capability Delivery process.
Explanatory
Mandatory
Optional
Interactions
Manage Service Deployment

Process Context
Brief Description
Ensure the co-coordinated deployment in line with the approved business case of all
required service classes/components for that business case across the enterprise.
The Manage Service Deployment processes ensure the co-coordinated deployment in
line with the approved business case of all required service classes/components for that
business case across the enterprise. These processes ensure that all operational
processes and procedures, IT systems changes, network changes, channel changes,
operational procedures, testing tools and procedures, etc. required to support the new
service class/component have been implemented. These processes ensure that
appropriate operational staff are identified and have received the necessary training.
These processes ensure that the agreed supplier/partner operational support has been
implemented. These processes also ensure that acceptance testing is successfully
performed to assure that the new or enhanced services comply with the specifications.
These processes have both program/project and management aspects.
Explanatory
Mandatory
Optional
Interactions
Manage Service Exit

Process Context
Brief Description
Identify existing service which are unviable and manage the processes to exit the Service
Class from the market.
The Manage Service Exit processes identify existing service classes which are unviable
and manage the process to exit the Service from the products they support. The
processes analyze existing service classes to identify economically or strategically
unviable classes, identify products & customers impacted by any exit, develop product &
customer specific exit or migration strategies, develop service infrastructure transition
and/or replacement strategies, and manage the operational aspects of the exit process. A
business proposal identifying the competitive threats, risks and costs may be required as
a part of developing the exit strategy. These processes include any cross-enterprise co-
ordination and management functions to ensure that the needs of all stakeholders are
identified and managed.
Explanatory
Mandatory
Optional
Interactions
1.2.2.3.1 Gather & Analyze New Service

Ideas
Figure 228. Gather & Analyze New Service Ideas decomposition into level 4 processes
Gather & Analyze New Service Ideas

Process Context
Brief Description
Combine specific product requirements with demographic, customer, technology and
marketing information to identify specific new service classes/components or
enhancements to existing service classes/components.
The Gather & Analyze New Service Ideas processes combine specific product
requirements with demographic, customer, technology and marketing information to
identify specific new service classes/components or enhancements to existing service
classes/components. These processes undertake the necessary analysis to identify
potential service classes, compare current service classes with the identified required
service classes, and as a result of the analysis develop new service class ideas. The new
service class ideas include an analysis of the customer value proposition.
Explanatory
Mandatory
Optional
Interactions
Gather Service Information

Process Context
Brief Description
service information
Gather Service information processes focus on establishment and Management of
relationships with external providers of service informtion, and management of internal
resources used for providing service information.
Explanatory
Mandatory
Optional
Interactions
Analyze Service Classes

Process Context
Brief Description
These processes undertake the necessary analysis to identify potential service classes,
compare current service classes with the identified required service classes.
Explanatory
Mandatory
Optional
Interactions
Develop Service Classes

Process Context
Brief Description
These processes develop new resource class ideas. The new service class ideas include
an analysis of the customer value proposition.
Explanatory
Mandatory
Optional
Interactions
1.2.2.3.3 Develop New Service Business

Proposal
Figure 229. Develop New Service Business Proposal decomposition into level 4 processes
Develop New Service Business Proposal

Process Context
Brief Description
Develop and document business proposals for the identified new or enhanced Service
ideas
The Develop New Service Business Proposal processes develop and document business
proposals for the identified new or enhanced Service ideas (including if necessary a
business case). The business proposal (or business case) identifies the new service
requirements, including the specific resource components which underpin the service.
The business proposal also identifies the service development, management and
operations costs and anticipated benefits, including forecast demand, performance gains,
productivity gains and/or operational cost improvements. The business proposal also
includes an assessment of the risks and the competitive positioning of the service
produced. Potential suppliers/partners who can assist in the development of the service
with these potential suppliers/partners). As a part of the process, the business proposal is
appropriately approved, and as a result of the approval, necessary staff and other
resources are made available.
Explanatory
Mandatory
Optional
Interactions
Develop Service Business Proposal

Process Context
Brief Description
These processes develop and document business proposals for the identified new or
enhanced Service ideas (including if necessary a business case). The business proposal
(or business case) identifies the new service requirements, including the specific resource
components which underpin the service. The business proposal also identifies the service
development, management and operations costs and anticipated benefits, including
forecast demand, performance gains, productivity gains and/or operational cost
improvements. The business proposal also includes an assessment of the risks and the
competitive positioning of the service proposal. As a part of the business proposal
development a feasibility assessment can be produced. Potential suppliers/partners who
can assist in the development of the service classes are also identified (note that
commercial arrangements may already be in place with these potential
suppliers/partners).
Explanatory
Mandatory
Optional
Interactions
Gain Service Business Proposal Approval

Process Context
Brief Description
These processes manage approval of the business proposal, and as a result of the
approval, necessary staff and other resources are made available.
Explanatory
Mandatory
Optional
Interactions
1.2.2.3.4 Develop Detailed Service

Specifications
Figure 230. Develop Detailed Service Specifications decomposition into level 4 processes
Develop Detailed Service Specifications

Process Context
Brief Description
Develop and document the detailed service-related technical and operational
specifications, and customer manuals.
The Develop Detailed Service Specifications processes develop and document the
detailed service-related technical and operational specifications, and customer manuals.
These processes develop and document the required service features, the specific
underpinning resource requirements and selections, the specific operational, and quality
requirements and support activities, any service specific data required for the systems
Proposal processes. The Develop Detailed Product Specifications processes provide
input to these specifications. The processes ensure that all detailed specifications are
Explanatory
Mandatory
Optional
Interactions
Develop Detailed Service Technical Specifications

Process Context
Brief Description
These processes develop and document the required service features for the systems
Proposal processes. The processes ensure that all detailed specifications are produced
and appropriately documented. Additionally the processes ensure that the documentation
is captured in an appropriate enterprise repository.
Explanatory
Mandatory
Optional
Interactions
Develop Detailed Service Support Specifications

Process Context
Brief Description
These processes develop and document the specific underpinning resource requirements
and selections required for the systems and network infrastructure as agreed through the
Develop New Service Business Proposal processes. The processes ensure that all
repository.
Explanatory
Mandatory
Optional
Interactions
Develop Detailed Service Operational Specifications

Process Context
Brief Description
These processes develop and document the specific operational, and quality
requirements and support activities, and any service specific data required for the
systems and network infrastructure required for the systems and network infrastructure as
agreed through the Develop New Service Business Proposal processes. The processes
ensure that all detailed specifications are produced and appropriately documented.
Additionally the processes ensure that the documentation is captured in an appropriate
enterprise repository.
Explanatory
Mandatory
Optional
Interactions
Develop Detailed Service Customer Manuals

Process Context
Brief Description
These processes develop and document the customer manuals as agreed through the
Develop New Service Business Proposal processes. The processes ensure that all
repository.
Explanatory
Mandatory
Optional
Interactions
1.2.2.3.5 Manage Service Development
Figure 231. Manage Service Development decomposition into level 4 processes
Manage Service Development

Process Context
Brief Description
Ensure the co-coordinated development in line with the approved business case of all
required new or enhanced service classes/components for that business case across the
enterprise
The Manage Service Development processes ensure the co-coordinated development in

line with the approved business case of all required new or enhanced service
classes/components for that business case across the enterprise. These processes
ensure that all operational processes and procedures, IT systems changes, network
changes, channel changes, operational procedures, testing tools and procedures, etc.
required to support the new service class/component are identified and developed. These
processes ensure that the necessary documentation and training packages are produced
to support the operation of the new service class. These processes also ensure that the
required service level agreements and operational level agreements to support the
detailed service specifications are developed and agreed for each service class deployed,
and that any supplier/partner operational support has been identified and agreed. These
processes have both program/project management aspects and technical/operational
specification aspects, with the detailed management of individual service class
deployment managed by the Manage Service Deployment processes.
Explanatory
Mandatory
Optional
Interactions
Identify Required Processes & Procedures for Services

Process Context
Brief Description
These processes ensure that all operational processes and procedures, IT systems
changes, network changes, channel changes, operational procedures, testing tools and
procedures, etc. required to support the new service class/component are identified.
Explanatory
Mandatory
Optional
Interactions
Develop Required Processes & Procedures for Services

Process Context
Brief Description
procedures, etc. required to support the new service class/component are developed.
Explanatory
These processes ensure the co-coordinated development in line with the approved
business case of all required new or enhanced service classes/components for that
business case across the enterprise. These processes have both program/project
management aspects and technical/operational specification aspects, with the detailed
management of individual service class deployment managed by the Manage Service
Deployment processes.

Mandatory
Optional
Interactions
Develop Service & Operational Agreements for Services

Process Context
Brief Description
These processes ensure that the required service level agreements and operational level
agreements are developed and agreed for each resource class deployed, and that any
supplier/partner operational support has been identified.
Explanatory
Mandatory
Optional
Interactions
Gain Service & Operational Agreements Approval for Services

Process Context
Brief Description
agreements are agreed for each service class deployed, and that any supplier/partner
operational support has been agreed.
Explanatory
Mandatory
Optional
Interactions
Produce Supporting Documentation & Training Packages for Services

Process Context
Brief Description
These processes ensure that the necessary documentation and training packages are
produced to support the operation of the new service class.
Explanatory
Mandatory
Optional
Interactions
1.2.2.3.6 Manage Service Deployment
Figure 232. Manage Service Deployment decomposition into level 4 processes
Manage Service Deployment

Process Context
Brief Description
Ensure the co-coordinated deployment in line with the approved business case of all
required service classes/components for that business case across the enterprise.
The Manage Service Deployment processes ensure the co-coordinated deployment in
line with the approved business case of all required service classes/components for that
processes and procedures, IT systems changes, network changes, channel changes,
service class/component have been implemented. These processes ensure that
performed to assure that the new or enhanced services comply with the specifications.
Explanatory
Mandatory
Optional
Interactions
Manage Service Process & Procedure Implementation

Process Context
Brief Description
procedures, etc. required to support the new service class/component have been
implemented.
Explanatory
Mandatory
Optional
Interactions
Manage Service Operational Staff Training

Process Context
Brief Description
These processes ensure that appropriate operational staff are identified and have
received the necessary training.
Explanatory
Mandatory
Optional
Interactions
Develop Service Supplier/Partner Operational Support

Process Context
Brief Description
implemented.
Explanatory
Mandatory
Optional
Interactions
Manage Service Acceptance Testing

Process Context
Brief Description
These processes ensure that acceptance testing is successfully performed to assure that
the new or enhanced services comply with the specifications.
Explanatory
Mandatory
Optional
Interactions
1.2.2.3.7 Manage Service Exit
Figure 233. Manage Service Exit decomposition into level 4 processes
Manage Service Exit

Process Context
Brief Description
Identify existing service which are unviable and manage the processes to exit the Service
Class from the market.
The Manage Service Exit processes identify existing service classes which are unviable
and manage the process to exit the Service from the products they support. The
processes analyze existing service classes to identify economically or strategically
unviable classes, identify products & customers impacted by any exit, develop product &
customer specific exit or migration strategies, develop service infrastructure transition
Explanatory
Mandatory
Optional
Interactions
Identify Unviable Services

Process Context
Brief Description
These processes analyze existing resource classes to identify economically or
strategically unviable classes.
Explanatory
Mandatory
Optional
Interactions
Identify Impacted Service Customers

Process Context
Brief Description
These processes identify products, services classes & customers impacted by any exit.
Explanatory
Mandatory
Optional
Interactions
Develop Service Transition Strategies
Process Context
Brief Description
These processes develop specific exit or migration strategies, anddevelop resource
infrastructure transition and/or replacement strategies.
Explanatory
Mandatory
Optional
Interactions
Manage Service Exit Process

Process Context
Brief Description
Explanatory
Mandatory
Optional
Interactions
1.2.3.1 Resource Strategy & Planning
Figure 234. Resource Strategy & Planning decomposition into level 3 processes
Resource Strategy & Planning

Process Context
Brief Description
Develop resource strategies, policies and plans for the enterprise, based on the long-term
business, market, product and service directions of the enterprise.
Resource Strategy & Planning processes develop resource strategies, policies and plans
for the enterprise, based on the long-term business, market, product and service
directions of the enterprise These processes understand the capabilities of the existing
enterprise infrastructure, capture the requirements on the infrastructure based on market,
product and service strategies of the enterprise’, manage the capabilities of the suppliers
and partners to develop and deliver new resource capabilities, and define the way that
new or enhanced infrastructure may be deployed.
Research & analysis is performed to determine resource targets as well as strategies to
reach the defined targets. This research may be obtained from the external market and
resource suppliers and partners, or developed internally through research programs and
activities, or leverage of other internal knowledge. A key input to the resource strategy
arises from the enterprise’s market, product portfolio and service strategy and forecasts.
A focus is placed on the expansion of the existing resource capabilities and the
identification of new resource capabilities required.
These processes deliver and develop annual and multi-year resource plans in support of
services, products and offers that include volume forecasts, negotiation for required levels
of resources, gaining resource development and management as well as supply chain
commitment and executive approval for the plans.
Forecasting of resource demand, and capturing of new opportunities, are both essential
to ensure that the enterprise can construct and implement the resources necessary for
the future needs of their customers and potential customers.
These processes define the resource implementation standards sought, key new
resource capabilities required, resource support levels and approaches required,
resource design elements to be developed, as well as resource cost parameters and
targets. These processes also define the policies relating to technical resources and their
implementation.
Explanatory
Mandatory
Optional
Interactions
Gather & Analyze Resource Information
Process Context
Brief Description
identify new resource requirements and industry resource capabilities and availability
The Gather & Analyze Resource Information processes research and analyze customer,
technology, competitor and marketing information to identify new resource requirements
and industry resource capabilities and availability. These processes undertake the
the identified opportunities, and as a result of the analysis develop new resource
requirements or enhancements to existing requirements. The new or enhanced resource
requirements include an analysis of the customer value proposition.
external providers of resource information, and the management of internal groups used
for providing resource information.
A key source of input to this analysis is derived from the business, marketing, service and
product strategy and planning processes.
Explanatory
Mandatory
Optional
Interactions
Establish Resource Strategy & Architecture

Process Context
Brief Description
Establish the resource strategies based on market trends, future products needs,
technical capabilities, and addressing shortcomings in existing resource support
The Establish Resource Strategy & Architecture processes establish the resource
strategies based on market trends, future products needs, available and emerging
resource capabilities, and addressing shortcomings in existing resource performance and
operational support. These processes accept the changing resource requirements and
develop appropriate resource strategies and strategic resource architectures based on
the changing needs of the enterprise, and increasing expectations of the market. They
establish realistic resource development and delivery goals for the enterprise and
services to be delivered to the market. They establish implementation policies which act
as a set of guidelines to be followed in the Resource Capability Delivery processes. They
highlight shortcomings in existing resource performance and operational support
arrangements and processes, including issues associated with resourcing and skill sets.
Major inputs to these processes are derived from the Gather & Analyze Resource
Information and the Manage Resource Research processes
Explanatory
Mandatory
Optional
Interactions
Produce Resource Business Plans

Process Context
Brief Description
Develop and deliver annual and multi-year resource plans in support of services, products
and offers
The Produce Resource Business Plans processes develop and deliver annual and multi-
year resource plans in support of services, products and offers that include volume
forecasts, negotiation for required levels of resources and budgets, gaining resource
development and management as well as supply chain commitment and executive
approval for the plans.
Forecasting of aggregate or high level resource demand, and capturing of new
opportunities, are both essential to ensure that budgets are assigned which allow the
enterprise to implement the resources capabilities and capacity necessary for the future
needs of their customers and potential customers.
The processes assess the impacts that new or modified resource infrastructure will cause
on the installed infrastructure and workforce, and establish the functions and benefits that
new or modified resource will provide to users. These processes identify the timetables
and logistics for new resource capability introduction.
Explanatory
Mandatory
Optional
Interactions
Gain Enterprise Commitment to Resource Plans

Process Context
Brief Description
Gains enterprise commitment to the resource strategy and business plans.
The Gain Commitment to Resource Plans processes gains enterprise commitment to the
resource strategy and business plans. These processes include all aspects of
identification of stakeholders and negotiation to gain stakeholder approval.
Explanatory
Mandatory
Optional
Interactions
Manage Resource Research

Process Context
Brief Description
detailed technical assessment or investigation of new and emerging resource capabilities
The Manage Resource Research processes manage internally driven research
investigations and activities which are used to provide detailed technical assessment or
investigation of new and emerging resource capabilities. The actual research activity may
resource research activity.
Explanatory
Mandatory
Optional
Interactions
Define Resource Support Strategies

Process Context
Brief Description
providing resource support
The Define Resource Support Strategies processes define the principles, policies and
performance standards for the operational organization providing resource support. Over
time requirements for service levels and quality on existing resources change and
operational challenges are introduced by new resources. These processes define the
targets, and operational requirements, in this changing environment. The required
performance standards are driven by community and regulatory expectations, internal
process and technology capabilities and competitive offerings. A major input to these
processes arises from the Gather & Analyze Resource Information processes, and from
the product portfolio, resource strategy and market strategy processes. These processes
also provide the feedback point from analyses undertaken in the Resource Management
& Operations processes to determine bottlenecks and problems associated with existing
resource operational support activities.
Explanatory
Mandatory
Optional
Interactions
Develop Resource Partnership Requirements

Process Context
Brief Description
Identify the requirements for resource capabilities to be sourced from partners or
suppliers, and any resource capabilities to be delivered internally to the enterprise.
The Develop Resource Partnership Requirements processes identify the requirements for
resource capabilities sourced from partners or suppliers, and any resource capabilities to
be delivered internally to the enterprise. The processes determine the extent to which
resource capabilities need to be sourced externally or delivered from internal capabilities,
they scan external availability, and make recommendations about the specific external
partners or suppliers who should be used to provide the resource capabilities.
Explanatory
Mandatory
Optional
Interactions
1.2.3.1.1 Gather & Analyze Resource

Information
Figure 235. Gather & Analyze Resource Information decomposition into level 4 processes
Gather & Analyze Resource Information

Process Context
Brief Description
identify new resource requirements and industry resource capabilities and availability
The Gather & Analyze Resource Information processes research and analyze customer,
and industry resource capabilities and availability. These processes undertake the
the identified opportunities, and as a result of the analysis develop new resource
requirements or enhancements to existing requirements. The new or enhanced resource
requirements include an analysis of the customer value proposition.
external providers of resource information, and the management of internal groups used
for providing resource information.
A key source of input to this analysis is derived from the business, marketing, service and
product strategy and planning processes.
Explanatory
Mandatory
Optional
Interactions
Gather Resource Information

Process Context
Brief Description
resource information
Gather Resource information processes focus on establishment and Management of
relationships with external providers of resource informtion, and management of internal
groups used for providing resource information.
Explanatory
Mandatory
Optional
Interactions
Analyze new resource requirements

Process Context
Brief Description
Analyze to indentiy new resource requirements,resource capabilities and availability
Analyze new resource requirements processes focus on research and analyze customer,
and industry resource capabilities and availability.
Explanatory
Mandatory
Optional
Interactions
Analyze to develop new/enhance resource requirements

Process Context
Brief Description
develop new resource requirements, enhance to existing requirements
Analyze to develop new/enhance resource requirements processes undertake the
responsibility of necessary analysis to identify potential opportunities, compare current
capabilities with the identified opportunities, and as result of these analysis develop new
resource requirements or enhacements to existing requirements.This process also
include an analysis of the customer value pproposition.
Explanatory
Mandatory
Optional
Interactions
1.2.3.1.2 Manage Resource Research
Figure 236. Manage Resource Research decomposition into level 4 processes
Manage Resource Research

Process Context
Brief Description
detailed technical assessment or investigation of new and emerging resource capabilities
The Manage Resource Research processes manage internally driven research
investigations and activities which are used to provide detailed technical assessment or
investigation of new and emerging resource capabilities. The actual research activity may
resource research activity.
Explanatory
Mandatory
Optional
Interactions
Manage resource research investigations

Process Context
Brief Description
Manage internally driven resource research investigations and activities
Manage resource research investigations processes manage internally driven research
investigation of new and emerging resource capabilities. The actual research actvity may
be totally internally delivered , or may be outsourced to external parties.
Explanatory
Mandatory
Optional
Interactions
Manage administration of resource research

Process Context
Brief Description
Manage administration of reource research activity
Manage administration of resource research processes are responsible for managing the
administration of resource research activities, management of any research prioritization
process,administer any actual research contracts with external parties, and develop and
manage any intellectual property and patent administration required for the resource
research activity. Actual commercial arrangements wih external parties are manged with
in Supply Chain Development and Management Processes. Actual legal arragements
and Intellectual property is managed with Legal Management Porcesses in Enterprise
Management Porcess areas.
Explanatory
Mandatory
Optional
Interactions
Define Resource research assesment methodologies

Process Context
Brief Description
Define Resource research assessment methodologies
Explanatory
Mandatory
Optional
Interactions
1.2.3.1.3 Establish Resource Strategy &

Architecture
Figure 237. Establish Resource Strategy & Architecture decomposition into level 4 processes
Establish Resource Strategy & Architecture

Process Context
Brief Description
Establish the resource strategies based on market trends, future products needs,
technical capabilities, and addressing shortcomings in existing resource support
The Establish Resource Strategy & Architecture processes establish the resource
strategies based on market trends, future products needs, available and emerging
operational support. These processes accept the changing resource requirements and
the changing needs of the enterprise, and increasing expectations of the market. They
establish realistic resource development and delivery goals for the enterprise and
services to be delivered to the market. They establish implementation policies which act
as a set of guidelines to be followed in the Resource Capability Delivery processes. They
highlight shortcomings in existing resource performance and operational support
arrangements and processes, including issues associated with resourcing and skill sets.
Major inputs to these processes are derived from the Gather & Analyze Resource
Information and the Manage Resource Research processes
Explanatory
Mandatory
Optional
Interactions
Establish Resource strategy

Process Context
Brief Description
resource strategies based on market trends, highlight shortcomings of resource
performance and operational support
Establish resource strategy processes are responsible for establishing the resource
strategies based on markets trends, future products needs, available and emerging
operational support. These processes also highlight issue associated with resourcing and
skill sets along with shortcomings in existing resource performence and operational
support arrangements and processes.
Explanatory
Mandatory
Optional
Interactions
Develop resource Strategy

Process Context
Brief Description
Accept changing resource requirements and develop resource strategies
Develop resource Strategy processes accept the changing resource requirements and
the changing needs of enterprise, and increasing expectations of the markets.
Explanatory
Mandatory
Optional
Interactions
Establish Resource delivery goals

Process Context
Brief Description
Establish realistic resource development and delivery goals for the enterprise and
services to be delivered
Establish Resource delivery goals porcesses focus on establising realistic resource

development and delivery goals for the enterprise and services to be delivered to market
Explanatory
Mandatory
Optional
Interactions
Establish resource implementation policies

Process Context
Brief Description
establish implementation policies which act as a set of guidelines to be followed in the
Resource Capability Delivery processes
Explanatory
Mandatory
Optional
Interactions
1.2.3.1.4 Define Resource Support

Strategies
Figure 238. Define Resource Support Strategies decomposition into level 4 processes
Define Resource Support Strategies

Process Context
Brief Description
providing resource support
The Define Resource Support Strategies processes define the principles, policies and
performance standards for the operational organization providing resource support. Over
time requirements for service levels and quality on existing resources change and
operational challenges are introduced by new resources. These processes define the
targets, and operational requirements, in this changing environment. The required
performance standards are driven by community and regulatory expectations, internal
process and technology capabilities and competitive offerings. A major input to these
processes arises from the Gather & Analyze Resource Information processes, and from
the product portfolio, resource strategy and market strategy processes. These processes
also provide the feedback point from analyses undertaken in the Resource Management
& Operations processes to determine bottlenecks and problems associated with existing
resource operational support activities.
Explanatory
Mandatory
Optional
Interactions
Define Resource support Principles

Process Context
Brief Description
Define resource support principles for the operational organization providing resource
support.
Define Resource Support Principles processes define principles for service levels and
service quality on existing resources or new resources
Explanatory
Mandatory
Optional
Interactions
Define Resource support Policies

Process Context
Brief Description
Define resource support policies for the operational organization providing resource
support.
Define Resource Support Policies processes define policies for service levels and service
quality on existing resources or new resources
Explanatory
Mandatory
Optional
Interactions
Define Resource Support performance standards

Process Context
Brief Description
Define resource support performance standards for the operational organization providing
resource support.
environment. The required performance standards are driven by community and
regulatory expectations, internal process and technology capabilities and competitive
offerings. These processes also provide the feedback point from analyses undertaken in
the resource Management & Operations process to determine bottlenecks and problems
associated with existing resource operational activities.A major input to these processes
arises from the Gather & Analyze Service Information processes, and from the product
portfolio, resource strategy and market strategy processes.
Explanatory
Mandatory
Optional
Interactions
1.2.3.1.6 Develop Resource Partnership

Requirements
Figure 239. Develop Resource Partnership Requirements decomposition into level 4 processes

Process Context
Brief Description
Identify the requirements for resource capabilities to be sourced from partners or
suppliers, and any resource capabilities to be delivered internally to the enterprise.
The Develop Resource Partnership Requirements processes identify the requirements for
resource capabilities sourced from partners or suppliers, and any resource capabilities to
be delivered internally to the enterprise. The processes determine the extent to which
resource capabilities need to be sourced externally or delivered from internal capabilities,
they scan external availability, and make recommendations about the specific external
partners or suppliers who should be used to provide the resource capabilities.
Explanatory
Mandatory
Optional
Interactions
Identify the requirements for resource capabilities

Process Context
Brief Description
identify the requirements for resource capabilities sourced from partners or suppliers, and
the resource capabilities to be delivered internally to enterprise
Explanatory
Mandatory
Optional
Interactions
recommend Resource partnership

Process Context
Brief Description
scan external availability for resource capabilities and recommend external
partners/Suppliers
Recommend Resource partnership processes focus on scanning external availablity of of
sourcing resource capabilities and make reccomendations about specific external
partners/suppliers who should be used to provide the resource capabilties
Explanatory
Mandatory
Optional
Interactions
Determine extent of resource capabilities sourcing

Process Context
Brief Description
determine the extent to which resource capabilities needs to be sourced externally or
delivered from internal capabilities
Explanatory
Mandatory
Optional
Interactions

Resource Plans
Figure 240. Gain Enterprise Commitment to Resource Plans decomposition into level 4 processes

Process Context
Brief Description
Gains enterprise commitment to the resource strategy and business plans.
The Gain Commitment to Resource Plans processes gains enterprise commitment to the
resource strategy and business plans. These processes include all aspects of
identification of stakeholders and negotiation to gain stakeholder approval.
Explanatory
Mandatory
Optional
Interactions
Identify Stakeholders to Resource strategy and resource plans

Process Context
Brief Description
Identify stakeholders of resource strategy and resource plans
Explanatory
Mandatory
Optional
Interactions
Gain resource strategy and resource plans Stakeholders approval

Process Context
Brief Description
Negotiate & gain stakeholder approval for resource strategy and resource Plans
Explanatory
Mandatory
Optional
Interactions
Gain Enterprise Commitment to resource strategy and resource plans

Process Context
Brief Description
Gain Enterprise commitment to the resource strategy and resource plans
Explanatory
Mandatory
Optional
Interactions
1.2.3.2 Resource Capability Delivery
Figure 241. Resource Capability Delivery decomposition into level 3 processes
Resource Capability Delivery

Process Context
Brief Description
Use the capability definition or requirements to deploy new and/or enhanced technologies
and associated resources.
Resource Capability Delivery processes use the capability definition or requirements to
deploy new and/or enhanced technologies and associated resources.
The objectives of these processes is to ensure that network, application and computing
resources are deployed, according to the plans set by Resource Development. They
deliver the physical resource capabilities necessary for the ongoing operations, and long
term well-being of the enterprise, and ensure the basis on which all resources and
services will be built.
Responsibilities of the Resource Capability Delivery processes include, but are not limited
to:
· Planning resource supply logistics (warehousing, transport, etc)

· Planning the Resource Installation
· Contracting and Directing the Resource Construction where needed
· Verifying the Resource Installation
· Handover the Resource Capability to Operations through interactions with the Manage
Resource Class Configuration
Logical network configurations (such as resource elements integration) are as important

to the network resources as the physical aspects. All aspects must be planned and
considered in the design and implementation of the network, including infrastructure
owned by the enterprise, and by supplier/partners, other physical resources and logical
elements.
Explanatory
Mandatory
Optional
Interactions
Map & Analyze Resource Requirements

Process Context
Brief Description
Define the detailed resource infrastructure requirements to support the service
capabilities required by the enterprise
The Map & Analyze Resource Requirements processes define the detailed resource
infrastructure requirements to support the service capabilities required by the enterprise.
The processes provide detailed analysis of new resource requirements linked to relevant
geographic distributions. These processes also establish the detailed performance
requirements. These processes take the forecast information available from the Produce
Resource Business Plans and requirements information from the Map & Analyze Service
Requirements processes, as well as resource infrastructure requirements developed by
the Develop Detailed Resource Specifications processes, to establish detailed views of
anticipated resource demand and performance requirements.
These processes manage the capacity planning for the resource infrastructure, and
identify capacity requirements based on service forecasts and appropriate resource
related metrics, i.e., transaction volumes, storage requirements, traffic volumes, port
availabilities, etc.
Explanatory
Mandatory
Optional
Interactions
Capture Resource Capability Shortfalls

Process Context
Brief Description
Identify specific or imminent resource capacity, resource performance and/or resource
The Capture Resource Capability Shortfalls processes identify specific or imminent
resource capacity, resource performance and/or resource operational support shortfalls.
These processes take information available from the Resource Management &
Operations processes to establish detailed views of anticipated resource and shortfalls
and support process issues.
Explanatory
Mandatory
Optional
Interactions
Gain Resource Capability Investment Approval

Process Context
Brief Description
proposals to develop and deliver the required resource capabilities
The Gain Resource Capability Investment Approval processes capture all activities
required to develop and gain necessary approval for investment proposals to develop and
deliver the required resource capabilities, including identification of potential
suppliers/partners. These processes take the input from the Map & Analyze Resource
Requirements, the Capture Resource Capability Shortfalls and the Map & Analyze
Service Requirements processes to develop and gain approval for any business
be delegated to local management. In any event the cost estimates for delivering the
stakeholders
Explanatory
Mandatory
Optional
Interactions
Design Resource Capabilities

Process Context
Brief Description
Manage the design of the resource infrastructure to meet the requirements in any
approved investment proposals.
The Design Resource Capabilities processes manage the design of the resource
infrastructure to meet the requirements in any approved investment proposals. These
processes ensure the collation and coordination of requirements from all approved
investment proposals, assess the most appropriate resource infrastructure, develop the
necessary resource infrastructure components, and select the most appropriate resource
infrastructure suppliers/partners to support the resource requirements. A key element of
the overall design is the integration approach between the existing legacy resource
infrastructure and any proposed new resource infrastructure. This integration design is
managed within the architecture and specification processes.
Explanatory
Mandatory
Optional
Interactions
Enable Resource Support & Operations

Process Context
Brief Description
Manage the design of any improvements or changes required to the resource operational
support processes to support the investment proposals and new resource capabilities and
infrastructure
The Enable Resource Support & Operations processes manage the design of any
improvements or changes required to the resource operational support processes to
support the investment proposals and new resource capabilities and infrastructure. The
proposals, and from any operational support shortfalls identified in the Capture Resource
Explanatory
Mandatory
Optional
Interactions
Manage Resource Capability Delivery

Process Context
Brief Description
Manage the provision, implementation, commissioning and roll-out of the new or
enhanced resource capability, and associated operational support processes.
The Manage Resource Capability Delivery processes manage the provision,
implementation, commissioning and roll-out of the new or enhanced resource capability
and associated operational support processes. These processes are predominantly
program/project management process functions, and require the detailed management
and co-ordination of the delivery of individual resource infrastructure components to
achieve the delivery of the overall resource capability. Within the Manage Resource
Capability Delivery processes separate suppliers/partners may be responsible for the
delivery of the resource capability, and other suppliers/partners for the installation and
construction. The Manage Resource Capability Delivery processes ensure that the roles
and responsibilities of all parties are identified, managed and coordinated.
These processes are responsible to ensure that the quality of the implemented resource
capability meets the design specifications. These processes manage the commissioning
of the new resource infrastructure by ensuring the availability of test programs and
specifications against which to test the new resource infrastructure meets the design
requirements.
These processes leverage the Supply Chain Development & Management processes as
necessary to establish any new sourcing arrangements for the delivery of resource
components.
Explanatory
Mandatory
Optional
Interactions
Manage Handover to Resource Operations

Process Context
Brief Description
Manage the processes involved in handover of deployed resource infrastructure to
operational control
The Manage Handover to Resource Operations processes manage the processes
involved in handover of deployed resource infrastructure to operational control. These
processes ensure that all operational and performance design requirements have been
met by the installed resource infrastructure, and that all tools, test equipment, operational
procedures, support groups, and training is in place to allow for successful operation.
These processes include the management and coordination of all stakeholders required
to gain approval and acceptance of the handover to operational control.
Explanatory
Mandatory
Optional
Interactions
1.2.3.2.1 Map & Analyze Resource

Requirements
Figure 242. Map & Analyze Resource Requirements decomposition into level 4 processes
Map & Analyze Resource Requirements

Process Context
Brief Description
Define the detailed resource infrastructure requirements to support the service
capabilities required by the enterprise
The Map & Analyze Resource Requirements processes define the detailed resource
infrastructure requirements to support the service capabilities required by the enterprise.
The processes provide detailed analysis of new resource requirements linked to relevant
geographic distributions. These processes also establish the detailed performance
requirements. These processes take the forecast information available from the Produce
Resource Business Plans and requirements information from the Map & Analyze Service
Requirements processes, as well as resource infrastructure requirements developed by
the Develop Detailed Resource Specifications processes, to establish detailed views of
anticipated resource demand and performance requirements.
Explanatory
Mandatory
Optional
Interactions
Capture Resource Demand & Performance Requirements

Process Context
Brief Description
These processes provide detailed analysis of new resource requirements linked to
relevant geographic distributions. These processes also establish the detailed
the Produce Resource Business Plans and requirements information from the Map &
Analyze Service Requirements processes, as well as resource infrastructure
requirements developed by the Develop Detailed Resource Specifications processes, to
establish detailed views of anticipated resource demand and performance requirements.
Explanatory
Mandatory
Optional
Interactions
Agree Resource Infrastructure Requirements

Process Context
Brief Description
These processes obtain agreement to the detailed resource infrastructure requirements
to support the service capabilities required by the enterprise. The processes include any
cross-enterprise coordination and management functions to ensure that the demand
distributions capture the needs of all stakeholders.
Explanatory
Mandatory
Optional
Interactions
1.2.3.2.2 Capture Resource Capability

Shortfalls
Figure 243. Capture Resource Capability Shortfalls decomposition into level 4 processes
Capture Resource Capability Shortfalls

Process Context
Brief Description
Identify specific or imminent resource capacity, resource performance and/or resource
The Capture Resource Capability Shortfalls processes identify specific or imminent
resource capacity, resource performance and/or resource operational support shortfalls.
Operations processes to establish detailed views of anticipated resource and shortfalls
and support process issues.
Explanatory
Mandatory
Optional
Interactions
Capture Resource Capacity Shortfalls

Process Context
Brief Description
These processes identify specific or imminent resource capacity shortfalls. These
processes take information available from the Resource Management & Operations
processes to establish detailed views of anticipated resource capacity issues.
Explanatory
Mandatory
Optional
Interactions
Capture Resource Performance Shortfalls

Process Context
Brief Description
These processes identify specific or imminent resource performance shortfalls. These

processes take information available from the Resource Management & Operations
processes to establish detailed views of anticipated resource performance issues.
Explanatory
Mandatory
Optional
Interactions
Capture Resource Operational Support Shorfalls

Process Context
Brief Description
These processes identify specific or imminent resource operational support shortfalls.
Operations processes to establish detailed views of anticipated resource operational
support issues.
Explanatory
Mandatory
Optional
Interactions
1.2.3.2.3 Gain Resource Capability

Investment Approval
Figure 244. Gain Resource Capability Investment Approval decomposition into level 4 processes
Approve Resource Capability Investment

Process Context
Brief Description
These processes capture all activities required to gain necessary approval for business
proposals to develop and deliver the required resource capabilities, including
identification of potential suppliers/partners.
stakeholders
Explanatory
Mandatory
Optional
Interactions
Gain Resource Capability Investment Approval

Process Context
Brief Description
The Gain Resource Capability Investment Approval processes capture all activities
required to develop and gain necessary approval for investment proposals to develop and
deliver the required resource capabilities, including identification of potential

stakeholders
Explanatory
Mandatory
Optional
Interactions
Develop Resource Capability Investment Proposals

Process Context
Brief Description
These processes capture all activities required to develop business proposals to develop
and deliver the required resource capabilities, including identification of potential
Explanatory
Mandatory
Optional
Interactions
1.2.3.2.4 Design Resource Capabilities
Figure 245. Design Resource Capabilities decomposition into level 4 processes
Design Resource Capabilities

Process Context
Brief Description
Manage the design of the resource infrastructure to meet the requirements in any
approved investment proposals.
The Design Resource Capabilities processes manage the design of the resource
infrastructure to meet the requirements in any approved investment proposals. These
processes ensure the collation and coordination of requirements from all approved
investment proposals, assess the most appropriate resource infrastructure, develop the
necessary resource infrastructure components, and select the most appropriate resource
infrastructure suppliers/partners to support the resource requirements. A key element of
the overall design is the integration approach between the existing legacy resource
infrastructure and any proposed new resource infrastructure. This integration design is
managed within the architecture and specification processes.
Explanatory
Mandatory
Optional
Interactions
Define Resource Capability Requirements

Process Context
Brief Description
These processes ensure the collation and coordination of requirements from all approved
Explanatory
Mandatory
Optional
Interactions
Specify Resource Capability Infrastructure

Process Context
Brief Description
These processes assess the most appropriate resource infrastructure, and develop the
necessary resource infrastructure components, to meet the identified resource capability
requirements. A key element of the overall design is the integration approach between
the existing legacy resource infrastructure and any proposed new resource infrastructure.
This integration design is managed within the architecture and specification processes.
Explanatory
Mandatory
Optional
Interactions
Select Resource Capability Suppliers/Partners

Process Context
Brief Description
These processes select the most appropriate resource infrastructure suppliers/partners to
support the the identified resource capability requirements.
Explanatory
Mandatory
Optional
Interactions
1.2.3.2.5 Enable Resource Support &

Operations
Figure 246. Enable Resource Support & Operations decomposition into level 4 processes
Enable Resource Support & Operations

Process Context
Brief Description
Manage the design of any improvements or changes required to the resource operational
support processes to support the investment proposals and new resource capabilities and
infrastructure
The Enable Resource Support & Operations processes manage the design of any
improvements or changes required to the resource operational support processes to
support the investment proposals and new resource capabilities and infrastructure. The
proposals, and from any operational support shortfalls identified in the Capture Resource
Explanatory
Mandatory
Optional
Interactions
Design Resource Operational Support Process Improvements

Process Context
Brief Description
These processes manage the design of any improvements or changes required to the
resource operational support processes to support the investment proposals and new
resource capabilities and infrastructure.
Explanatory
Mandatory
Optional
Interactions
Identify Resource Support Groups, Skills & Training

Process Context
Brief Description
The processes ensure the identification of operational support groups, required skill sets,
and availability of appropriate training programs.
Explanatory
Mandatory
Optional
Interactions
Identify Resource Support Requirements

Process Context
Brief Description
These processes ensure the identification, collation and coordination of support
requirements from all approved investment proposals, and from any operational support
shortfalls identified in the Capture Resource Capability Shortfalls processes.
Explanatory
Mandatory
Optional
Interactions
1.2.3.2.6 Manage Resource Capability

Delivery
Figure 247. Manage Resource Capability Delivery decomposition into level 4 processes
Manage Resource Capability Delivery

Process Context
Brief Description
Manage the provision, implementation, commissioning and roll-out of the new or
enhanced resource capability, and associated operational support processes.
The Manage Resource Capability Delivery processes manage the provision,
implementation, commissioning and roll-out of the new or enhanced resource capability
and associated operational support processes. These processes are predominantly
program/project management process functions, and require the detailed management
and co-ordination of the delivery of individual resource infrastructure components to
achieve the delivery of the overall resource capability. Within the Manage Resource
Capability Delivery processes separate suppliers/partners may be responsible for the
delivery of the resource capability, and other suppliers/partners for the installation and
construction. The Manage Resource Capability Delivery processes ensure that the roles
and responsibilities of all parties are identified, managed and coordinated.
capability meets the design specifications. These processes manage the commissioning
of the new resource infrastructure by ensuring the availability of test programs and
specifications against which to test the new resource infrastructure meets the design
requirements.
components.
Explanatory
Mandatory
Optional
Interactions
Co-ordinate Resource Capability Delivery

Process Context
Brief Description
These processes ensure the provision, implementation and roll-out of the new or
enhanced resource capability and associated operational support processes. These
processes are predominantly program/project management process functions, and
require the detailed management and co-ordination of the delivery of individual resource
infrastructure components, and any underlying resource infrastructure capability delivery,

to achieve the delivery of the overall resource capability. Within these processes,
separate suppliers/partners may be responsible for the delivery of the resource capability,
and other suppliers/partners for the installation and construction. These processes ensure
that the roles and responsibilities of all parties are identified, managed and coordinated.
Explanatory
Mandatory
Optional
Interactions
Ensure Resource Capability Quality

Process Context
Brief Description
capability meets the design specifications.
Explanatory
Mandatory
Optional
Interactions
Manage Commissioning of New Resource Infrastructure

Process Context
Brief Description
These processes manage the commissioning of the new resource infrastructure by
ensuring the availability of test programs and specifications against which to test the new
resource infrastructure meets the design requirements.
Explanatory
Mandatory
Optional
Interactions
Establish Resource Capability Sourcing

Process Context
Brief Description
components.
Explanatory
Mandatory
Optional
Interactions
1.2.3.2.7 Manage Handover to Resource

Operations
Figure 248. Manage Handover to Resource Operations decomposition into level 4 processes
Manage Handover to Resource Operations

Process Context
Brief Description
Manage the processes involved in handover of deployed resource infrastructure to
operational control
The Manage Handover to Resource Operations processes manage the processes
involved in handover of deployed resource infrastructure to operational control. These
processes ensure that all operational and performance design requirements have been
met by the installed resource infrastructure, and that all tools, test equipment, operational
procedures, support groups, and training is in place to allow for successful operation.
These processes include the management and coordination of all stakeholders required
to gain approval and acceptance of the handover to operational control.
Explanatory
Mandatory
Optional
Interactions
Co-ordinate Resource Operational Handover

Process Context
Brief Description
These processes co-ordinate the processes involved in handover of deployed resource
Explanatory
Mandatory
Optional
Interactions
Validate Resource Infrastructure Design

Process Context
Brief Description
These processes ensure that all operational and process performance design
requirements have been met by the installed resource infrastructure.
Explanatory
Mandatory
Optional
Interactions
Ensure Resource Handover Support

Process Context
Brief Description
Explanatory
Mandatory
Optional
Interactions
1.2.3.3 Resource Development &

Retirement
Figure 249. Resource Development & Retirement decomposition into level 3 processes
Resource Development & Retirement

Process Context
Brief Description
Develop new, or enhance existing technologies and associated resource types, so that
new Services can be developed.
Resource Development & Retirement processes develop new, or enhance existing
technologies and associated resource types, so that new Products are available to be
sold to customers. They use the capability definition or requirements defined by Resource
Strategy & Planning They also decide whether to acquire resources from outside, taking
into account the overall business policy in that respect. These processes also retire or
remove technology and associated resource types, which are no longer required by the
enterprise.
Resource types may be built, or in some cases leased from other SPs or suppliers. To
ensure the most efficient and effective solution can be used, negotiations on network
level agreements with suppliers or partners are paramount for both building and leasing.
These processes interact strongly with Product and Supply Chain Development
processes.
Explanatory
Mandatory
Optional
Interactions
Gather & Analyze New Resource Ideas

Process Context
Brief Description
Combine specific product & service class requirements with demographic, customer,
technology and marketing information to identify specific new resource
classes/components, or enhancements to existing resource classes/components
The Gather & Analyze New Resource Ideas processes combine specific product &
service class requirements with demographic, customer, technology and marketing
information to identify specific new resource classes/components, or enhancements to
existing resource classes/components. These processes undertake the necessary
analysis to identify potential resource classes, compare current resource classes with the
identified required resource classes, and as a result of the analysis develop new resource
class ideas.
Explanatory
Mandatory
Optional
Interactions
Assess Performance of Existing Resources

Process Context
Brief Description
Analyze the performance of existing resources to identify inadequacies and required
improvements
The Assess Performance of Existing Resources processes analyze the performance of
existing resources to identify inadequacies and required improvements. These processes
improvements.
Explanatory
Mandatory
Optional
Interactions
Develop New Resource Business Proposal

Process Context
Brief Description
Develop and document business proposals for the identified new or enhanced Resource
ideas
The Develop New Resource Business Proposal processes develop and document
business proposals for the identified new or enhanced Resource ideas (including if
necessary a business case). The business proposal (or business case) identifies the
resource development (e.g.. network and/or IT resources), management and operations
costs and anticipated benefits, including forecast demand, performance gains,
productivity gains and/or operational cost improvements specifically associated with the
resource business proposal. The business proposal also includes an assessment of the
risks and the competitive positioning of the proposal. As a part of the business proposal
can assist in the development of the resource classes are also identified (note that
suppliers/partners). As a part of the process, the business proposal is appropriately
approved, and as a result of the approval, necessary staff and other resources are made
available.
Explanatory
Mandatory
Optional
Interactions
Develop Detailed Resource Specifications

Process Context
Brief Description
Develop and document the detailed resource-related technical, performance and

operational specifications, and manuals.
The Develop Detailed Resource Specifications processes develop and document the
detailed resource-related technical, performance and operational specifications, and
manuals. These processes develop and document the required resource features, the
specific technology requirements and selections, the specific operational, performance
and quality requirements and support activities, any resource specific data required for
the systems and network infrastructure. The Develop Detailed Service Specifications
processes provide input to these specifications. The processes ensure that all detailed
specifications are produced and appropriately documented. Additionally the processes
ensure that the documentation is captured in an appropriate enterprise repository.
Explanatory
Mandatory
Optional
Interactions
Manage Resource Development

Process Context
Brief Description
resource classes/components capabilities for that business case across the enterprise
The Manage Resource Development processes ensure the co-coordinated development
in line with the approved business case of all required resource classes/components for
that business case across the enterprise. These processes ensure that all operational
processes and procedures, resource changes (e.g. network and/or IT resources),
resource class/component are identified and developed. These processes ensure that the
necessary documentation and training packages are produced to support the operation of
the new resource class. These processes also ensure that the required service level
agreements and operational level agreements are developed and agreed for each
resource class deployed, and that any supplier/partner operational support has been
identified and agreed. These processes have both program/project management aspects
and technical/operational specification aspects, with the detailed management of
individual resource class deployment managed by the Manage Resource Deployment
processes.
product and offer development is managed within the Resource Capability Delivery
process.
Note that delivery of resource classes/components within the context of existing
commercial arrangements is managed through the Supply Chain Development and
Change Management process. If new suppliers/partners are required, the Supply Chain
Capability Delivery process is used to deliver the necessary commercial arrangements
Explanatory
Mandatory
Optional
Interactions
Manage Resource Deployment

Process Context
Brief Description
Ensure the co-coordinated deployment in line with the approved business proposal of all
required resource classes/components for that business proposal across the enterprise.
The Manage Resource Deployment processes ensure the co-coordinated deployment in
line with the approved business case of all required resource classes/components for that
resource class/component have been implemented. These processes ensure that
performed to assure that the new or enhanced resources comply with the specifications.
Explanatory
Mandatory
Optional
Interactions
Manage Resource Exit

Process Context
Brief Description
Identify existing resource classes which are unviable and manage the processes to exit
the Resource from the market.
The Manage Resource Exit processes identify existing resource classes which are
unviable and manage the process to exit the Resource from the services they support.
The processes analyze existing resource classes to identify economically or strategically
unviable classes, identify products, services classes & customers impacted by any exit,
develop specific exit or migration strategies, develop resource infrastructure transition
Explanatory
Mandatory
Optional
Interactions
1.2.3.3.1 Gather & Analyze New Resource

Ideas
Figure 250. Gather & Analyze New Resource Ideas decomposition into level 4 processes
Gather & Analyze New Resource Ideas

Process Context
Brief Description
Combine specific product & service class requirements with demographic, customer,
technology and marketing information to identify specific new resource
classes/components, or enhancements to existing resource classes/components
The Gather & Analyze New Resource Ideas processes combine specific product &
service class requirements with demographic, customer, technology and marketing
information to identify specific new resource classes/components, or enhancements to
existing resource classes/components. These processes undertake the necessary
analysis to identify potential resource classes, compare current resource classes with the
identified required resource classes, and as a result of the analysis develop new resource
class ideas.
Explanatory
Mandatory
Optional
Interactions
Gather Resource Information

Process Context
Brief Description
resource information
Gather Resource information processes focus on establishment and Management of
relationships with external providers of resource informtion, and management of internal
groups used for providing resource information.
Explanatory
Mandatory
Optional
Interactions
Analyze Resource Classes

Process Context
Brief Description
These processes undertake the necessary analysis to identify potential resource classes,
and compare current resource classes with the identified required service classes.
Explanatory
Mandatory
Optional
Interactions
Develop Service Classes

Process Context
Brief Description
These processes develop new resource class ideas. The new service class ideas include
an analysis of the customer value proposition.
Explanatory
Mandatory
Optional
Interactions
1.2.3.3.3 Develop New Resource Business

Proposal
Figure 251. Develop New Resource Business Proposal decomposition into level 4 processes
Develop New Resource Business Proposal

Process Context
Brief Description
Develop and document business proposals for the identified new or enhanced Resource
ideas
The Develop New Resource Business Proposal processes develop and document
business proposals for the identified new or enhanced Resource ideas (including if
necessary a business case). The business proposal (or business case) identifies the
resource development (e.g.. network and/or IT resources), management and operations
costs and anticipated benefits, including forecast demand, performance gains,
productivity gains and/or operational cost improvements specifically associated with the
resource business proposal. The business proposal also includes an assessment of the
risks and the competitive positioning of the proposal. As a part of the business proposal
can assist in the development of the resource classes are also identified (note that
suppliers/partners). As a part of the process, the business proposal is appropriately
approved, and as a result of the approval, necessary staff and other resources are made
available.
Explanatory
Mandatory
Optional
Interactions
Develop Resource Business Proposal

Process Context
Brief Description
These processes develop and document business proposals for the identified new or
enhanced Resource ideas (including if necessary a business case). The business
proposal (or business case) identifies the resource development (e.g.. network and/or IT
resources), management and operations costs and anticipated benefits, including
forecast demand, performance gains, productivity gains and/or operational cost
improvements specifically associated with the resource business proposal. The business
proposal also includes an assessment of the risks and the competitive positioning of the
produced. Potential suppliers/partners who can assist in the development of the resource
with these potential suppliers/partners).
Explanatory
Mandatory
Optional
Interactions
Gain Resource Business Proposal Approval

Process Context
Brief Description
These processes manage approval of the business proposal, and as a result of the
approval, necessary staff and other resources are made available.
Explanatory
Mandatory
Optional
Interactions
1.2.3.3.4 Develop Detailed Resource

Specifications
Figure 252. Develop Detailed Resource Specifications decomposition into level 4 processes
Develop Detailed Resource Specifications

Process Context
Brief Description
Develop and document the detailed resource-related technical, performance and
operational specifications, and manuals.
The Develop Detailed Resource Specifications processes develop and document the
detailed resource-related technical, performance and operational specifications, and
manuals. These processes develop and document the required resource features, the
specific technology requirements and selections, the specific operational, performance
and quality requirements and support activities, any resource specific data required for
the systems and network infrastructure. The Develop Detailed Service Specifications
processes provide input to these specifications. The processes ensure that all detailed
specifications are produced and appropriately documented. Additionally the processes
ensure that the documentation is captured in an appropriate enterprise repository.
Explanatory
Mandatory
Optional
Interactions
Develop Detailed Resource Technical Specifications

Process Context
Brief Description
These processes develop and document the required resource features for the systems
and network infrastructure. The processes ensure that all detailed specifications are
Explanatory
Mandatory
Optional
Interactions
Develop Detailed Resource Support Specifications

Process Context
Brief Description
These processes develop and document the specific technology requirements and
selections required for the systems and network infrastructure. The processes ensure that
all detailed specifications are produced and appropriately documented. Additionally the
repository.
Explanatory
Mandatory
Optional
Interactions
Develop Detailed Resource Operational Specifications

Process Context
Brief Description
These processes develop and document the specific operational, and quality
requirements and support activities, and any resource specific data required for the
systems and network infrastructure required for the systems and network infrastructure.
The processes ensure that all detailed specifications are produced and appropriately
documented. Additionally the processes ensure that the documentation is captured in an
appropriate enterprise repository.
Explanatory
Mandatory
Optional
Interactions
Develop Detailed Resource Manuals

Process Context
Brief Description
These processes develop and document the manuals. The processes ensure that all
repository.
Explanatory
Mandatory
Optional
Interactions
1.2.3.3.5 Manage Resource Development
Figure 253. Manage Resource Development decomposition into level 4 processes
Identify Required Processes & Procedures for Resources

Process Context
Brief Description
These processes ensure that all operational processes and procedures, resource
changes (e.g. network and/or IT resources), operational procedures, testing tools and
procedures, etc. required to support the new resource class/component are identified.
Explanatory
Mandatory
Optional
Interactions
Manage Resource Development

Process Context
Brief Description
resource classes/components capabilities for that business case across the enterprise
The Manage Resource Development processes ensure the co-coordinated development
in line with the approved business case of all required resource classes/components for
that business case across the enterprise. These processes ensure that all operational
resource class/component are identified and developed. These processes ensure that the
necessary documentation and training packages are produced to support the operation of
the new resource class. These processes also ensure that the required service level
agreements and operational level agreements are developed and agreed for each
resource class deployed, and that any supplier/partner operational support has been
identified and agreed. These processes have both program/project management aspects
and technical/operational specification aspects, with the detailed management of
individual resource class deployment managed by the Manage Resource Deployment
processes.
product and offer development is managed within the Resource Capability Delivery
process.
Explanatory
Mandatory
Optional
Interactions
Develop Required Processes & Procedures for Resources

Process Context
Brief Description
procedures, etc. required to support the new resource class/component are developed.
Explanatory
These processes ensure the co-coordinated development in line with the approved
business case of all required new or enhanced resource classes/components for that
business case across the enterprise. These processes have both program/project
management aspects and technical/operational specification aspects, with the detailed
management of individual resource class deployment managed by the Manage Resource
Deployment processes.
enhancements to existing resource classes, as the need to review operational and other
service development is managed within the Resource Capability Delivery process.
Mandatory
Optional
Interactions
Develop Service & Operational Agreements for Resources

Process Context
Brief Description
agreements are developed for each resource class deployed, and that any
supplier/partner operational support has been identified.
Explanatory
Mandatory
Optional
Interactions
Gain Service & Operational Agreements Approval for Resources

Process Context
Brief Description
agreements are agreed for each resource class deployed, and that any supplier/partner
operational support has been agreed.
Explanatory
Mandatory
Optional
Interactions
Produce Supporting Documentation & Training Packages for Resources
Process Context
Brief Description
These processes ensure that the necessary documentation and training packages are
produced to support the operation of the new resource class.
Explanatory
Mandatory
Optional
Interactions
1.2.3.3.6 Manage Resource Deployment
Figure 254. Manage Resource Deployment decomposition into level 4 processes
Manage Resource Deployment

Process Context
Brief Description
Ensure the co-coordinated deployment in line with the approved business proposal of all
required resource classes/components for that business proposal across the enterprise.
The Manage Resource Deployment processes ensure the co-coordinated deployment in
line with the approved business case of all required resource classes/components for that
resource class/component have been implemented. These processes ensure that
performed to assure that the new or enhanced resources comply with the specifications.
Explanatory
Mandatory
Optional
Interactions
Manage Resource Process & Procedure Implementation

Process Context
Brief Description
procedures, etc. required to support the new resource class/component have been
implemented.
Explanatory
Mandatory
Optional
Interactions
Manage Resource Operational Staff Training

Process Context
Brief Description
These processes ensure that appropriate operational staff are identified and have
received the necessary training.
Explanatory
Mandatory
Optional
Interactions
Develop Resource Supplier/Partner Operational Support

Process Context
Brief Description
implemented.
Explanatory
Mandatory
Optional
Interactions
Manage Resource Acceptance Testing

Process Context
Brief Description
These processes ensure that acceptance testing is successfully performed to assure that
the new or enhanced resources comply with the specifications.
Explanatory
Mandatory
Optional
Interactions
1.2.3.3.7 Manage Resource Exit
Figure 255. Manage Resource Exit decomposition into level 4 processes
Manage Resource Exit

Process Context
Brief Description
Identify existing resource classes which are unviable and manage the processes to exit
the Resource from the market.
The Manage Resource Exit processes identify existing resource classes which are
unviable and manage the process to exit the Resource from the services they support.
The processes analyze existing resource classes to identify economically or strategically
unviable classes, identify products, services classes & customers impacted by any exit,
develop specific exit or migration strategies, develop resource infrastructure transition
Explanatory
Mandatory
Optional
Interactions
Identify Unviable Services

Process Context
Brief Description
These processes analyze existing resource classes to identify economically or
strategically unviable classes.
Explanatory
Mandatory
Optional
Interactions
Identify Impacted Service Customers

Process Context
Brief Description
These processes identify products, services classes & customers impacted by any exit.
Explanatory
Mandatory
Optional
Interactions
Develop Service Transition Strategies

Process Context
Brief Description
These processes develop specific exit or migration strategies, anddevelop resource
infrastructure transition and/or replacement strategies.
Explanatory
Mandatory
Optional
Interactions
Manage Service Exit Process

Process Context
Brief Description
Explanatory
Mandatory
Optional
Interactions
1.2.4.1 Supply Chain Strategy & Planning
Figure 256. Supply Chain Strategy & Planning decomposition into level 3 processes
Supply Chain Strategy & Planning

Process Context
Brief Description
Develop the Supply Chain strategies and policies of the enterprise.
Supply Chain Strategy & Planning processes develop the Supply Chain strategies and
policies of the enterprise, and the enterprise policies for supplier/partner engagement and
interaction. E.g. the enterprise decides that it will outsource the supply of all Mobiles
Networks. Both the functional processes, as well as Infrastructure and Product Lifecycle
Management processes, drive the Supply Chain Strategy and Policy processes.
Explanatory
Mandatory
Optional
Interactions
Gather & Analyze Supply Chain Information

Process Context
Brief Description
Research and analyze the supplier/partner industry to understand availability,
performance and competencies of potential suppliers and partners, and appropriate best
practice commercial framework establishment and management
The Gather & Analyze Supply Chain Information processes research and analyze the
supplier/partner industry to understand availability, performance and competencies of
potential suppliers and partners, and appropriate best practice commercial framework
establishment and management. These processes undertake the necessary analysis to
identify potential commercial approaches, compare current approaches and practices
with the identified approaches, and as a result of the analysis develop new commercial
practices. In addition, these processes monitor the potential and existing industry
suppliers and partners, and produce assessments of the risks of establishing
relationships with the industry players.
external providers of supply chain information, and the management of internal groups
used for providing supply chain information.
Explanatory
Mandatory
Optional
Interactions
Establish Supply Chain Strategy & Goals

Process Context
Brief Description
Establish the supply chain strategies based on market trends, future products and service
needs, technical capabilities, and addressing shortcomings in existing sourcing support
The Establish Supply Chain Strategy & Goals processes establish the sourcing strategies
and commercial practices to be used by the enterprise based on market trends, future
products and service needs, available and emerging resource capabilities, and
addressing identified shortcomings in existing sourcing and commercial operational
activities and practices. These processes accept the changing supply chain requirements
and develop appropriate strategies based on the changing needs of the enterprise. They
establish realistic supply chain development and delivery goals for the enterprise. They
Supply Chain Capability Delivery processes. They highlight shortcomings in existing
Supplier/Partner Relationship Management operational support arrangements and
processes, including issues associated with resourcing and skill sets.
Major inputs to these processes are derived from the Gather & Analyze Supply Chain
Information processes.
Explanatory
Mandatory
Optional
Interactions
Define Supply Chain Support Strategies

Process Context
Brief Description
providing supply chain management support
The Define Supply Chain Support Strategies processes define the principles, policies and
performance standards for the operational organization providing supply chain
management support. Over time requirements for service levels and quality levels on
existing supply chain process change and operational challenges are introduced by new
resource introduction. These processes define the targets, and operational requirements,
in this changing environment. The required performance standards are driven by
competitive response expectations, internal process and technology capabilities and
competitive offerings. A major input to these processes arises from the Gather & Analyze
Supply Chain Information processes, and from the product portfolio, resource strategy,
service strategy and market strategy processes.
These processes also provide the feedback point from analyses undertaken in the
Supplier/Partner Relationship Management processes to determine bottlenecks and
problems associated with existing supply chain operational support and management
activities.
Explanatory
Mandatory
Optional
Interactions
Produce Supply Chain Business Plans

Process Context
Brief Description
Develop and deliver annual and multi-year supply chain business plans in support of
delivery and sourcing for services, products and offers
The Produce Supply Chain Business Plans processes develop and deliver annual and
multi-year supply chain business plans in support of delivery and sourcing for resources,
services, products and outsourced capabilities that include supply chain improvement
forecasts, negotiation for required levels of resources, gaining supply chain development
and management, as well as supply chain commitment and executive approval for the
plans. The product portfolio business plans, service business plans and resource
business plans provide a primary source of obtaining a view on forecasts within the
supply chain.
These processes identify alternative sourcing opportunities within the supply chain for
critical items in the event of unforeseen events causing disruption. Note that the actual
business continuity plans are developed within the processes defined by the Business
Continuity Management process in Enterprise Management.
Forecasting of commercial transaction volumes and sourcing demand, and capturing of
new approaches, are both essential to ensure that the enterprise can implement the
supply chain capabilities and capacity necessary for the future sourcing needs to support
customers and potential customers.
Explanatory
Mandatory
Optional
Interactions
Gain Enterprise Commitment to Supply Chain Plans

Process Context
Brief Description
Gain enterprise commitment to the supply chain sourcing strategy and business plans.
The Gain Enterprise Commitment to Supply Chain Plans processes gain enterprise
commitment to the supply chain sourcing strategy and business plans. These processes
include all aspects of identification of stakeholders and negotiation to gain stakeholder
approval.
Explanatory
Mandatory
Optional
Interactions
1.2.4.1.1 Gather & Analyze Supply Chain

Information
Figure 257. Gather & Analyze Supply Chain Information decomposition into level 4 processes
Gather & Analyze Supply Chain Information

Process Context
Brief Description
Research and analyze the supplier/partner industry to understand availability,
performance and competencies of potential suppliers and partners, and appropriate best
practice commercial framework establishment and management
The Gather & Analyze Supply Chain Information processes research and analyze the
supplier/partner industry to understand availability, performance and competencies of
potential suppliers and partners, and appropriate best practice commercial framework
establishment and management. These processes undertake the necessary analysis to
identify potential commercial approaches, compare current approaches and practices
with the identified approaches, and as a result of the analysis develop new commercial
practices. In addition, these processes monitor the potential and existing industry
suppliers and partners, and produce assessments of the risks of establishing
relationships with the industry players.
external providers of supply chain information, and the management of internal groups
used for providing supply chain information.
Explanatory
Mandatory
Optional
Interactions
Gather supply chain information Information

Process Context
Brief Description
supply chain information
Gather Supply Chain information processes focus on establishment and Management
of relationships with external providers of supply chain informtion, and management of
internal groups used for providing supply chain information.
Explanatory
Mandatory
Optional
Interactions
Analyze to develop new commercial practise

Process Context
Brief Description
[Not Available]
Explanatory
Mandatory
Optional
Interactions
Analyze supplier/partner industry

Process Context
Brief Description
[Not Available]
Explanatory
Mandatory
Optional
Interactions
Monitor industry supplier/partner

Process Context
Brief Description
[Not Available]
Explanatory
Mandatory
Optional
Interactions
1.2.4.1.2 Establish Supply Chain Strategy

& Goals
Figure 258. Establish Supply Chain Strategy & Goals decomposition into level 4 processes
Establish Supply Chain Strategy & Goals

Process Context
Brief Description
Establish the supply chain strategies based on market trends, future products and service
needs, technical capabilities, and addressing shortcomings in existing sourcing support
The Establish Supply Chain Strategy & Goals processes establish the sourcing strategies
and commercial practices to be used by the enterprise based on market trends, future
products and service needs, available and emerging resource capabilities, and
addressing identified shortcomings in existing sourcing and commercial operational
activities and practices. These processes accept the changing supply chain requirements
and develop appropriate strategies based on the changing needs of the enterprise. They
establish realistic supply chain development and delivery goals for the enterprise. They
Supply Chain Capability Delivery processes. They highlight shortcomings in existing
Supplier/Partner Relationship Management operational support arrangements and
processes, including issues associated with resourcing and skill sets.
Major inputs to these processes are derived from the Gather & Analyze Supply Chain
Information processes.
Explanatory
Mandatory
Optional
Interactions
Establish Supply Chain Strategy

Process Context
Brief Description
sourcing strategies and commercial practises based on market trends, highlight
shortcomings in existing sourcing and commercial operational activities and practises
Establish Supply Chain strategy processes are responsible for establishing the sourcing
strategies and commercial practises to be used by the enterprise based on markets
trends, future products and service needs, available and emerging resource capabilities,
and addressing identified shortcomings in existing sourcing and commercial operational
activities and practises. These processes also highlight issue associated with resourcing
and skill sets along with shortcomings in existing Supplier/partner Realationhip
Management operational support arrangement and processes.
Explanatory
Mandatory
Optional
Interactions
Develop Supply Chain Strategy

Process Context
Brief Description
Accept changing supply chain requirements and develop strategies
Develop Supply Chain Strategy processes accept the changing supply chain
requirements and develop appropriate strategies based on the changing needs of
enterprise
Explanatory
Mandatory
Optional
Interactions
Establish Supply chain delivery goals

Process Context
Brief Description
Establish realistic supply chain development and delivery goals for the enterprise
Establish Supply chain delivery goals porcesses focus on establising realistic supply
chain development and delivery goals for the enterprise
Explanatory
Mandatory
Optional
Interactions
Establish Supply Chain implementation policies

Process Context
Brief Description
Supply Chain Capability Delivery processes
Explanatory
Mandatory
Optional
Interactions
1.2.4.1.3 Define Supply Chain Support

Strategies
Figure 259. Define Supply Chain Support Strategies decomposition into level 4 processes
Define Supply Chain Support Strategies

Process Context
Brief Description
providing supply chain management support
The Define Supply Chain Support Strategies processes define the principles, policies and
performance standards for the operational organization providing supply chain
management support. Over time requirements for service levels and quality levels on
existing supply chain process change and operational challenges are introduced by new
resource introduction. These processes define the targets, and operational requirements,
in this changing environment. The required performance standards are driven by
competitive response expectations, internal process and technology capabilities and
competitive offerings. A major input to these processes arises from the Gather & Analyze
Supply Chain Information processes, and from the product portfolio, resource strategy,
service strategy and market strategy processes.
Supplier/Partner Relationship Management processes to determine bottlenecks and
activities.
Explanatory
Mandatory
Optional
Interactions
Define Supply Chain support Principles

Process Context
Brief Description
Define supply chain support principles for the operational organization providing supply
chain management support.
Define Supply chain Support Principles processes define principles for service levels and
quality levels on existing supply chain process or when operational challenges are
introduced by new resource introduction
Explanatory
Mandatory
Optional
Interactions
Define Supply chain support Policies

Process Context
Brief Description
Define supply chain support policies for the operational organization providing supply
chain management support.
Define Supply chain Support Policies processes define policies for service levels and
quality levels on existing supply chain process change or when operational challenges
are introduced by new resource introduction.
Explanatory
Mandatory
Optional
Interactions
Define Supply Chain Support performance standards

Process Context
Brief Description
Define supply chain support performance standards for the operational organization
providing supply chain management support.
environment. The required performance standards are driven by competitive response
expectations, internal process and technology capabilities and competitive offerings.
Supplier/Partner Relationship Management process to determine bottlenecks and
activities.A major input to these processes arises from the Gather & Analyze Service
Information processes, and from the product portfolio, resource strategy and market
strategy processes.
Explanatory
Mandatory
Optional
Interactions
1.2.4.1.4 Produce Supply Chain Business

Plans
Figure 260. Produce Supply Chain Business Plans decomposition into level 4 processes
Produce Supply Chain Business Plans

Process Context
Brief Description
Develop and deliver annual and multi-year supply chain business plans in support of
delivery and sourcing for services, products and offers
The Produce Supply Chain Business Plans processes develop and deliver annual and
multi-year supply chain business plans in support of delivery and sourcing for resources,
services, products and outsourced capabilities that include supply chain improvement
forecasts, negotiation for required levels of resources, gaining supply chain development
and management, as well as supply chain commitment and executive approval for the
plans. The product portfolio business plans, service business plans and resource
business plans provide a primary source of obtaining a view on forecasts within the
supply chain.
These processes identify alternative sourcing opportunities within the supply chain for
critical items in the event of unforeseen events causing disruption. Note that the actual
business continuity plans are developed within the processes defined by the Business
Continuity Management process in Enterprise Management.
Forecasting of commercial transaction volumes and sourcing demand, and capturing of
new approaches, are both essential to ensure that the enterprise can implement the
supply chain capabilities and capacity necessary for the future sourcing needs to support
Explanatory
Mandatory
Optional
Interactions
Develop & Deliver annual/multi year supply chain business plans

Process Context
Brief Description
develop and deliver annual and multi-year supply chain plans, negotiations,approvals ,
supply chain development and management
Develop & Deliver annual/multi year supply chain business plans focus on developing
and delivering annual and multi-year supply chain plans in support of delivery and
sourcing for resources, services,products and outsourced capabilities that include supply
chain improvement forecast, negotiation for required levels of resources, gaining supply
chain development and management, as well as supply chain commitment and executive
approval for the plans.The product portfolio business plans, service buisness plans and
resource business plans provide a primary source of obtaining a view on forecasts with
supply chain
Explanatory
Mandatory
Optional
Interactions
Forecast commercial transaction volumes and sourcing demand

Process Context
Brief Description
Forecast commercial transaction volumes and sourcing demandm and capture new
approaches for sourcing needs for new /existing customers
Forecast commercial transaction volumes and sourcing demand processes focus on
forecasting of commercial transaction volumes and sourcing demand, and capturing of
new approaches, these are esstential to ensure that the enterprise can implement the
supply chain capabilities and capacity necessary for the future souricng needs to support
Explanatory
Mandatory
Optional
Interactions
Indentify alternative sourcing oppurtunities

Process Context
Brief Description
Identify alternative sourcing oppurtunities with in supply chain for critical items
Indentify alternative sourcing oppurtunities processes look for alternative sourcing
opportunities with in the supply chain for critical items in the event of unforseen events
causing disruption.Actual plan are developed within the process defined by the Business
Continuity Management Process in Enterprise Management.
Explanatory
Mandatory
Optional
Interactions
1.2.4.1.5 Gain Enterprise Commitment to Supply Chain Plans
Figure 261. Gain Enterprise Commitment to Supply Chain Plans decomposition into level 4 processes
Gain Enterprise Commitment to Supply Chain Plans

Process Context
Brief Description
Gain enterprise commitment to the supply chain sourcing strategy and business plans.
The Gain Enterprise Commitment to Supply Chain Plans processes gain enterprise
commitment to the supply chain sourcing strategy and business plans. These processes
include all aspects of identification of stakeholders and negotiation to gain stakeholder
approval.
Explanatory
Mandatory
Optional
Interactions
Identify Stakeholders to supply chain sourcing strategy and business plans

Process Context
Brief Description
Identify stakeholders of supply chain sourcing strategy and business plans
Explanatory
Mandatory
Optional
Interactions
Gain supply chain sourcing strategy and business plans Stakeholders approval

Process Context
Brief Description
Negotiate & gain stakeholder approval for supply chain sourcing strategy and
businessPlans
Explanatory
Mandatory
Optional
Interactions
Gain Enterprise Commitment to supply chain sourcing strategy and business plans

Process Context
Brief Description
Gain Enterprise commitment to the supply chain sourcing strategy and business plans
Explanatory
Mandatory
Optional
Interactions
1.2.4.2 Supply Chain Capability Delivery
Figure 262. Supply Chain Capability Delivery decomposition into level 3 processes
Supply Chain Capability Delivery

Process Context
Brief Description
Manage the evaluation of new supplier/partners, to determine those with the products that
best meet the enterprise’s needs.
Supply Chain Capability Delivery processes manage the evaluation of new
supplier/partners, to determine those with the goods and services that best meet the
enterprise’s needs. These processes also initiate and complete business agreements
with the supply chain, to allow the delivery of business and technical capabilities required
by the enterprise. For example, through these processes, the enterprise might contract
with a supplier of a Third-generation Mobile Network and put in place links between the IT
Systems of the Supplier and the enterprise, ready to allow specific processes and
products to be developed. Another example might be contracts for the supply of personal
computers or office supplies for the enterprise. Supply Chain Capability Delivery
processes manage the sourcing of infrastructure components, consumables, etc required
to support the capability requirements of the enterprise, evaluate and select new
supplier/partners, and establish commercial arrangements with selected
suppliers/partners. The processes manage the specific evaluation of new
supplier/partners to determine those with the best capabilities to meet the enterprise’s
specific needs (for infrastructure, consumables, etc), and establish commercial
arrangements with selected suppliers/partners. These processes manage the activities
associated with developing tender documents, running tender processes, gaining
enterprise agreement to tender decisions, and negotiating commercial arrangements as a
result of the tender decisions.
On completion of the contract arrangements, these processes can manage supply of the
contracted goods and services (infrastructure, consumables, etc) or can ensure that other
processes are able to make requisitions against the contract (e.g. during Fulfillment),
according to the appropriate policy and practices of the enterprise. Managing supply
includes tracking of the goods and services to be supplied, interaction with the
Supplier/partner over any delays or problems, and acceptance on completion of the
supply.
These processes are also responsible for the establishment of commercial agreements
between the enterprise and external parties/providers on B2B frameworks and
interactions.
The tender process for the sourcing activity can be used not only for managing the
sourcing of infrastructure of various types, but is also applicable for use in outsourcing
tender processes, and for the sourcing of commodity items used within a business. The
actual depth to which the sourcing process is used is dependent on such factors as the
value of the sourced items. Note that these processes can also be used for the
negotiated agreements between the enterprise and its competitors as a part of regulated
inter-carrier agreements. While tender processes are not used in such a case, the
processes for determining appropriate commercial arrangements and for gaining
enterprise agreement are used for these regulated and competitive activities.
Explanatory
Mandatory
Optional
Interactions
Determine the Sourcing Requirements

Process Context
Brief Description
Manage the collection and finalization of the specific requirements to be achieved from
the sourcing process
The Determine the Sourcing Requirements processes manage the collection and
finalization of the specific requirements to be achieved from the sourcing process
including a chronological timetable for anticipated sourcing activities. These requirements
take into account the required functional, technical and/or operational specifications
produced by the area seeking the sourcing activity and assuring that appropriately
aligned commercial aspects (such as special commercial terms, tender timing, cost
parameters, etc.) are catered for. The requirements will be determined from the
requirements specified in the various business or investment proposals, and any
subsequent detailed specifications developed as a part of the architecture design activity,
within the product, market, service or resource capability delivery processes. The actual
range of requirements are dependent on the needs of the sourcing initiator, but are likely
to include, at a minimum, technical, operational, training and specific supplier support
requirements.
The Supply Chain Strategy and Planning processes will also provide a set of enterprise
level requirements that the sourcing process will need to satisfy.
ensure that the requirements meets the needs of all stakeholders
Explanatory
Mandatory
Optional
Interactions
Determine Potential Suppliers/Partners

Process Context
Brief Description
Determine the appropriate short list of suppliers to meet the specific enterprise
requirements
The Determine Potential Suppliers/Partners processes determine the appropriate short
list of suppliers to meet the specific enterprise requirements (for example, expected
technical capability, anticipated delivery timeframes, anticipated costs, etc..). The
processes provide detailed analysis of potential partners/suppliers, leveraging information
available from the Gather & Analyze Supply Chain Information processes, as well as
other specific inputs available from within the enterprise, or from external supplier
research organizations at the specific time the need arises.
ensure that the selected short list meets the needs of all stakeholders
Explanatory
Mandatory
Optional
Interactions
Manage the Tender Process

Process Context
Brief Description
Manage and administer the mechanics of the tender process
The Manage the Tender Process processes manage and administer the mechanics of the
tender process. The processes determine the engagement interactions with potential
suppliers/partners, the timing of the process, bring together the commercial and functional
requirements into the tender documentation, the analysis and scoring mechanisms for
tender analysis based on the functional, technical, operational and commercial
requirements, and manage the tender analysis team engagement approach.
These processes are invoked by the S/P Requisition Management processes in the event
that the requisition process requires a tender to select between previously contracted
suppliers.
These processes also manage the analysis of the strategic sourcing factors used at the
commencement of the process including the industry and competitive analysis, and a
determination of the minimum acceptable outcomes from the sourcing process.
Explanatory
Mandatory
Optional
Interactions
Gain Tender Decision Approval

Process Context
Brief Description
The Gain Tender Decision Approval processes capture all activities required to provide
management oversight on the tender process and gain approval for the sourcing decision
and supplier/partner selection. These processes cover the establishment of any tender
selection boards, the reporting processes and timetables, and the final approval of the
tender decisions.
ensure that the tender decisions are supported by all stakeholders
Explanatory
Mandatory
Optional
Interactions
Negotiate Commercial Arrangements

Process Context
Brief Description
Manage the commercial negotiations between the enterprise negotiation team and the
selected supplier/partner, or with competitors in a regulated market
The Negotiate Commercial Arrangements processes manage the commercial
negotiations between the enterprise negotiation team and the selected supplier/partner,
or with competitors in a regulated market. These processes manage the establishment of
the commercial negotiating strategy, and the determination of the negotiating parameters.
The processes also manage the negotiating timetables and determination of the
enterprise negotiating team.
Explanatory
Mandatory
Optional
Interactions
Gain Approval for Commercial Arrangements

Process Context
Brief Description
Gain enterprise commitment to the negotiated commercial arrangements, and provide
authorization to sign commercial agreements
The Gain Approval for Commercial Arrangements processes gain enterprise commitment
to the negotiated commercial arrangements, and provide authorization to sign commercial
agreements. These processes include all aspects of identification of stakeholders and
regular reporting to gain stakeholder approval.
Explanatory
Mandatory
Optional
Interactions
1.2.4.2.1 Determine the Sourcing

Requirements
Figure 263. Determine the Sourcing Requirements decomposition into level 4 processes
Determine the Sourcing Requirements

Process Context
Brief Description
Manage the collection and finalization of the specific requirements to be achieved from
the sourcing process
The Determine the Sourcing Requirements processes manage the collection and
finalization of the specific requirements to be achieved from the sourcing process
including a chronological timetable for anticipated sourcing activities. These requirements
take into account the required functional, technical and/or operational specifications
produced by the area seeking the sourcing activity and assuring that appropriately
aligned commercial aspects (such as special commercial terms, tender timing, cost
parameters, etc.) are catered for. The requirements will be determined from the
requirements specified in the various business or investment proposals, and any
subsequent detailed specifications developed as a part of the architecture design activity,
within the product, market, service or resource capability delivery processes. The actual
range of requirements are dependent on the needs of the sourcing initiator, but are likely
to include, at a minimum, technical, operational, training and specific supplier support
requirements.
The Supply Chain Strategy and Planning processes will also provide a set of enterprise
level requirements that the sourcing process will need to satisfy.
ensure that the requirements meets the needs of all stakeholders
Explanatory
Mandatory
Optional
Interactions
Capture Sourcing Requirements

Process Context
Brief Description
These processes manage the collection of the specific requirements and timetable to be
achieved from the sourcing process. These requirements take into account the required
functional, technical and/or operational specifications produced by the area seeking the
sourcing activity and assuring that appropriately aligned commercial aspects (such as
special commercial terms, tender timing, cost parameters, etc.) are catered for. The
requirements will be determined from the requirements specified in the various business
or investment proposals, and any subsequent detailed specifications developed as a part
of the architecture design activity, within the product, market, service or resource
capability delivery processes. The actual range of requirements are dependent on the
needs of the sourcing initiator, but are likely to include, at a minimum, technical,
operational, training and specific supplier support requirements.detailed analysis of new
resource requirements linked to relevant geographic distributions. These processes also
establish the detailed performance requirements. These processes take the forecast
information available from the Produce Resource Business Plans and requirements
information from the Map & Analyze Service Requirements processes, as well as
resource infrastructure requirements developed by the Develop Detailed Resource
Specifications processes, to establish detailed views of anticipated resource demand and
performance requirements.
availabilities, etc. The Supply Chain Strategy and Planning processes will also provide a
set of enterprise level requirements that the sourcing process will need to satisfy.
Explanatory
Mandatory
Optional
Interactions
Finalize Sourcing Requirements

Process Context
Brief Description
These processes manage the finalization of the specific requirements to be achieved
from the sourcing process including a chronological timetable for anticipated sourcing
activities. The processes include any cross-enterprise coordination and management
functions to ensure that the demand distributions capture the needs of all stakeholders.
Explanatory
Mandatory
Optional
Interactions
1.2.4.2.2 Determine Potential

Suppliers/Partners
Figure 264. Determine Potential Suppliers/Partners decomposition into level 4 processes
Determine Potential Suppliers/Partners

Process Context
Brief Description
Determine the appropriate short list of suppliers to meet the specific enterprise
requirements
The Determine Potential Suppliers/Partners processes determine the appropriate short
list of suppliers to meet the specific enterprise requirements (for example, expected
technical capability, anticipated delivery timeframes, anticipated costs, etc..). The
processes provide detailed analysis of potential partners/suppliers, leveraging information
available from the Gather & Analyze Supply Chain Information processes, as well as
other specific inputs available from within the enterprise, or from external supplier
ensure that the selected short list meets the needs of all stakeholders
Explanatory
Mandatory
Optional
Interactions
Analyze Potential Suppliers/Partners

Process Context
Brief Description
These processes provide detailed analysis of potential partners/suppliers, leveraging
information available from the Gather & Analyze Supply Chain Information processes, as
well as other specific inputs available from within the enterprise, or from external supplier
Explanatory
Mandatory
Optional
Interactions
Short List Potential Suppliers/Partners

Process Context
Brief Description
These processes specify the appropriate short list of suppliers, based on the availlable
analysis of potential partners/suppliers, to meet the specific enterprise requirements (for
example, expected technical capability, anticipated delivery timeframes, anticipated costs,
etc..).
Explanatory
Mandatory
Optional
Interactions
1.2.4.2.3 Manage the Tender Process
Figure 265. Manage the Tender Process decomposition into level 4 processes
Manage the Tender Process

Process Context
Brief Description
Manage and administer the mechanics of the tender process
The Manage the Tender Process processes manage and administer the mechanics of the
tender process. The processes determine the engagement interactions with potential
requirements, and manage the tender analysis team engagement approach.
suppliers.
Explanatory
Mandatory
Optional
Interactions
Specify the Tender Process

Process Context
Brief Description
These processes determine the engagement interactions with potential
requirements.
Explanatory
Mandatory
Optional
Interactions
Administer the Tender Process

Process Context
Brief Description
These processes manage the tender analysis team engagement approach.
suppliers.
Explanatory
Mandatory
Optional
Interactions
1.2.4.2.4 Gain Tender Decision Approval
Figure 266. Gain Tender Decision Approval decomposition into level 4 processes
Provide Management Oversight on Tenders

Process Context
Brief Description
These processes capture all activities required to provide management oversight on the
tender process. These processes cover the establishment of any tender selection boards,
the reporting processes and timetables
Explanatory
Mandatory
Optional
Interactions
Gain Tender Decision Approval

Process Context
Brief Description
The Gain Tender Decision Approval processes capture all activities required to provide
management oversight on the tender process and gain approval for the sourcing decision
and supplier/partner selection. These processes cover the establishment of any tender
selection boards, the reporting processes and timetables, and the final approval of the
tender decisions.
Explanatory
Mandatory
Optional
Interactions
Approve Tender Decisions

Process Context
Brief Description
These processes capture all activities required to gain approval for the sourcing decision
and supplier/partner selection, including final approval of the tender decisions.
Explanatory
Mandatory
Optional
Interactions
1.2.4.2.5 Negotiate Commercial

Arrangements
Figure 267. Negotiate Commercial Arrangements decomposition into level 4 processes
Negotiate Commercial Arrangements

Process Context
Brief Description
Manage the commercial negotiations between the enterprise negotiation team and the
selected supplier/partner, or with competitors in a regulated market
The Negotiate Commercial Arrangements processes manage the commercial
negotiations between the enterprise negotiation team and the selected supplier/partner,
or with competitors in a regulated market. These processes manage the establishment of
the commercial negotiating strategy, and the determination of the negotiating parameters.
The processes also manage the negotiating timetables and determination of the
enterprise negotiating team.
Explanatory
Mandatory
Optional
Interactions
Establish Negotiating Strategy

Process Context
Brief Description
These processes manage the establishment of the commercial negotiating strategy, and
the determination of the negotiating parameters. The processes also manage the
negotiating timetables and determination of the enterprise negotiating team.
Explanatory
Mandatory
Optional
Interactions
Manage Negotiations

Process Context
Brief Description
These processes manage the commercial negotiations between the enterprise

negotiation team and the selected supplier/partner, or with competitors in a regulated
market.
Explanatory
Mandatory
Optional
Interactions
1.2.4.2.6 Gain Approval for Commercial

Arrangements
Figure 268. Gain Approval for Commercial Arrangements decomposition into level 4 processes
Gain Approval for Commercial Arrangements

Process Context
Brief Description
Gain enterprise commitment to the negotiated commercial arrangements, and provide
authorization to sign commercial agreements
The Gain Approval for Commercial Arrangements processes gain enterprise commitment
to the negotiated commercial arrangements, and provide authorization to sign commercial
agreements. These processes include all aspects of identification of stakeholders and
regular reporting to gain stakeholder approval.
Explanatory
Mandatory
Optional
Interactions
Identify & Report to Stakeholders

Process Context
Brief Description
These processes include all aspects of identification of stakeholders and regular reporting
to gain stakeholder approval.
Explanatory
Mandatory
Optional
Interactions
Commit & Approve Cmmercial Arrangements

Process Context
Brief Description
Theae processes gain enterprise commitment to the negotiated commercial
arrangements, and provide authorization to sign commercial agreements.
Explanatory
Mandatory
Optional
Interactions
1.2.4.3 Supply Chain Development &

Change Management
Figure 269. Supply Chain Development & Change Management decomposition into level 3 processes
Manage Supplier/Partner Engagement

Process Context
Brief Description
Establish and manage the on-going processes to support the commercial, strategic,
delivery and operational interactions between the enterprise and supplier/partner
The Manage Supplier/Partner Engagement processes establish and manage the on-
going processes to support the commercial, strategic, delivery and operational
interactions between the enterprise and supplier/partner. They monitor, review and agree
changes to the commercial, strategic and operational interaction processes to improve
their effectiveness.
These processes oversight and administer any agreed joint management and/or process
improvement activities between the enterprise and the supplier/partner. These joint
activities could include operations monitoring and management, project related build and
implementation activities, joint strategic management meetings, etc.
Explanatory
Mandatory
Optional
Interactions
Supply Chain Development & Change Management

Process Context
Brief Description
Support the development of a supply chain, to support S/P product catalogue extension
or modification.
Supply Chain Development & Change Management processes support the development
of a supply chain, to support service catalogue extension or modification. New suppliers
may be required to broaden the services a service provider offers its customers, to
improve performance, for outsourcing and out-tasking requirements, etc. These project-
oriented processes identify new suppliers or partners, develop agreements and
implement with the supplier or partner. In addition, these processes drive automation and
change management for the supply chain. e.g. new/modified processes and IT
applications may be needed so that Mobile Number Portability can be for Third-
generation Mobiles can be offered. Supply Chain Development & Change Management
processes manage the on-going commercial arrangements and processes between the
enterprise and the selected supplier/partner, and manage the periodic agreement on
specifications for deliverables within the context of the negotiated commercial agreement.
These processes recognize that the initial commercial arrangements may need to be
varied over the course of the commercial agreement and manage the processes which
deliver this commercial variation. These processes also manage regular agreement
between the enterprise and the supplier/partner on product deliverables, their
specification, pricing and delivery timetable.
In addition the end-end commercial, delivery and operational processes between the
enterprise and supplier/partner need to be monitored, reviewed and changed to improve
These processes particularly apply when the commercial arrangements between the two
parties exist over an extended period, and the commercial agreement allows for the on-
going specification of deliverables within the period of the commercial agreement.
Shorter-term commercial agreements are unlikely to require the comprehensive level of
commercial administration that these processes bring (but note that S/P Support &
Readiness processes may have a role in this case).
Explanatory
Mandatory
Optional
Interactions
Manage Supply Chain Contract Variation

Process Context
Brief Description
Manage changes to the commercial terms of a contract during its term of agreement
The Manage Supply Chain Contract Variation processes manage changes to the
commercial terms of a contract during its term of agreement. Variations can occur to the
commercial terms themselves (i.e. prices), or to the technical, functional and operational
specifications on which the contract was agreed. In addition, changes can occur to the list
of items (modification, expansion or reduction) within the contract upon which the SPRM
operational processes can place orders. These processes manage all activities which
result in a joint commercial agreement to vary the terms of the original negotiated
agreement.
In addition, these processes also manage any agreements between the enterprise and
the supplier/partner of “within agreement” product volumes, their specification, pricing and
delivery timetable.
Explanatory
Mandatory
Optional
Interactions
Manage Supplier/Partner Termination

Process Context
Brief Description
Manage the removal of current suppliers and partners from the enterprises supply chain.
The Manage Supplier/Partner Termination processes manage the removal of current
suppliers and partners from the enterprises supply chain, based on the continued
inadequate performance based on monitoring and analysis performed by the
Supplier/Partner Performance Management processes, and unsuccessful resolution
through Manage Supplier/Partner Engagement processes.
In the event that new suppliers or partners need to be established to replace the
terminated supplier/partner the Supply Chain Capability Delivery processes should be
used.
Explanatory
Mandatory
Optional
Interactions
Establish Supplier/ Partner Agreement

Process Context
Brief Description
Establish an Agreement between the Enterprise and the Supplier/Partner for a particular
Product for which the Enterprise and the S/P get into an out-sourcing agreement.
The S/P makes the outsourced resources available to the enterprise as products in the
S/P catalog.
This process element defines the commercial terms and conditions and requirements for
the Product to comply with the technical / operational specifications defined in the S/P
catalog.
This process can be applied with other similar processes, for example, the S/P
Requisition Management, where the process to manage the implementation of the
established Agreement is addressed.
Establish an Agreement between the Enterprise and the Supplier/Partner for a particular
Product for which the Enterprise and the S/P get into an out-sourcing agreement.
The S/P makes the outsourced resources available to the enterprise as products in the
S/P catalog.
This process element defines the commercial terms and conditions and requirements for
the Product to comply with the technical / operational specifications defined in the S/P
catalog.
This process can be applied with other similar processes, for example, the S/P
Requisition Management, where the process to manage the implementation of the
established Agreement is addressed.
Explanatory
Mandatory
Optional
Interactions
Terminate Supplier/ Partner Agreement

Process Context
Brief Description
Terminate an agreement between the enterprise and the Supplier/Partner for a particular
Product for which the enterprise and the S/P were in an out-sourcing agreement.
This process does not terminate the entire relationship (which is handled by the Manage
S/P Termination process), but just the agreement for a particular product.
The process supports activities that cease the enterprise from offering any
products/services to its customers that depend on the out-sourced S/P resources.
This Process also triggers any commercial settlements for this particular Agreement, the
off-boarding of the specifications from the enterprise catalog and the recovery of the
resources into the S/P inventory.
When the “Manage Supplier/Partner Termination” process is invoked, this automatically
terminates all Agreements and therefore this process will be invoked for each of the
Product Agreements
Terminate an agreement between the enterprise and the Supplier/Partner for a particular
Product for which the enterprise and the S/P were in an out-sourcing agreement.
This process does not terminate the entire relationship (which is handled by the Manage
S/P Termination process), but just the agreement for a particular product.
The process supports activities that cease the enterprise from offering any
products/services to its customers that depend on the out-sourced S/P resources.
This Process also triggers any commercial settlements for this particular Agreement, the
off-boarding of the specifications from the enterprise catalog and the recovery of the
resources into the S/P inventory.
When the “Manage Supplier/Partner Termination” process is invoked, this automatically
terminates all Agreements and therefore this process will be invoked for each of the
Product Agreements
Explanatory
Mandatory
Optional
Interactions
1.2.4.3.1 Manage Supplier/Partner

Engagement
Figure 270. Manage Supplier/Partner Engagement decomposition into level 4 processes
Manage Supplier/Partner Engagement

Process Context
Brief Description
Establish and manage the on-going processes to support the commercial, strategic,
delivery and operational interactions between the enterprise and supplier/partner
The Manage Supplier/Partner Engagement processes establish and manage the on-
going processes to support the commercial, strategic, delivery and operational
interactions between the enterprise and supplier/partner. They monitor, review and agree
changes to the commercial, strategic and operational interaction processes to improve
These processes oversight and administer any agreed joint management and/or process
improvement activities between the enterprise and the supplier/partner. These joint
activities could include operations monitoring and management, project related build and
implementation activities, joint strategic management meetings, etc.
Explanatory
Mandatory
Optional
Interactions
Monitor Supplier/Partner Engagement

Process Context
Brief Description
These processes monitor changes to the commercial, strategic and operational
interaction processes.
Explanatory
Mandatory
Optional
Interactions
Review Supplier/Partner Engagement

Process Context
Brief Description
These processes review changes to the commercial, strategic and operational interaction
processes.
Explanatory
Mandatory
Optional
Interactions
Approve Supplier/Partner Engagement

Process Context
Brief Description
These processes approve changes to the commercial, strategic and operational
interaction processes.
Explanatory
Mandatory
Optional
Interactions
1.2.4.4 S/P (sourced) Capability

Development & Retirement
Figure 271. S/P (sourced) Capability Development & Retirement decomposition into level 3 processes
On-board Supplier/ Partner Capability

Process Context
Brief Description
This process element supports the process for on-boarding a capability. This capability
may e.g. be associated with a product offering (capability to order a product offering) or a
product specification (capability to fulfill a product specification).
By using the on-boarded specifications, this Process allows the enterprise to create new
product offerings that leverage its own products as well as the acquired product.
The specifications for the Product in S/P catalog may be from a wholesaler’s perspective,
while the specification in the enterprise’s catalog may be from a retailer’s perspective,
therefore this process should support any transformation of the specification from the S/P
perspective to the Enterprise’s perspective.
This Process is initially invoked after the Agreement for a particular Product has been
established. It is also invoked when modifications to the Product specifications are
implemented by the S/P in accordance with the terms and conditions and the process to
manage the Variance of the Contract.
Explanatory
Mandatory
Optional
Interactions
S/P (sourced) Capability Development & Retirement

Process Context
Brief Description
This process element supports the management of the lifecycle of (business) capabilities
that are source from external suppliers or partners.
Lifecycle activities can be (but or not limited) to on-boarding and off-boarding of
capabilities sources from a supplier/partner that a required to facilitate the business
model of the enterprise.
This process element supports the management of the lifecycle of (business) capabilities
that are source from external suppliers or partners.
Lifecycle activities can be (but or not limited) to on-boarding and off-boarding of
capabilities sources from a supplier/partner that a required to facilitate the business
model of the enterprise.
Explanatory
Mandatory
Optional
Interactions
Off-board Supplier/ Partner Capability

Process Context
Brief Description
This process element supports the process for off-boarding a S/P capability, when the
Agreement for this product is terminated.
The process supports the retiring of capabilities that might be associated with product
offerings and product specifications offered by the enterprise that were dependent on the
S/P capabilities.
This Process should support the gradual off-boarding of the capabilties and by the
enterprise, to allow enough time to account for any contractual obligations of the
enterprise with its customers, but without violating the terms and conditions with the S/P.
S/P capabilities.
Explanatory
Mandatory
Optional
Interactions
1.2.4.4.1 On-board Supplier/ Partner

Capability
Figure 272. On-board Supplier/ Partner Capability decomposition into level 4 processes
On-Board S/P Product Offering

Process Context
Brief Description
This process element supports the process for on-boarding the Product Offering from the
S/P catalog to the enterprise’s (buyer’s) Product Offering Inventory.
This process element supports the process for on-boarding the Product Offering from the
S/P catalog to the enterprise’s (buyer’s) Product Offering Inventory.
Explanatory
Mandatory
Optional
Interactions
On-board Supplier/ Partner Capability

Process Context
Brief Description
Explanatory
Mandatory
Optional
Interactions
On-Board S/P Product Specification

Process Context
Brief Description
This process element supports the process for on-boarding the specifications of the
Product from the S/P catalog to the enterprise’s (buyer’s) catalog.
This process element supports the process for on-boarding the specifications of the
Product from the S/P catalog to the enterprise’s (buyer’s) catalog.
Explanatory
Mandatory
Optional
Interactions
1.2.4.4.2 Off-board Supplier/ Partner

Capability
Figure 273. Off-board Supplier/ Partner Capability decomposition into level 4 processes
Off-Board S/P Product Offering

Process Context
Brief Description
This process element supports the process for off-boarding of the Product Offering from
the enterprise (buyer’s) Product Offering Inventory when the Agreement for this product is
terminated
This process element supports the process for off-boarding of the Product Offering from
the enterprise (buyer’s) Product Offering Inventory when the Agreement for this product is
terminated
Explanatory
Mandatory
Optional
Interactions
Off-board Supplier/ Partner Capability

Process Context
Brief Description
S/P capabilities.
S/P capabilities.
Explanatory
Mandatory
Optional
Interactions
Off-Board S/P Product Specification

Process Context
Brief Description
This process element supports the process for off-boarding the specifications of the
Product from the enterprise (buyer’s) catalog when the Agreement for this product is
terminated
The process supports the retiring of the products and services offered by the enterprise
that were dependent on the S/P resources, and making the required updates to the
enterprise’s catalog, such that products that had a dependency on these specifications
are no longer offered from the Catalog.
This Process should support the gradual off-boarding of the specifications and retirement
of the products by the enterprise, to allow enough time to account for any contractual
obligations of the enterprise with its customers, but without violating the terms and
conditions with the S/P
This process element supports the process for off-boarding the specifications of the
Product from the enterprise (buyer’s) catalog when the Agreement for this product is
terminated
The process supports the retiring of the products and services offered by the enterprise
that were dependent on the S/P resources, and making the required updates to the
enterprise’s catalog, such that products that had a dependency on these specifications
are no longer offered from the Catalog.
This Process should support the gradual off-boarding of the specifications and retirement
of the products by the enterprise, to allow enough time to account for any contractual
obligations of the enterprise with its customers, but without violating the terms and
conditions with the S/P
Explanatory
Mandatory
Optional
Interactions
1.3.1.1 Strategic Business Planning
Figure 274. Strategic Business Planning decomposition into level 3 processes
Strategic Business Planning

Process Context
Brief Description
Provide strategic business direction to the enterprise.
Strategic Business Planning processes provide strategic business direction to the
enterprise. These processes encompass all of the functions required to provide strategic
business direction to the enterprise, to create actionable plans based on the business
strategy and to provide high-level program management of their implementation.
Explanatory
Mandatory
Optional
Interactions
Provide Strategic Business Direction

Process Context
Brief Description
provide strategic business direction to the enterprise
Explanatory
Mandatory
Optional
Interactions
Creat Actionable Strategy

Process Context
Brief Description
create actionable plans based on the business strategy
Explanatory
Mandatory
Optional
Interactions
Program-manage Strategy Implementation

Process Context
Brief Description
provide high-level program management of strategic business plan implementation.
Explanatory
Mandatory
Optional
Interactions
1.3.1.2 Business Development
Figure 275. Business Development decomposition into level 3 processes
Business Development
Process Context
Brief Description
Broaden the scope of the enterprise activities through expansion, or sharpening of the
enterprise’s focus through divestment or outsourcing of non-critical activities.
Business Development processes develop concepts for new revenue streams,
diversification of revenue streams and focusing or broadening of the customer base via
investigating new markets, as well as different products and services for the enterprise.
The focus is on broadening the scope of the enterprise activities through expansion, or
sharpening the enterprise focus through divestment or outsourcing of non-critical
activities. The Marketing & Offer Management processes are responsible for the
development of markets and products within the existing scope of the enterprise.
Business Development processes understand what processes are critical to the identity
of the enterprise as priority processes and look for higher quality and lower cost solutions
for these high priority processes. In many cases, these processes would identify the
opportunity for a ‘surgical’ outsourcing of a function or process that is not a priority of the
enterprise, or is a process the enterprise cannot deliver at competitive benchmarks.
Business Development processes are closely related to Strategic Planning. To realize
certain enterprise strategies, Business Development processes manage investigation of
potential merger and acquisition options and facilitate negotiation and implementation of
mergers or acquisitions.
Explanatory
Mandatory
Optional
Interactions
Develop Concepts for Revenue Streams

Process Context
Brief Description
develop concepts for new revenue streams, and diversification of revenue streams. The
focus is on broadening the scope of the enterprise activities through expansion, or
sharpening the enterprise focus through divestment or outsourcing of non-critical
activities. The Marketing & Offer Management processes are responsible for the
for these high priority processes. Business Development processes are closely related to
Strategic Planning.
Explanatory
Mandatory
Optional
Interactions
Focus or Broaden Customer Base

Process Context
Brief Description
focus or broaden the customer base via investigating new markets, as well as different
products and services for the enterprise. The focus is on broadening the scope of the
enterprise activities through expansion, or sharpening the enterprise focus through
divestment or outsourcing of non-critical activities. The Marketing & Offer Management
processes are responsible for the development of markets and products within the
existing scope of the enterprise. Business Development processes understand what
processes are critical to the identity of the enterprise as priority processes and look for
higher quality and lower cost solutions for these high priority processes. Business
Development processes are closely related to Strategic Planning.
Explanatory
Mandatory
Optional
Interactions
Identify Outsourcing Opportunities

Process Context
Brief Description
identify the opportunity for a ‘surgical’ outsourcing of a function or process that is not a
priority of the enterprise, or is a process the enterprise cannot deliver at competitive
benchmarks. The focus is on broadening the scope of the enterprise activities through
expansion, or sharpening the enterprise focus through divestment or outsourcing of non-
critical activities. The Marketing & Offer Management processes are responsible for the
Strategic Planning.
Explanatory
Mandatory
Optional
Interactions
Investigate Potential Mergers & Acquisitions

Process Context
Brief Description
manage investigation of potential merger and acquisition options to realize certain
enterprise strategies The focus is on broadening the scope of the enterprise activities
through expansion, or sharpening the enterprise focus through divestment or outsourcing
of non-critical activities. The Marketing & Offer Management processes are responsible
for the development of markets and products within the existing scope of the enterprise.
Strategic Planning.
Explanatory
Mandatory
Optional
Interactions
Facilitate Negotiation & Implementation of Potential Mergers & Acquisitions

Process Context
Brief Description
facilitate negotiation and implementation of mergers or acquisitions.
Explanatory
Mandatory
Optional
Interactions
1.3.1.3 Enterprise Architecture

Management
Figure 276. Enterprise Architecture Management decomposition into level 3 processes
Enterprise Architecture Management

Process Context
Brief Description
Define, develop, manage and maintain the enterprise architecture.
Enterprise Architecture Management processes define, develop, manage and maintain
the enterprise architecture, which is the model describing the enterprise in all its facets.
These processes define/select, develop and deploy the enterprise architecture
methodology, which is a framework that identifies the reference models, their
relationships to each other, and the architecture management processes used to
establish and maintain the enterprise architecture. The framework contains the policies,
guidelines, documentation templates and approaches to be used throughout the
enterprise. In addition Enterprise Architecture Management details the processes used to
capture, modify, communicate, and review the enterprise architecture and manage
exceptions to it. These processes define and select the toolsets used to capture the
enterprise architecture (e.g. UML tools), and develop any required standards or reference
framework to be used with the tools. The processes define, develop and maintain the
repositories and associated repository meta-models to be used to capture architecture
details, and manage and administer the capture processes.
In addition enterprise architecture management processes define the skill sets require for
architects, develop training programs and manage any certification process for architects
across the enterprise.
Enterprise Architecture Management provides the reference source for the enterprise
Standard Operating Environment that is the collection of applications, hardware, software
and network components that have been standardized for use across the enterprise.
Lastly, enterprise architecture management provides a point of review for strategy and
tactical/solution architecture, and defines and manages the review processes.
The business strategies and plans provide a key starting point for the development and
direction provide by the Enterprise Architecture Management.
Note that enterprise architecture management covers both IT and network technologies.
The Enterprise Architecture Management processes impact other areas within the eTOM
model, such as Knowledge Management and Process Architecture Management.
Explanatory
Mandatory
Optional
Interactions
Manage Enterprise Architecture Methodology

Process Context
Brief Description
define/select, develop and deploy the enterprise architecture methodology, which is a
framework that identifies the reference models, their relationships to each other, and the
architecture management processes used to establish and maintain the enterprise
architecture. The framework contains the policies, guidelines, documentation templates
and approaches to be used throughout the enterprise. Enterprise Architecture
Management processes define, develop, manage and maintain the enterprise
architecture, which is the model describing the enterprise in all its facets.
Explanatory
Mandatory
Optional
Interactions
Co-ordinate Enterprise Architecture

Process Context
Brief Description
details the processes used to capture, modify, communicate, and review the enterprise
architecture and manage exceptions to it.
Explanatory
Mandatory
Optional
Interactions
Manage Enterprise Architectuer Toolsets and Associated Standards

Process Context
Brief Description
define and select the toolsets used to capture the enterprise architecture (e.g. UML tools),
and develop any required standards or reference framework to be used with the tools.
Explanatory
Mandatory
Optional
Interactions
Manage & Administer Architecture Repositories

Process Context
Brief Description
define, develop and maintain the repositories and associated repository meta-models to
be used to capture architecture details, and manage and administer the capture
processes.
Explanatory
Mandatory
Optional
Interactions
Manage Architecture Skillsets

Process Context
Brief Description
define the skill sets require for architects, develop training programs and manage any
certification process for architects across the enterprise.
Explanatory
Mandatory
Optional
Interactions
Provide Reference Source for Standard Operating Environment

Process Context
Brief Description
provides the reference source for the enterprise Standard Operating Environment that is
the collection of applications, hardware, software and network components that have
been standardized for use across the enterprise. The business strategies and plans
provide a key starting point for the development and direction provided. Note that
enterprise architecture management covers both IT and network technologies, and the
processes impact other areas within the eTOM model, such as Knowledge Management
and Process Architecture Management.
Explanatory
Mandatory
Optional
Interactions
Co-ordinate Architecture Review

Process Context
Brief Description
provides a point of review for strategy and tactical/solution architecture, and defines and
manages the review processes.
Explanatory
Mandatory
Optional
Interactions
1.3.1.4 Group Enterprise Management
Figure 277. Group Enterprise Management decomposition into level 3 processes
Group Enterprise Management

Process Context
Brief Description
Plan and manage coordination across business units within the enterprise, and between
the enterprise and its subsidiaries.
Group Enterprise Management processes are responsible for planning and management
of coordination across business units within the enterprise, and between the enterprise
and its subsidiaries (note that similar interactions concerning outsourcing involving
suppliers and partners is handled elsewhere, through Supply Chain and Supplier/Partner
processes). The focus is on processes concerned with the co-ordination within the
enterprise’s own organization, including subsidiaries, from an Enterprise-wide point of
view.
This includes planning and implementation of cross-business unit operations,

harmonization of processes and communication systems; funding and cross-subsidies,
investment for business development; and planning, execution and management of
existing and new business activities.
Explanatory
Mandatory
Optional
Interactions
Plann & Implement Cross-Business Unit Operation

Process Context
Brief Description
planning and implementation of cross-business unit operation. These processes are
responsible for planning and management of coordination across business units within
the enterprise, and between the enterprise and its subsidiaries (note that similar
interactions concerning outsourcing involving suppliers and partners is handled
elsewhere, through Supply Chain and Supplier/Partner processes). The focus is on
processes concerned with the co-ordination within the enterprise’s own organization,
including subsidiaries, from an Enterprise-wide point of view.
Explanatory
Mandatory
Optional
Interactions
Harmonize Processes & Communication Systems across Business Units

Process Context
Brief Description
harmonization of processes and communication systems;
Explanatory
Mandatory
Optional
Interactions
Manage Funding & Cross-Subsidies across Business Units

Process Context
Brief Description
funding and cross-subsidies
Explanatory
Mandatory
Optional
Interactions
Manage Investment for Business Development

Process Context
Brief Description
investment for business development
Explanatory
Mandatory
Optional
Interactions
Co-ordinate Business Activities

Process Context
Brief Description
planning, execution and management of existing and new business activities.
Explanatory
Mandatory
Optional
Interactions
1.3.2.1 Business Continuity Management
Figure 278. Business Continuity Management decomposition into level 3 processes
Business Continuity Management

Process Context
Brief Description
Manage the development of strategies, policies, plans, organizational roles &
responsibilities, and escalation procedures for ensuring continuation of business
processes and activities in the event of serious and/or sustained interruption
Business Continuity Management processes manage the development of strategies,
policies, plans, organizational roles & responsibilities, and escalation procedures for
ensuring continuation of business processes and activities in the event of serious and/or
sustained interruption. These processes ensure that appropriate plans and procedures
are established and tested to provide continuous operation, or controlled re-
establishment, of key business processes and activities, to provide for a controlled
recovery of infrastructure capability to normal levels, and for determination of operational
accountability and processes until the abnormal circumstances are resolved. These
processes have four major aspects:
· Business continuity planning which provides for the proactive planning and testing of
business and operational procedure continuity;
· Infrastructure recovery planning which provides for the pro-active determination of
recovery and backup procedures for all key infrastructure capabilities, and their proactive
testing;
· Serious incident management planning which defines the operational roles and
responsibilities, and proactively defines the operational procedures and escalation criteria
which are initiated when abnormal operation circumstances occur; and
· Business continuity management methodologies, which ensure consistent application of
business continuity management across the enterprise.
Note that business continuity management is an extended process structure which
incorporates disaster recovery planning.
Note that serious incident management is used instead of crisis management as serious
disruption can occur to the business through events which would not normally be
classified as a crisis.
Explanatory
Mandatory
Optional
Interactions
Co-ordinate Business Continuity

Process Context
Brief Description
manage the development of strategies, policies, plans, organizational roles &
responsibilities, and escalation procedures for ensuring continuation of business
processes and activities in the event of serious and/or sustained interruption. These
processes ensure that appropriate plans and procedures are established and tested to
provide continuous operation, or controlled re-establishment, of key business processes
and activities, to provide for a controlled recovery of infrastructure capability to normal
levels, and for determination of operational accountability and processes until the
abnormal circumstances are resolved.
Explanatory
Mandatory
Optional
Interactions
Plan Business Continuity

Process Context
Brief Description
Business continuity planning which provides for the proactive planning and testing of
business and operational procedure continuity
Explanatory
Mandatory
Optional
Interactions
Plan Infrastructure Recovery

Process Context
Brief Description
Infrastructure recovery planning which provides for the pro-active determination of
recovery and backup procedures for all key infrastructure capabilities, and their proactive
testing
Explanatory
Mandatory
Optional
Interactions
Plan Serious Incident Management

Process Context
Brief Description
Serious incident management planning which defines the operational roles and
responsibilities, and proactively defines the operational procedures and escalation criteria
which are initiated when abnormal operation circumstances occur. Note that serious
incident management is used instead of crisis management as serious disruption can
occur to the business through events which would not normally be classified as a crisis.
Explanatory
Mandatory
Optional
Interactions
Manage Business Continuity Methodologies

Process Context
Brief Description
Business continuity management methodologies, which ensure consistent application of
business continuity management across the enterprise. Note that business continuity
management is an extended process structure which incorporates disaster recovery
planning
Explanatory
Mandatory
Optional
Interactions
1.3.2.2 Security Management
Figure 279. Security Management decomposition into level 3 processes
Define Security Management Prevention

Process Context
Brief Description
The specification of baseline security controls and operational policies to be deployed to
the Enterprise. In this process, the organization makes decisions (funding, staffing, R&D,
testing, monitoring, etc. about what assets (tangible and intangible) to protect, using what
particular means, and at what target assurance levels. These decisions must be informed
not only be technical options, but also by perceived asset value and threat probability.
These is typically done by conducting Vultnerability Management, Threat Assessment,
and Risk Mitigation processes. Within the Prevention process the organization selects,
designs and specifies a baseline set of security controls, including operational policies, to
be applied to its managed resources and services to include Secure Configuration
policies and procedures.
Explanatory
Mandatory
Optional
Interactions
Security Management

Process Context
Brief Description
Security Management processes assess threats to the enterprise and provide capabilities
and controls to minimize the threats identified. These processes are responsible for
setting Security Management corporate policies, guidelines, best practices and auditing
for compliance by the enterprise. In the information and communications technology
(ICT) service provider domain, Security Management is a systematic and continuous
series of processes and behaviors which assure the confidentiality, availability, and
integrity of the Enterprise’s critical ICT assets.
Security Management processes assess threats to the enterprise and provide capabilities
and controls to minimize the threats identified. These processes are responsible for
for compliance by the enterprise. In the information and communications technology
(ICT) service provider domain, Security Management is a systematic and continuous
series of processes and behaviors which assure the confidentiality, availability, and
integrity of the Enterprise’s critical ICT assets. For ICT service providers, such assets can
also include customer and partner data and resources. Effective Security Management is
essential for an ICT service provider to meet its fiduciary and legal obligations,
business/mission objectives, and customer expectations. Security Management
addresses both internal and external sources of security threats as it provides computer
network protection and defensive services. Security Management processes include:1)
Prevention; 2) Monitoring ; 3) Analysis; 4) Detection; and 5) Incident Management.
Security management deals with enterprise exposure to loss of value or reputation

through threats or security violations. Proactive Security Management processes identify
areas of threat to the enterprise (covering both internal and external sources of threat),
and monitor industry trends and best practice approaches to ensure that the enterprise
remains at the forefront of security management threat minimization. Areas of threat can
be physical (e.g. break-ins or terrorist incident, inappropriate use of network) or logical
(e.g. inappropriate access to and use of information technology). The processes support
the categorization and prioritization of areas of threat. These processes define the
policies, guidelines, practices and procedures to be followed and provide assistance to
the enterprise operational areas to deploy appropriate physical infrastructure, procedures
and monitoring capabilities. Reactive Security management processes deal with the
establishment of tools and data collection capabilities to capture details of operation
activity, analysis of monitored activity to detect potential threats/security violations, and
forensic investigations to determine whether the potential threat is imminent or a security
violation has occurred, and the potential or actual perpetrators.
Security Management processes interface to external security, police and/or investigative

organizations. These processes strongly interact with Fraud Management and have
common elements and information services and communications specific elements.
Security Management processes are implemented at many levels of the enterprise and at
the user, system/network, etc. levels. Note that the actual security monitoring, control
and management procedures and facilities are embedded in the operational infrastructure
and processes defined and deployed within the SIP and Operations process areas. Note
that Audit Management processes provide assurance that the necessary control
structures are in place, and provide an estimate to the extent to which the procedures are
followed and are effective.
Explanatory
Mandatory
Optional
Interactions
Manage Proactive Security Management

Process Context
Brief Description
identify areas of threat to the enterprise (covering both internal and external sources of
threat). Areas of threat can be physical (e.g. break-ins or terrorist incident, inappropriate
use of network) or logical (e.g. inappropriate access to and use of information
technology). The processes support the categorization and prioritization of areas of
threat, and deal with enterprise exposure to loss of value or reputation through threats or
security violations. These processes strongly interact with Fraud Management and have
common elements and information services and communications specific elements.
Explanatory
Mandatory
Optional
Interactions
Monitor Industry Trends for Security Management

Process Context
Brief Description
monitor industry trends and best practice approaches to ensure that the enterprise
remains at the forefront of security management threat minimization.
Explanatory
Mandatory
Optional
Interactions
Define Secuirty Management Policies & Procedures

Process Context
Brief Description
define the policies, guidelines, practices and procedures to be followed. responsible for
for compliance by the enterprise. Security Management addresses internal and external
sources of security violations. . Note that Audit Management processes provide
assurance that the necessary control structures are in place, and provide an estimate to
the extent to which the procedures are followed and are effective.
Explanatory
Mandatory
Optional
Interactions
Assist with Security Mangement Deployment

Process Context
Brief Description
provide assistance to the enterprise operational areas to deploy appropriate physical
infrastructure, procedures and monitoring capabilities. Security Management processes
are implemented at many levels of the enterprise and at the user, system/network, etc.
levels.
Explanatory
Mandatory
Optional
Interactions
Manage Reactive Security Management

Process Context
Brief Description
deal with the establishment of tools and data collection capabilities to capture details of
operation activity. Note that the actual security monitoring, control and management
procedures and facilities are embedded in the operational infrastructure and processes
defined and deployed within the SIP and Operations process areas. These processes
strongly interact with Fraud Management and have common elements and information
services and communications specific elements.
Explanatory
Mandatory
Optional
Interactions
Detect Potential Security Threats & Violations

Process Context
Brief Description
analysis of monitored activity to detect potential threats/security violations
Explanatory
Mandatory
Optional
Interactions
Investigate Potential Security Threats & Violations

Process Context
Brief Description
forensic investigations to determine whether the potential threat is imminent or a security
violation has occurred, and the potential or actual perpetrators.
Explanatory
Mandatory
Optional
Interactions
Define Monitoring to Facilitate Security Management

Process Context
Brief Description
Policy-based multimodal (active/passive, dynamic/scheduled) collection, filtering,
aggregation, distribution, and retention of relevant data. Within the Monitoring process
the organization collects and retains relevant data emanating from or associated with a
given set of managed resources and services. Baseline Monitoring policies are best
developed as an integral part of the Prevention process, and applied as part of the
Configuration process. Such policy-based Monitoring will tend to reflect the multi-modal
nature of the activity – to include, for example, active and/or passive collection
methodologies and dynamic and/or scheduled temporal constraints.
Explanatory
Mandatory
Optional
Interactions
Define Security Management Analysis

Process Context
Brief Description
Policy-based assessment of collected/correlated data for events or trends of interest.
Analysis may apply correlation and other functions over the collected data to form a more
complete and accurate picture of events and conditions – for example, to detect patterns
and trends that would not otherwise be visible. Ideally, policy-based assessment
methodologies are used in analysis, with those policies also being specified as an integral
part of the Prevention process.
Explanatory
Mandatory
Optional
Interactions
Define Security Management policies & procedures to facilitate detection incidents

Process Context
Brief Description
Policy-based recognition of a possible incident. Within the Detection process the
organization gains an awareness that Analysis has detected an anomaly – relative to
expected results -- and that a possible incident may be occurring or may have occurred.
At this stage, automated policy-based remediation may still be possible – i.e., without
invoking Incident Management.
Explanatory
Mandatory
Optional
Interactions
Define Incident Management policies and procedures

Process Context
Brief Description
ITSM-based incident management practices. Within the Incident Management process
the organization leverages ITSM-based incident management practices in response to a
Warning. Incident Management will identify necessary Response & Recovery actions
that may be conducted by Business Continuity Mgmt processes or within
Operations/Assurance.
Explanatory
Mandatory
Optional
Interactions
1.3.2.3 Fraud Management
Figure 280. Fraud Management decomposition into level 3 processes
Fraud Policy Management

Process Context
This process element serves as a business process within the operator, within the overall
Fraud Management program function.
Brief Description
Establish and manage all intra-team, enterprise-wide, and external facing policies to
facilitate detection, management, and prevention of fraudulent activities
The objective of Fraud Policy Management is to manage and maintain all policies
necessary for successful fraud program operations within a carrier. Depending on the
product offerings, geographic region served, demographics of the subscriber base,
partner (e.g., wholesale) environment, internal network structure, budget, and other
factors, fraud policies will vary across operators, with unique requirements for fraud
policies prevalent in each case. Practices and processes for detection, investigation,
ongoing education, tool uses, feedback of identified frauds, external interactions
(partners, LEAs), etc. comprise areas within scope of Fraud Policy Management.
Explanatory
Mandatory
Optional
Interactions
Fraud Management

Process Context
This process element represents the entry point to the overall Fraud Management
program within an operator’s business.
Brief Description
The Fraud Management process entry point is further disseminated into 2 sub functions:
Policy Management and Operations Support
Fraud Management is chartered within an operator to conduct 2 primary functions within
the operator’s business model: Create and maintain a fraud policy (enabling methods,
activities, and other procedures to detect, prevent, and manage discovered fraud
instances within the operator), and support of fraud operations (creation and
management of rules, lists, tools/solutions used for detections, staff education, etc.).
The objective of the Fraud Management in general is to detect fraud risks, activities, and
other violations, as well as to detect and prevent the re-surfacing of known fraudulent
activities, individuals, and syndicates. Proactive detection processes are preferable to
reactive mitigation and management of existing fraud, hence the importance of policy and
support functions to provide tools to operational components in the enterprise to prevent
fraud before it becomes harmful to the business. Inevitably, reactive processes must also
be supported, as fraud tactics are in a continual state of change, posing a constant threat
to operators.
Explanatory
Mandatory
Optional
Interactions
Fraud Operations Support

Process Context
This process element serves as a business process within the operator, within the overall
Fraud Management program function.
Brief Description
Fraud Operations Support serves as the enabling function for fraud prevention, ongoing
fraud detection, and overall threat reduction practices.
Fraud Operations Support has a primary role as a preventative entity within Fraud
Operations overall. The Support process objective is to enable the ongoing detection,
investigation and actions functions of Fraud Operations but also to support, in a proactive
manner, the threats identification and Fraud avoidance functions through preventative
information collection, monitoring the business for changes (and counsel the business
when those changes expose a threat for fraud) and to manage fraud learnings back into
the business via list management, rule enhancements, etc.
Explanatory
Mandatory
Optional
Interactions
1.3.2.4 Audit Management
Figure 281. Audit Management decomposition into level 3 processes
Audit Management

Process Context
Brief Description
Provide assurance to senior management and the enterprise Board that the enterprise
processes and controls are effective and conform to relevant adopted standards.
Audit Management processes provide assurance to senior management and the
enterprise Board that the enterprise operational processes and controls are effective and
conform to relevant adopted standards (which may be externally imposed or internally
adopted). Audit Management processes may be managed by external independent
organizations, or by internal groups within the enterprise, but in either case are designed
to support senior management/Board assurance. They can also be used proactively to
develop risk assessment methodologies, scoring systems, and advice to operational
groups who are responsible for the operations processes. However, the assurance role of
the processes is more related to reactive assessment.
The processes identify, prioritize and manage audit programs, define the audit policies
and procedures, assess operational activities to ensure necessary or mandated control
structures are in place, and provide an estimate to the extent to which the procedures are
followed and are effective. The processes ensure that appropriate reports relating to
compliance and capability are provided to senior management/Board within appropriate
defined timeframes. The processes define the audit approach to be used depending on
the circumstances, as well as the risk assessment methodology and scoring approach to
be used.
Explanatory
Mandatory
Optional
Interactions
Define Audit Policy

Process Context
Brief Description
define the audit policies and procedures
Explanatory
Mandatory
Optional
Interactions
Define Audit Mechanims
Process Context
Brief Description
define the audit approach to be used depending on the circumstances, as well as the risk
assessment methodology and scoring approach to be used. identify, prioritize and
manage audit program
Explanatory
Mandatory
Optional
Interactions
Assess Operatonal Activities

Process Context
Brief Description
assess operational activities to ensure necessary or mandated control structures are in
place
Explanatory
Mandatory
Optional
Interactions
Evaluate Operational Activities

Process Context
Brief Description
provide an estimate to the extent to which the procedures are followed and are effective
Explanatory
Mandatory
Optional
Interactions
Report Audits
Process Context
Brief Description
provide assurance to senior management and the enterprise Board that the enterprise
operational processes and controls are effective and conform to relevant adopted
standards (which may be externally imposed or internally adopted). Audit Management
processes may be managed by external independent organizations, or by internal groups
within the enterprise, but in either case are designed to support senior
management/Board assurance. T However, the assurance role of the processes is more
related to reactive assessment. The processes ensure that appropriate reports relating to
compliance and capability are provided to senior management/Board within appropriate
defined timeframes.
Explanatory
Mandatory
Optional
Interactions
Apply Audit Mechanisms Proactively

Process Context
Brief Description
use audit mechanansms proactively to develop risk assessment methodologies, scoring
systems, and advice to operational groups who are responsible for the operations
processes.
Explanatory
Mandatory
Optional
Interactions
1.3.2.5 Insurance Management
Figure 282. Insurance Management decomposition into level 3 processes
Insurance Management

Process Context
Brief Description
Assess and manage the insurable risks within an enterprise.
Insurance Management processes are responsible for assessing and managing the
insurable risks within an enterprise. These processes identify areas and activities within
the enterprise where risk aspects are insurable, and analyze the cost/benefits of
undertaking specific insurance. These processes provide advice and consultancy to the
enterprise relating to insurance of local activities and programs. These processes
manage the engagement with the external insurance industry, and administer insurance
policies and portfolios. Depending on the nature of the risk being insured, the Supply
Chain Development and Management processes are used to select an appropriate
insurer, in other cases where the number of insurance providers is small, the negotiation
process may be directly managed by these processes.
Explanatory
Mandatory
Optional
Interactions
Identify Insurable Risks

Process Context
Brief Description
identify areas and activities within the enterprise where risk aspects are insurable.
responsible for assessing the insurable risks within an enterprise.
Explanatory
Mandatory
Optional
Interactions
Analyze Insurance Cost/Benefits

Process Context
Brief Description
analyze the cost/benefits of undertaking specific insurance
Explanatory
Mandatory
Optional
Interactions
Provide Insurance Advice

Process Context
Brief Description
provide advice and consultancy to the enterprise relating to insurance of local activities
and programs
Explanatory
Mandatory
Optional
Interactions
Manage Insuramce Porrtfolio

Process Context
Brief Description
manage the engagement with the external insurance industry, and administer insurance
policies and portfolios. Depending on the nature of the risk being insured, the Supply
Chain Development and Management processes are used to select an appropriate
insurer, in other cases where the number of insurance providers is small, the negotiation
process may be directly managed by these processes.
Explanatory
Mandatory
Optional
Interactions
1.3.2.6 Revenue Assurance Management
Figure 283. Revenue Assurance Management decomposition into level 3 processes
Revenue Assurance Management

Process Context
Brief Description
Establish an enterprise-wide revenue assurance policy framework, and an associated
operational capability aimed at minimizing revenue leakage within the enterprise, without
influencing demand.
The objective of the Revenue Assurance Management processes is to establish an
enterprise-wide revenue assurance policy framework, and an associated operational
capability to resolve any detected revenue assurance degradations and violations.
Revenue Assurance Management processes identify areas of revenue leakage risk within
the enterprise, and monitor industry trends and best practice approaches to ensure that
the enterprise remains at the forefront of revenue leakage minimization. These processes
support the categorization and prioritization of areas of revenue leakage risk. To achieve
this, these processes define the policies, guidelines, practices and procedures to be
followed and provide assistance to the enterprise operational areas to deploy appropriate
procedures and monitoring capabilities.
Revenue Assurance Management processes deal with the establishment of tools and
data collection capabilities to capture details of operation activity, analysis of monitored
activity to detect and correct actual revenue leakage. These processes work in
conjunction with operational and other process elements to guide them in supporting the
specific needs of Revenue Assurance Management. Where appropriate, Revenue
Assurance Management processes supplement the capabilities of these other process
elements, to control and analyze the enterprise behavior relevant to Revenue Assurance
needs,
· Establishing and managing a revenue assurance policy framework, including
identification of controls and measures
· Establishing and managing an operational process capability able to detect and
resolve revenue assurance degradations and violations
· Establishing and managing a capacity to regularly review the revenue assurance
policy framework to ensure it meets the enterprise’s changing objectives.
Explanatory
Mandatory
Optional
Interactions
Manage Revenue Assurance Policy Framework

Process Context
Brief Description
Establish and manage a framework of policies and measurable controls that are used to
manage the risk associated with revenue assurance
The objective of the Manage Revenue Assurance Framework process is to establish and
manage a framework of policies and measurable controls that are used to manage the
risk associated with revenue assurance, and to optimise the enterprise’s appetite for
revenue assurance risk.
· Establishing and managing a revenue assurance policy framework which is
aligned with the overall enterprise goals and objectives;
· Developing a framework of controls and KPIs which achieves the defined
revenue assurance goals and objectives
· Gaining enterprise-wide commitment to and knowledge of the framework; and
· Regularly reviewing the revenue assurance framework to ensure that its
outcomes remain aligned with the enterprise’s objectives.
The Manage Revenue Assurance Framework process has a specific responsibility in
developing and defining controls and Key Performance Indicators (KPIs) used for RA, in
conjunction with operational and other processes elsewhere in the enterprise. Where
processes elsewhere in the enterprise have an intrinsic capability to instrument their own
performance and behavior (as an aspect of operating effectively within the business), the
Manage Revenue Assurance Framework process makes use of this capability, but can
also provide guidance to these processes in the form of modified, or additional, KPIs,
required to support the overall role of Revenue Assurance Management. This can involve
individual process elements throughout the enterprise (as appropriate for the various
aspects of Revenue Assurance Management that apply), or may involve co-ordination
across a number of process elements where Revenue Assurance Management acts to
provide an integrated or coordinated view of the overall situation.
With regard to KPI definition, the Manage Revenue Assurance Framework process
establishes the objectives used to identify the minimum level of satisfactory performance
required for a given control point or a process from an RA perspective, and works with
other process element in the enterprise to effect this.
With regard to development of Revenue Assurance controls, the Manage Revenue
Assurance Framework process applies policy-based rules that represent the logical
definition of comparisons performed on entities, such as bills and call detail records.
These are used together with Revenue Assurance KPIs, to identify discrepancies from an
RA perspective.
Explanatory
Mandatory
Optional
Interactions
Manage Revenue Assurance Operations

Process Context
Brief Description
Measure the actual revenue assurance performance at defined control points against the
expected performance, report anomalies and manage resolution.
Manage Revenue Assurance Operations processes measure the actual revenue
assurance performance at defined control points against the expected performance,
report anomalies and manage resolution.
Manage Revenue Assurance Operations processes encompass managing, tracking,
monitoring, analyzing, controlling and reporting on revenue assurance performance as
determined by assessing defined KPIs measured against revenue assurance control
points.
If the analysis identifies that a revenue assurance KPI violation has occurred, this causes
a Revenue Assurance violation to be raised, that may in turn raise a Revenue Assurance
Trouble Report. Following on from this, processes are put in place to manage the
resolution of the performance violation
The Manage Revenue Assurance Operations processes will continue to track the
revenue assurance trouble report, ensuring that performance is restored to a level
required as defined by the acceptable range for the KPIs.
Explanatory
Mandatory
Optional
Interactions
Support Revenue Assurance Operations

Process Context
Brief Description
Support the Manage Revenue Assurance Operations processes by managing
requirements for infrastructure to support the operational processes, and monitoring,
managing and reporting on the capability of the Manage Revenue Assurance Operations
processes.
The objectives of the Support Revenue Assurance Operations processes are twofold:
· support the Manage Revenue Assurance Operations processes by managing
requirements for infrastructure to support the operational processes, and
· monitoring, managing and reporting on the capability of the Manage Revenue
Assurance Operations processes.
· Developing and maintaining a repository of revenue assurance KPIs to support
the Manage Revenue Assurance Operations processes;
· Monitoring and analyzing the report produced by Operations processes to
identify potential revenue assurance problems that may be arising across operational
processes as a whole;
· Establishing and managing revenue assurance data collection schedules,
including managing the collection of the necessary information from the Resource Data
Collection & Distribution processes, to support proactive monitoring and analysis activity,
and requests from Manage Revenue Assurance Operations processes for additional data
to support revenue assurance performance analysis;
· Monitoring of the Manage Revenue Assurance Operations processes and
associated costs (including where the processes extend to infrastructure deployed and
managed by third parties), and reporting on the capability of the Manage Revenue
Assurance Operations processes;
· Establishing and managing resource performance notification facilities and lists

to support the Manage Revenue Assurance Operations notification and reporting
processes;
· Creating, deploying, modifying and/or upgrading of revenue assurance
infrastructure deployment support tools and processes for new and/or modified revenue
assurance infrastructure
· Authoring, reviewing and approving operational procedures developed by
Resource Development & Management processes prior to resource infrastructure
deployment;
· Testing and acceptance of new and/or modified revenue assurance infrastructure
support tools as part of the handover procedure from the Resource Development &
Management processes; and
· Detecting revenue assurance infrastructure operational limitations and/or
Resource Development & Management processes;
Explanatory
Mandatory
Optional
Interactions
1.3.2.6.2 Manage Revenue Assurance

Operations
Figure 284. Manage Revenue Assurance Operations decomposition into level 4 processes
Manage Revenue Assurance Operations

Process Context
Brief Description
Measure the actual revenue assurance performance at defined control points against the
expected performance, report anomalies and manage resolution.
Manage Revenue Assurance Operations processes measure the actual revenue
assurance performance at defined control points against the expected performance,
report anomalies and manage resolution.
Manage Revenue Assurance Operations processes encompass managing, tracking,
monitoring, analyzing, controlling and reporting on revenue assurance performance as
determined by assessing defined KPIs measured against revenue assurance control
points.
If the analysis identifies that a revenue assurance KPI violation has occurred, this causes
a Revenue Assurance violation to be raised, that may in turn raise a Revenue Assurance
Trouble Report. Following on from this, processes are put in place to manage the
resolution of the performance violation
The Manage Revenue Assurance Operations processes will continue to track the
revenue assurance trouble report, ensuring that performance is restored to a level
required as defined by the acceptable range for the KPIs.
Explanatory
Mandatory
Optional
Interactions
Monitor Revenue Assurance Controls

Process Context
Brief Description
Monitor defined revenue assurance control points and undertake first-in detection of any
violations or degradations of KPIs associated with the control points.
The objective of the Monitor Revenue Assurance Controls processes is to monitor
defined revenue assurance control points and undertake first-in detection of any
violations or degradations of KPIs associated with the control points.
· Undertake the role of first in detection by monitoring the defined revenue
assurance control points;
· Comparing the received specific revenue assurance related data received from
the control points to the KPIs associated with the control points;
· Assessing and recording received specific revenue assurance related data
received from the control points which is within tolerance limits for the KPIs associated
with the control points, and for which continuous monitoring and measuring of specific
revenue assurance tolerances is required;
· Prioritize revenue assurance KPI violations on what’s considered the most critical
function of the system from a data integrity and revenue assurance perspective in
circumstances where multiple revenue assurance violations are detected;
Report Revenue Assurance processes;
· Detecting revenue assurance threshold violations which represent specific
revenue assurance failures due to abnormal performance;
· Detecting KPI degradation for specific revenue assurance control points which
provide early warning of potential issues;
· Creating and forwarding event notifications for detected degradations and
violations to the Create Revenue Assurance Trouble Report processes; and
· Logging specific revenue assurance performance degradation and violation
details to ensure historical records are available to support the needs of other processes.
Note that the focus of the Monitor Revenue Assurance Controls is usually cross-process,
as it supplements the process monitoring capabilities already established elsewhere
within the eTOM business process framework.
Explanatory
Mandatory
Optional
Interactions
Create Revenue Assurance Trouble Report

Process Context
Brief Description
Create a new revenue assurance trouble report.
The objective of the Create Revenue Assurance Trouble Report process is to create a
new revenue assurance trouble report, and based on requests from other processes,
either create and forward modification requests for existing revenue assurance trouble
reports or create and forward cancellation requests for existing revenue assurance
trouble reports.
A new revenue assurance trouble report may be created as a result of event notifications
forwarded by the Monitor Revenue Assurance Controls process, or by requests arriving
from other processes which have detected performance or fault conditions which may
give rise to a revenue assurance leakage.
If the revenue assurance trouble report is created, the Create Revenue Assurance
Trouble Report processes are responsible for converting the received information into a
form suitable for the Revenue Assurance processes, and for requesting additional
information if required. Each revenue assurance trouble report should contain knowledge
about the originator, the perceived severity level, the type of revenue assurance
performance issue, any associated data on the revenue assurance performance issue,
associated data on the possible cause and due date.
Explanatory
Mandatory
Optional
Interactions
Assess Revenue Assurance Trouble

Process Context
Brief Description
Analyze the information received to determine the nature and the root cause of the
revenue assurance violation or degradation.
The objective of the Assess Revenue Trouble processes is to analyze the information
received to determine the nature and the root cause of the revenue assurance violation or
degradation.
· Undertaking analysis as required on specific revenue assurance
violation/degradation information received;
· Developing and undertaking specific detailed analysis to discover the root cause.
· Comparing the data received to baseline and historical data, including data
associated with other open or historical revenue assurance trouble tickets;
· Initiating, modifying and cancelling revenue assurance data collection as required
to further analyze the revenue assurance degradation or violation;
· Determining the root causes of the revenue assurance degradations and
violations;
· Recording the results of the analysis and intermediate updates for historical
analysis and for use as required by other processes; and
Updating the results of the analysis, together with any recommendations as to further
action, in the revenue assurance trouble report.
Explanatory
Mandatory
Optional
Interactions
Resolve Revenue Assurance Trouble

Process Context
Brief Description
Undertake actions as directed to resolve detected revenue assurance violations and
degradations.
The objective of the Resolve Revenue Assurance Trouble processes is to undertake
actions as directed to resolve detected revenue assurance violations and degradations.
These processes undertake resolution activities within the bounds of the organizational
capability associated with revenue assurance. The resolution activities are likely to lead
to process and/or procedural changes which can be managed to fruition by these
processes.
Where the analysis has indicated that resolution requires changes to specific resource
and/or service configurations, these later resolution activities are managed by the specific
resolution processes associated these resources and services. They are outside of the
scope of this Resolve Revenue Assurance Trouble process.
Explanatory
Mandatory
Optional
Interactions
Track & Manage Revenue Assurance Trouble Resolution

Process Context
Brief Description
Efficiently assign, coordinate and track specific revenue assurance trouble analysis, and
resolution, and to manage escalation (functional or hierarchical) as required to resolve an
open revenue assurance trouble report.
The objective of the Track & Manage Revenue Assurance Trouble Resolution processes
is to efficiently assign, coordinate and track specific revenue assurance trouble analysis,
and resolution, and to manage escalation (functional or hierarchical) as required to
resolve an open revenue assurance trouble report. To the extent that jeopardy
management is associated with open revenue assurance trouble report, the Track &
Manage Revenue Assurance Trouble Resolution process is responsible for detecting and
escalating jeopardy conditions.
· Scheduling, assigning and coordinating analysis and specific revenue assurance

trouble resolution activities, including further analysis/reviews to ensure the success of
the resolution activity;
· Modifying the revenue assurance trouble report status;
· Associating a money value to a RA trouble, when possible, in order to better
understand its revenue impact
· Canceling a revenue assurance trouble report when analysis indicates that the
revenue assurance trouble report has been unnecessarily created; and
· Monitoring the status of open revenue assurance trouble reports, and escalating
revenue assurance trouble reports (either functionally or hierarchically) as necessary.
by suppliers/partners. In these cases the Track & Manage Revenue Assurance Trouble
Resolution process is responsible for initiating requests, through - S/P Performance
Management for resolution by the supplier/partner of the specific revenue assurance
leakage aspects attributed to the supplier/partner.
tasks are finished at the appropriate time and in the appropriate sequence. The Track &
Manage Revenue Assurance Trouble Resolution processes will also inform the Close
Revenue Assurance Trouble Report processes by modifying the revenue assurance
trouble report status to cleared when the issues leading to the detected revenue leakage
have been resolved.
Explanatory
Mandatory
Optional
Interactions
Report Revenue Assurance

Process Context
Brief Description
Monitor and report on the status of continuous monitoring of revenue assurance control
point performance, of revenue assurance trouble reports, to provide notifications of any
The objective of the Report Revenue Assurance processes is to monitor and report on
the status of continuous monitoring of revenue assurance control point performance, of
revenue assurance trouble reports, to provide notifications of any changes and provide
management reports.
These processes are responsible for continuously monitoring the status of revenue
assurance trouble reports and managing notifications to other processes and to other
managed and maintained by the Support Revenue Assurance Operations processes.
These processes record, analyze and assess the revenue assurance trouble report status
changes to provide management reports and any specialized summaries of the efficiency
and effectiveness of the overall Manage Revenue Assurance Operations processes.
and/or customers.
Explanatory
Mandatory
Optional
Interactions
Close Revenue Assurance Trouble Report

Process Context
Brief Description
Close a revenue assurance trouble report when the issues leading to the revenue
leakage have been resolved.
The objective of the Close Revenue Assurance Trouble Report processes is to close a
revenue assurance trouble report when the issues leading to the revenue leakage have
been resolved.
These processes monitor the status of all open revenue assurance trouble reports, and
recognize that a revenue assurance trouble report is ready to be closed when the status
is changed to cleared.
Explanatory
Mandatory
Optional
Interactions
1.3.3.3 Program & Project Management
Figure 285. Program & Project Management decomposition into level 3 processes
Program & Project Management

Process Context
Brief Description
Define and manage the program and project management methodologies, skills and tools
within the enterprise.
Program & Project Management processes define and manage the program and project
management methodologies, skills and tools within the enterprise. These processes
document the program and project methodologies to be used by all projects within the
enterprise, and provide documentation templates and any project management tools
required. The processes select any tools required to support project and program
management, using the Supply Chain Development & Management processes as
required. The skills sets and required levels of certification, if any, are defined and
managed by these processes. If used, these processes may develop and manage an
enterprise repository of program and project information. Metrics associated with program
and project management are defined, collected and analyzed by these processes.
Note that projects are actually managed within other areas of the enterprise but follow the
guidelines defined by this process, which provides a template for specific applications of
Program & Project Management in any area of the enterprise.
Explanatory
Mandatory
Optional
Interactions
Deliver Program/Project Methodologies & Support

Process Context
Brief Description
document the program and project methodologies to be used by all projects within the
enterprise, and provide documentation templates and any project management tools
required. Note that projects are actually managed within other areas of the enterprise but
follow the guidelines defined by this process, which provides a template for specific
applications of Program & Project Management in any area of the enterprise.
Explanatory
Mandatory
Optional
Interactions
Select Program/Project Management Support Tools

Process Context
Brief Description
select any tools required to support project and program management, using the Supply
Chain Development & Management processes as required.
Explanatory
Mandatory
Optional
Interactions
Manage Program/Project Management Skill Sets

Process Context
Brief Description
skills sets and required levels of certification, if any, are defined and managed by these
processes
Explanatory
Mandatory
Optional
Interactions
Manage Program/Project Management Repository

Process Context
Brief Description
If used, these processes may develop and manage an enterprise repository of program
and project information.
Explanatory
Mandatory
Optional
Interactions
Manage Program/Project Management Metrics

Process Context
Brief Description
Metrics associated with program and project management are defined, collected and
analyzed by these processes
Explanatory
Mandatory
Optional
Interactions
1.3.3.4 Enterprise Performance

Assessment
Figure 286. Enterprise Performance Assessment decomposition into level 3 processes
Enterprise Performance Assessment

Process Context
Brief Description
Check that the goals defined for the enterprise are on track and being met.
Enterprise Performance Assessment processes check that the goals defined for the
enterprise are on track and being met. These processes provide regular reporting to
senior management and the Board on the status of all defined performance metrics on a
regular basis (usually monthly). The processes define and determine the most
appropriate performance measures, collect and analyze the associated data and produce
summary reports. The measures may be internally developed, or may be based on

externally produced or collected measures. Examples of external measures could be
customer satisfaction surveys, within or across market segments, or benchmarking
studies of particular aspects of the enterprise performance. Examples of internal
performance measures can be based on financial performance (i.e. progress against
budget), operational process performance based metrics, or employee related measures
such as employee opinion surveys.
The Enterprise Performance Assessment processes produce the enterprise Balanced
Scorecard.
These processes establish and administer relationship with external survey companies if
required to provide external measures or assist in developing internal measures.
Note that performance is actually assessed within each area of the enterprise, but follows
the guidelines defined by this process, which provides a template for specific applications
of Performance Assessment in any areas of the Enterprise.
Explanatory
Mandatory
Optional
Interactions
Define Enterprise Performance Measures

Process Context
Brief Description
define and determine the most appropriate performance measures. The measures may
be internally developed, or may be based on externally produced or collected measures.
Examples of external measures could be customer satisfaction surveys, within or across
market segments, or benchmarking studies of particular aspects of the enterprise
performance. Examples of internal performance measures can be based on financial
performance (i.e. progress against budget), operational process performance based
metrics, or employee related measures such as employee opinion surveys.
Explanatory
Mandatory
Optional
Interactions
Manage Enterprise Performance Data

Process Context
Brief Description
collect and analyze the associated data. Note that performance is actually assessed
within each area of the enterprise, but follows the guidelines defined by this process,
which provides a template for specific applications of Performance Assessment in any
areas of the Enterprise.
Explanatory
Mandatory
Optional
Interactions
Manage External Survet Companies

Process Context
Brief Description
establish and administer relationship with external survey companies if required to
provide external measures or assist in developing internal measures.
Explanatory
Mandatory
Optional
Interactions
Report Balanced Scorecard, etc

Process Context
Brief Description
provide regular reporting to senior management and the Board on the status of all defined
performance metrics on a regular basis (usually monthly). These processes check that
the goals defined for the enterprise are on track and being met. These processes produce
the enterprise Balanced Scorecard. Also produce summary reports.
Explanatory
Mandatory
Optional
Interactions
1.3.4.2 Research Management
Figure 287. Research Management decomposition into level 3 processes
Research Management

Process Context
Brief Description
The Research Management processes plan and prioritize research and development
activities within the enterprise.
The Research Management processes plan and prioritize research and development
activities within the enterprise. These processes identify and evaluate the business value
of R&D investment. These processes manage the commitment of financial and other
resources to the pursuit of areas of R&D, and management of R&D programs and
ongoing assessment of their value and priority. These processes cooperate with
Technology Acquisition for corporate-level decisions on “make vs. buy” concerning
internal or external Research & Development investment.
Explanatory
Mandatory
Optional
Interactions
Evaluate R&D Business Value

Process Context
Brief Description
identify and evaluate the business value of R&D investment; cooperate with Technology
Acquisition for corporate-level decisions on “make vs. buy” concerning internal or external
Research & Development investment.
Explanatory
Mandatory
Optional
Interactions
Manage R&D Investment

Process Context
Brief Description
plan and prioritize research and development activities within the enterprise; manage the
commitment of financial and other resources to the pursuit of areas of R&D
Explanatory
Mandatory
Optional
Interactions
Manage R&D Program Actvities

Process Context
Brief Description
manage R&D programs and make ongoing assessment of their value and priority
Explanatory
Mandatory
Optional
Interactions
1.3.4.3 Technology Scanning
Figure 288. Technology Scanning decomposition into level 3 processes
Technology Scanning

Process Context
Brief Description
Perform scanning and initial assessment of emerging technology from external sources
for the enterprise.
Technology Scanning processes perform scanning and initial assessment of emerging
technology from external sources for the enterprise. This includes identification and
evaluation of potential technologies, and sources of technologies, and comparison with
the “in-house” research capabilities. It also includes determining the business value of
potential technology acquisitions, and provides an initial assessment of any financial or
other commitments to actually acquire specific technologies where this is appropriate.
These processes cooperates with Research Management processes for corporate-level
decisions on “internally develop vs. buy” concerning emerging technology, by providing
expert assessment assistance in making the decision. Any sourcing of the proposed
technology is delivered through the Supply Chain Capability Delivery processes
Explanatory
Mandatory
Optional
Interactions
Evaluate External Technology

Process Context
Brief Description
identify and evaluate potential technologies, and sources of technologies, and compare
with the “in-house” research capabilities; perform scanning of emerging technology from
external sources for the enterprise
Explanatory
Mandatory
Optional
Interactions
Determine Business Value of Potential Technology

Process Context
Brief Description
determine the business value of potential technology acquisitions
Explanatory
Mandatory
Optional
Interactions
Assess Technology Acquisition

Process Context
Brief Description
provide an initial assessment of any financial or other commitments to actually acquire
specific technologies where this is appropriate; cooperate with Research Management
processes for corporate-level decisions on “internally develop vs. buy” concerning
emerging technology, by providing expert assessment assistance in making the decision.
Any sourcing of the proposed technology is delivered through the Supply Chain Capability
Delivery processes
Explanatory
Mandatory
Optional
Interactions
1.3.5.3 Procurement Management
Figure 289. Procurement Management decomposition into level 3 processes
Procurement Management

Process Context
Brief Description
Define corporate procurement and logistics policies and rules, for all purchases,
warehousing, transport, stock level management and physical resource distribution, and
supervise their application.
Procurement Management processes define corporate procurement and logistics policies
and rules, for all purchases, warehousing, transport and physical resource distribution,
and supervise their application. These processes manage and control the acceptance of
goods from suppliers and any transport arrangements to deliver the goods to either
warehouses or site. They define the warehousing structure (centralized and/or
distributed) and the associated management policies to be applied to purchased goods.
The logistics/transport processes develop policies related to transport of purchased
material to warehousing, to site, etc. The stock/inventory management processes, in
conjunction with Asset Management processes which provide the inventory information
resource, develop corporate policies relating to locations of, and levels of, stock/inventory
holdings.
Explanatory
Mandatory
Optional
Interactions
Manage Corporate Procurement & Logistics Policies

Process Context
Brief Description
define corporate procurement and logistics policies and rules, for all purchases,
warehousing, transport and physical resource distribution, and supervise their application.
Explanatory
Mandatory
Optional
Interactions
Define Warehousing Policies

Process Context
Brief Description
define the warehousing structure (centralized and/or distributed) and the associated
management policies to be applied to purchased goods.
Explanatory
Mandatory
Optional
Interactions
Develop Logistics/Transport Policies

Process Context
Brief Description
develop policies related to transport of purchased material to warehousing, to site, etc.
Explanatory
Mandatory
Optional
Interactions
Develop Stock/Inventory Management Policies

Process Context
Brief Description
develop corporate policies, in conjunction with Asset Management processes which
provide the inventory information resource, relating to locations of, and levels of,
stock/inventory holdings.
Explanatory
Mandatory
Optional
Interactions
Manage Goods Acceptance & Handling

Process Context
Brief Description
manage and control the acceptance of goods from suppliers and any transport
arrangements to deliver the goods to either warehouses or site.
Explanatory
Mandatory
Optional
Interactions
1.3.6.1 Corporate Communications &

Image Management
Figure 290. Corporate Communications & Image Management decomposition into level 3 processes
Corporate Communications & Image Management

Process Context
Brief Description
Communicate the required messages to the market and industry about the overall
enterprise, and handle enquiries and other interactions with the mass media.
Corporate Communications & Image Management processes are responsible for
communicating the required messages to the market and industry about the overall
enterprise. These include promotion of the desired corporate image for the enterprise and
its general business and products. Areas such as sponsorship, corporate-level
advertising and general contact with industry bodies, and government and regulatory
agencies, are addressed here. These processes also assign spokespeople for marketing
topics and any corporate issues, develop specific messages for topics of concern to the
enterprise, manage message release approval, manage media interactions with
spokespeople, and monitor market reaction to messages and implement any necessary
changes or adaptations.
Explanatory
Mandatory
Optional
Interactions
Promote Desired Corporate mage

Process Context
Brief Description
promote the desired corporate image for the enterprise and its general business and
products. Areas such as sponsorship, corporate-level advertising and general contact
with industry bodies, and government and regulatory agencies, are addressed here.
Responsible for communicating the required messages to the market and industry about
the overall enterprise
Explanatory
Mandatory
Optional
Interactions
Manage Spokespeople

Process Context
Brief Description
assign spokespeople for marketing topics and any corporate issues; manage media
interactions with spokespeople
Explanatory
Mandatory
Optional
Interactions
Manage Messaging

Process Context
Brief Description
develop specific messages for topics of concern to the enterprise, and manage message
release approval, monitor market reaction to messages and implement any necessary
changes or adaptations.
Explanatory
Mandatory
Optional
Interactions
1.3.6.2 Community Relations Management
Figure 291. Community Relations Management decomposition into level 3 processes
Community Relations Management

Process Context
Brief Description
Ensure the enterprise’s position within the community, or communities, within which it
operates.
Community Relations Management processes are responsible for ensuring the
enterprise’s position within the community, or communities, within which it operates. This
includes local activities with, and financial and other support for, schools, libraries,
hospitals, emergency services, etc; concern for the immediate environment; visibility at
local events; etc. This area also communicates the desired messages about the
enterprise to the community that the enterprise operates within, as well as to employees
from a global enterprise standpoint. These processes also handle contact with customer
interest groups and customer representatives, as well as dealing with public relations and
community relations contacts made to the enterprise. These processes also influence the
privacy policy for the enterprise.
Explanatory
Mandatory
Optional
Interactions
Ensure Community Visibility

Process Context
Brief Description
Responsible for ensuring the enterprise’s position within the community, or communities,
within which it operates. This includes local activities with, and financial and other support
for, schools, libraries, hospitals, emergency services, etc; concern for the immediate
environment; visibility at local events; etc
Explanatory
Mandatory
Optional
Interactions
Communicate Community Messaging

Process Context
Brief Description
communicates the desired messages about the enterprise to the community that the
enterprise operates within, as well as to employees from a global enterprise standpoint.
Explanatory
Mandatory
Optional
Interactions
Handle Community Contacts

Process Context
Brief Description
handle contact with customer interest groups and customer representatives, as well as
dealing with public relations and community relations contacts made to the enterprise.
These processes also influence the privacy policy for the enterprise.
Explanatory
Mandatory
Optional
Interactions
1.3.6.3 Shareholder Relations

Management
Figure 292. Shareholder Relations Management decomposition into level 3 processes
Shareholder Relations Management

Process Context
Brief Description
Manage the relationship between the enterprise and its shareholders.
Shareholder Relations Management processes manage the relationship between the
enterprise and its shareholders, consistent with all business, financial, legal, and
regulatory requirements. This includes incoming and outgoing communication with
shareholders.
Also included in these processes are the management and administration of employee
share and/or option plans. Note that the structure and level of employee share and/or
option plans is determined within the HR Policies and Practices processes.
Explanatory
Mandatory
Optional
Interactions
Manage Shareholder Relations

Process Context
Brief Description
manage the relationship between the enterprise and its shareholders, consistent with all
business, financial, legal, and regulatory requirements. This includes incoming and
outgoing communication with shareholders.
Explanatory
Mandatory
Optional
Interactions
Manage Employee Share Plans

Process Context
Brief Description
management and administration of employee share and/or option plans. Note that the
structure and level of employee share and/or option plans is determined within the HR
Policies and Practices processes.
Explanatory
Mandatory
Optional
Interactions
1.3.6.4 Regulatory Management
Figure 293. Regulatory Management decomposition into level 3 processes
Regulatory Management

Process Context
Brief Description
Ensure that the enterprise complies with all existing government regulations
Regulatory Management processes ensure that the enterprise complies with all existing
government regulations. Additionally, this process is responsible for legally influencing
pending regulations and statutes for the benefit of the enterprise and to inform the
enterprise of potential consequences of pending legislation or regulations. In addition,
these processes are responsible for tariff filings as required.
Explanatory
Mandatory
Optional
Interactions
Ensure Regulatory Compliance

Process Context
Brief Description
ensure that the enterprise complies with all existing government regulations.
Explanatory
Mandatory
Optional
Interactions
Handle Pending Regulations

Process Context
Brief Description
responsible for legally influencing pending regulations and statutes for the benefit of the
enterprise and to inform the enterprise of potential consequences of pending legislation or
regulations.
Explanatory
Mandatory
Optional
Interactions
File Trariffs

Process Context
Brief Description
responsible for tariff filings as required.
Explanatory
Mandatory
Optional
Interactions
1.3.6.5 Legal Management
Figure 294. Legal Management decomposition into level 3 processes
Legal Management

Process Context
Brief Description
Ensure that the enterprise complies with all relevant legal requirements.
Legal Management processes are responsible for ensuring that the enterprise complies
with all relevant legal requirements, including due diligence. They are also responsible for
carrying out legal requests within the enterprise, supporting the enterprise by providing
legal advice related to business decisions, and proactively notifying the enterprise of
relevant changes or trends that can effect the legal environment that the enterprise
operates within. These processes deal with any legal action taken on behalf of or against
the enterprise.
Explanatory
Mandatory
Optional
Interactions
Ensure Legala Compliance

Process Context
Brief Description
responsible for ensuring that the enterprise complies with all relevant legal requirements,
including due diligence.
Explanatory
Mandatory
Optional
Interactions
Carry out Legal requests

Process Context
Brief Description
responsible for carrying out legal requests within the enterprise
Explanatory
Mandatory
Optional
Interactions
Provide Legal Advice

Process Context
Brief Description
responsible for supporting the enterprise by providing legal advice related to business
decisions
Explanatory
Mandatory
Optional
Interactions
Notify Legal Environment Changes

Process Context
Brief Description
responsible for proactively notifying the enterprise of relevant changes or trends that can
affect the legal environment that the enterprise operates within
Explanatory
Mandatory
Optional
Interactions
Manage Legal Actions

Process Context
Brief Description
deal with any legal action taken on behalf of or against the enterprise.
Explanatory
Mandatory
Optional
Interactions
1.3.6.6 Board & Shares/Securities

Management
Figure 295. Board & Shares/Securities Management decomposition into level 3 processes
Board & Shares/Securities Management

Process Context
Brief Description
Manage all activities associated with Board administration and securities regulation.
The Board & Shares/Securities Management processes manage all activities associated
with Board administration and securities regulation. The Board Management processes
manage Board related activities, and communication of Board decisions throughout the
enterprise as required. Shares/Securities Management manages all activities associated
with securities/shares of the enterprise and any securities/company regulations impacting
on the company, including the administration and management of continuous
disclosure/announcements to the securities exchange and/or securities/company
regulator. These processes manage all activities associated with modifying the
capital/equity structure of the enterprise, including all logistics functions associated with
approaching the market for capital/increased equity. These processes manage and
administer the enterprise’s share/stock registry.
Explanatory
Mandatory
Optional
Interactions
Manage Board Related Activities

Process Context
Brief Description
manage Board related activities, and communication of Board decisions throughout the
enterprise as required
Explanatory
Mandatory
Optional
Interactions
Manage Shares/Securities

Process Context
Brief Description
manage activities associated with securities/shares of the enterprise and any
securities/company regulations impacting on the company, including the administration
and management of continuous disclosure/announcements to the securities exchange
and/or securities/company regulator.
Explanatory
Mandatory
Optional
Interactions
Manage Capital/Equity Activities

Process Context
Brief Description
manage all activities associated with modifying the capital/equity structure of the
enterprise, including all logistics functions associated with approaching the market for
capital/increased equity.
Explanatory
Mandatory
Optional
Interactions
Manage Share/Stock Registry

Process Context
Brief Description
manage and administer the enterprise’s share/stock registry.
Explanatory
Mandatory
Optional
Interactions
1.3.7.1 HR Policies & Practices
Figure 296. HR Policies & Practices decomposition into level 3 processes
HR Policies & Practices

Process Context
Brief Description
Support people management throughout the enterprise.
HR Policies & Practices include the processes that support people management
throughout the enterprise, e.g., performance appraisal, remuneration policies,
remuneration levels, allowances, benefits, occupational health and safety, equal
employment opportunity, compensation guidelines, code of conduct, hiring and
termination guidelines, employee satisfaction measurement and management, etc.
Explanatory
Mandatory
Optional
Interactions
Facilitate Performance Appraisal

Process Context
Brief Description
support people management throughout the enterprise for performance appraisal
Explanatory
Mandatory
Optional
Interactions
Facilitate Remuneration Policies & Levels

Process Context
Brief Description
support people management throughout the enterprise for remuneration policies,
remuneration levels
Explanatory
Mandatory
Optional
Interactions
Facilitate Allowances & Benefits

Process Context
Brief Description
support people management throughout the enterprise for allowances, benefits,
Explanatory
Mandatory
Optional
Interactions
Facilitate Occupational Health & Safety

Process Context
Brief Description
support people management throughout the enterprise for occupational health and safety
Explanatory
Mandatory
Optional
Interactions
Facilitate Equal Employment Opportunity

Process Context
Brief Description
support people management throughout the enterprise for equal employment opportunity
Explanatory
Mandatory
Optional
Interactions
Facilitate Compensation Guidelines

Process Context
Brief Description
support people management throughout the enterprise for compensation guidelines
Explanatory
Mandatory
Optional
Interactions
Facilitate Code of Conduct

Process Context
Brief Description
support people management throughout the enterprise for code of conduct
Explanatory
Mandatory
Optional
Interactions
Facilitate Hiring & Termination Guidelines

Process Context
Brief Description
support people management throughout the enterprise for hiring and termination
guidelines
Explanatory
Mandatory
Optional
Interactions
Facilitate Employee Satisfaction Measurement & Management

Process Context
Brief Description
support people management throughout the enterprise for employee satisfaction
measurement and management
Explanatory
Mandatory
Optional
Interactions
1.3.7.3 Workforce Strategy
Figure 297. Workforce Strategy decomposition into level 3 processes
Workforce Strategy

Process Context
Brief Description
Drives overall enterprise workforce strategies, including their development and execution
at the individual business unit level.
Workforce Strategy processes drives overall enterprise workforce strategies, including
their development and execution at the individual business unit level. Workforce Strategy
processes include understanding the requirements of the business and defining the
competencies and skills required of the human resources. The processes define the
requirements for competency modeling, application of profiling, overall job design,
approach to employee satisfaction, etc. These processes create the strategies needed to
ensure that the correct type, quantity and quality of employees will be available in right
locations for future business. These processes, working with all areas of the enterprise,
determine the changes required in the enterprise’s workforce and the strategies required
to make the necessary changes.
Explanatory
Mandatory
Optional
Interactions
Define Workforce Strategy Requirements

Process Context
Brief Description
understand the requirements of the business; define the requirements for competency
modeling, application of profiling, overall job design, approach to employee satisfaction,
etc.
Explanatory
Mandatory
Optional
Interactions
Create Workforce Strategy

Process Context
Brief Description
define the competencies and skills required of the human resources; create the
strategies needed to ensure that the correct type, quantity and quality of employees will
be available in right locations for future business. and define the competencies and skills
required of the human resources
Explanatory
Mandatory
Optional
Interactions
Manage Workforce Change

Process Context
Brief Description
determine the changes required in the enterprise’s workforce and the strategies required
to make the necessary changes, working with all areas of the enterprise
Explanatory
Mandatory
Optional
Interactions
1.3.7.4 Workforce Development
Figure 298. Workforce Development decomposition into level 3 processes
Workforce Development

Process Context
Brief Description
Develop employees to meet the needs of the business.
Workforce Development processes focus on development of employees to meet the
needs of the business. These processes include competency modeling, skills
assessment, job and employee strength profiling, succession planning, training
development and delivery, career development, work design, employee recruitment, etc.
These processes support both the overall enterprise and the needs of individual business
units or functions.
Explanatory
Mandatory
Optional
Interactions
Apply Competency Modeling

Process Context
Brief Description
Faciliiate development of employees to meet the needs of the business through
competency modeling. These processes support both the overall enterprise and the
needs of individual business units or functions.
Explanatory
Mandatory
Optional
Interactions
Apply Skills Assessment

Process Context
Brief Description
Faciliiate development of employees to meet the needs of the business through skills
assessment. These processes support both the overall enterprise and the needs of
individual business units or functions.
Explanatory
Mandatory
Optional
Interactions
Apply Strength Profiling

Process Context
Brief Description
development of employees to meet the needs of the business through job and employee
strength profiling. These processes support both the overall enterprise and the needs of
Explanatory
Mandatory
Optional
Interactions
Apply Succession Planning

Process Context
Brief Description
succession planning. These processes support both the overall enterprise and the needs
of individual business units or functions.
Explanatory
Mandatory
Optional
Interactions
Apply Training

Process Context
Brief Description
Faciliiate development of employees to meet the needs of the business through training
development and delivery. These processes support both the overall enterprise and the
Explanatory
Mandatory
Optional
Interactions
Apply Career Development

Process Context
Brief Description
Faciliiate development of employees to meet the needs of the business through career
development. These processes support both the overall enterprise and the needs of
Explanatory
Mandatory
Optional
Interactions
Apply Work Design

Process Context
Brief Description
Faciliiate development of employees to meet the needs of the business through work
design. These processes support both the overall enterprise and the needs of individual
business units or functions.
Explanatory
Mandatory
Optional
Interactions
Apply Employee Recruitment

Process Context
Brief Description
employee recruitment. These processes support both the overall enterprise and the
Explanatory
Mandatory
Optional
Interactions
1.3.7.5 Employee & Labor Relations

Management
Figure 299. Employee & Labor Relations Management decomposition into level 3 processes
Employee & Labor Relations Management

Process Context
Brief Description
Manage relationships with employees at an enterprise and employee group level.
Employee & Labor Relations Management processes focus on relationships with
employees at an enterprise and employee group level. Labor Relations processes include
definition of terms of employment, labor contracts development, union contract
negotiations, arbitration management, etc. Employee Relations processes cover a variety
of processes, e.g., counseling programs, interface to employee groups, employee
involvement in the community and charities in the name of the company, etc.
Explanatory
Mandatory
Optional
Interactions
Manage Employee Relations

Process Context
Brief Description
Employee Relations processes cover a variety of processes, e.g., counseling programs,

interface to employee groups, employee involvement in the community and charities in
the name of the company, etc. Employee Relations processes focus on relationships with
employees at an enterprise and employee group level
Explanatory
Mandatory
Optional
Interactions
Manage Labor Relations

Process Context
Brief Description
Labor Relations processes include definition of terms of employment, labor contracts
development, union contract negotiations, arbitration management, etc. Labor Relations
processes focus on relationships with employees at an enterprise and employee group
level
Explanatory
Mandatory
Optional
Interactions
Index
1 1.1.1.13 Charging .......................................... 217
1.1.1.1 CRM - Support & Readiness ................ 51 1.1.1.13.4 Manage Customer Charging
Hierarchy .................................................... 221
1.1.1.1.1 Support Customer Interface
Management ................................................. 68 1.1.1.14 Manage Billing Events ..................... 223
1.1.1.1.10 Manage Customer Inventory ......... 117 1.1.1.14.1 Enrich Billing Events ..................... 228
1.1.1.1.11 Manage Product Offering Inventory 1.1.1.14.2 Guide Billing Events ...................... 231
.................................................................... 123
1.1.1.14.3 Mediate Billing Events .................. 233
1.1.1.1.12 Manage Sales Inventory ............... 130
1.1.1.14.4 Report Billing Event Records ........ 236
1.1.1.1.13 Support Bill Invoice Management . 136
1.1.1.15 Manage Balances ............................ 239
1.1.1.1.14 Support Bill Payments & Receivables
1.1.1.2 Customer Interface Management ...... 244
Management ............................................... 142
1.1.1.2.1 Manage Contact ............................. 248
1.1.1.1.15 Support Bill Inquiry Handling ......... 146
1.1.1.2.2 Manage Request (Including Self
1.1.1.1.2 Support Order Handling .................... 71
Service)....................................................... 251
1.1.1.1.3 Support Problem Handling ................ 85
1.1.1.2.3 Analyze & Report on Customer ...... 254
1.1.1.1.5 Support Retention & Loyalty ............. 93
1.1.1.2.4 Mediate & Orchestrate Customer
1.1.1.1.6 Support Marketing Fulfillment ........... 96 Interactions ................................................. 257
1.1.1.1.7 Support Selling .................................. 99 1.1.1.3 Marketing Fulfillment Response ........ 260
1.1.1.1.8 Support Customer QoS/SLA ........... 104 1.1.1.3.1 Issue & Distribute Marketing
Collaterals ................................................... 263
1.1.1.1.9 Manage Campaign .......................... 113
1.1.1.3.2 Track Leads .................................... 266
1.1.1.10 Bill Invoice Management .................. 150
1.1.1.4 Selling ................................................ 268
1.1.1.10.1 Apply Pricing, Discounting,
Adjustments & Rebates .............................. 154 1.1.1.4.1 Manage Prospect ............................ 276
1.1.1.10.2 Create Customer Bill Invoice ........ 158 1.1.1.4.2 Qualify & Educate Customer .......... 280
1.1.1.10.3 Produce & Distribute Bill ............... 162 1.1.1.4.3 Negotiate Sales/Contract ................ 283
1.1.1.11 Bill Payments & Receivables 1.1.1.4.4 Acquire Customer Data .................. 288
Management ............................................... 169
1.1.1.4.5 Cross/Up Selling ............................. 291
1.1.1.11.2 Manage Customer Payments ....... 174
1.1.1.4.6 Develop Sales Proposal ................. 294
1.1.1.11.3 Manage Customer Debt Collection
1.1.1.4.7 Manage Sales Accounts ................. 298
.................................................................... 179
1.1.1.5 Order Handling .................................. 301
1.1.1.12 Bill Inquiry Handling ......................... 187
1.1.1.5.4 Track & Manage Customer Order
1.1.1.12.1 Create Customer Bill Inquiry Report
Handling...................................................... 310
.................................................................... 194
1.1.1.5.5 Complete Customer Order.............. 314
1.1.1.12.2 Assess Customer Bill Inquiry Report
.................................................................... 199 1.1.1.5.6 Issue Customer Orders ................... 316
1.1.1.12.3 Authorize Customer Bill Invoice 1.1.1.5.7 Report Customer Order Handling ... 320
Adjustment .................................................. 204
1.1.1.6 Problem Handling .............................. 323
1.1.1.12.4 Track & Manage Customer Bill Inquiry
Resolution ................................................... 208 1.1.1.6.1 Isolate Customer Problem .............. 330
1.1.1.12.5 Report Customer Bill Inquiry ......... 213 1.1.1.6.2 Report Customer Problem .............. 334
1.1.1.6.3 Track & Manage Customer Problem 1.1.2.2.8 Report Service Provisioning ........... 478
.................................................................... 340
1.1.2.3 Service Problem Management .......... 482
1.1.1.6.4 Close Customer Problem Report .... 345
1.1.2.3.1 Create Service Trouble Report ....... 491
1.1.1.6.6 Correct & Recover Customer Problem
1.1.2.3.2 Diagnose Service Problem ............. 495
.................................................................... 350
1.1.2.3.3 Correct & Resolve Service Problem
1.1.1.7 Customer QoS/SLA Management ..... 353
.................................................................... 501
1.1.1.7.1 Assess Customer QoS/SLA
1.1.2.3.4 Track & Manage Service Problem .. 506
Performance ............................................... 359
1.1.2.3.5 Report Service Problem .................. 512
1.1.1.7.2 Manage QoS/SLA Violation ............ 365
1.1.2.3.7 Survey & Analyze Service Problem
1.1.1.7.3 Report Customer QoS Performance
.................................................................... 516
.................................................................... 369
1.1.2.4 Service Quality Management............. 522
1.1.1.7.4 Create Customer QoS Performance
Degradation Report..................................... 373 1.1.2.4.1 Monitor Service Quality................... 530
1.1.1.7.5 Track & Manage Customer QoS 1.1.2.4.2 Analyze Service Quality .................. 535
Performance Resolution ............................. 376
1.1.2.4.3 Improve Service Quality.................. 538
1.1.1.9 Retention & Loyalty ............................ 385
1.1.2.4.4 Report Service Quality Performance
1.1.1.9.1 Establish & Terminate Customer .................................................................... 542
Relationship ................................................ 391
1.1.2.4.5 Create Service Performance
1.1.1.9.2 Build Customer Insight .................... 395 Degradation Report .................................... 546
1.1.1.9.3 Analyze & Manage Customer Risk . 398 1.1.2.4.6 Track & Manage Service Quality
1.1.1.9.4 Personalize Customer Profile for
Retention & Loyalty ..................................... 402 1.1.2.5 Service Guiding & Mediation ............. 556
1.1.1.9.5 Validate Customer Satisfaction ....... 406 1.1.2.5.1 Mediate Service Usage Records .... 560
1.1.2.1 SM&O Support & Readiness ............. 409 1.1.3.1 RM&O Support & Readiness ............. 565
1.1.2.1.2 Enable Service Configuration & 1.1.3.1.1 Enable Resource Provisioning ....... 576
Activation .................................................... 417
1.1.3.1.2 Enable Resource Performance
1.1.2.1.3 Support Service Problem Management Management ............................................... 584
.................................................................... 426
1.1.3.1.3 Support Resource Trouble
1.1.2.1.4 Enable Service Quality Management Management ............................................... 593
.................................................................... 431
1.1.3.1.4 Enable Resource Data Collection &
1.1.2.2 Service Configuration & Activation ..... 440 Distribution .................................................. 599
1.1.2.2.1 Design Solution ............................... 451 1.1.3.1.5 Manage Resource Inventory........... 604
1.1.2.2.10 Recover Service ............................ 455 1.1.3.1.7 Manage Logistics ............................ 609
1.1.2.2.2 Allocate Specific Service Parameters 1.1.3.2 Resource Provisioning ....................... 614
to Services .................................................. 460
1.1.3.2.1 Allocate & Install Resource ............. 624
1.1.2.2.3 Track & Manage Service Provisioning
.................................................................... 465 1.1.3.2.2 Configure & Activate Resource ...... 630
1.1.3.2.3 Test Resource ................................ 634
1.1.2.2.4 Implement, Configure & Activate
Service ........................................................ 465 1.1.3.2.5 Track & Manage Resource
Provisioning ................................................ 637
1.1.2.2.5 Test Service End-to-End ................. 470
1.1.2.2.7 Issue Service Orders ...................... 473 1.1.3.2.6 Report Resource Provisioning ........ 642
1.1.3.2.8 Issue Resource Orders ................... 645
1.1.3.2.9 Recover Resource .......................... 650 1.1.4.1.2 Support S/P Problem Reporting &
Management ............................................... 800
1.1.3.3 Resource Trouble Management ........ 655
1.1.4.1.3 Support S/P Performance
1.1.3.3.1 Survey & Analyze Resource Trouble
Management ............................................... 806
.................................................................... 665
1.1.4.1.4 Support S/P Settlements & Payments
1.1.3.3.2 Localize Resource Trouble ............. 671
Management ............................................... 811
1.1.3.3.3 Correct & Resolve Resource Trouble
1.1.4.1.5 Support S/P Interface Management 814
.................................................................... 677
1.1.4.1.6 Manage Supplier/Partner Inventory 818
1.1.3.3.4 Track & Manage Resource Trouble 682
1.1.4.2 S/P Requisition Management ............ 823
1.1.3.3.5 Report Resource Trouble ................ 688
1.1.4.2.1 Select Supplier/Partner ................... 831
1.1.3.3.7 Create Resource Trouble Report .... 692
1.1.4.2.2 Determine S/P Pre-Requisition
1.1.3.4 Resource Performance Management 695
Feasibility .................................................... 834
1.1.3.4.1 Monitor Resource Performance ...... 704
1.1.4.2.3 Track & Manage S/P Requisition .... 838
1.1.3.4.2 Analyze Resource Performance ..... 708
1.1.4.2.5 Initiate S/P Requisition Order ......... 844
1.1.3.4.3 Control Resource Performance ...... 711
1.1.4.2.6 Report S/P Requisition ................... 847
1.1.3.4.4 Report Resource Performance ....... 714
1.1.4.2.7 Close S/P Requisition Order ........... 850
1.1.3.4.5 Create Resource Performance
1.1.4.3 S/P Problem Reporting & Management
Degradation Report..................................... 717
.................................................................... 853
1.1.4.3.1 Initiate S/P Problem Report ............ 859
1.1.4.3.2 Receive S/P Problem Report .......... 862
1.1.3.5 Resource Data Collection & Distribution
.................................................................... 728 1.1.4.3.3 Track & Manage S/P Problem
Resolution ................................................... 864
1.1.3.5.1 Collect Management Information &
Data............................................................. 732 1.1.4.3.4 Report S/P Problem Resolution ...... 870
1.1.3.5.2 Process Management Information & 1.1.4.3.5 Close S/P Problem Report.............. 874
Data............................................................. 735
1.1.4.4 S/P Performance Management ......... 877
1.1.3.5.3 Distribute Management Information &
1.1.4.4.1 Monitor & Control S/P Service
Data............................................................. 740
Performance ............................................... 882
1.1.3.6 Resource Mediation & Reporting ....... 743
1.1.4.4.2 Track & Manage S/P Performance
1.1.3.6.1 Mediate Resource Usage Records . 746 Resolution ................................................... 886
1.1.3.7 Workforce Management ..................... 750 1.1.4.4.3 Report S/P Performance................. 891
1.1.3.7.1 Manage Schedules & Appointments 1.1.4.4.4 Close S/P Performance Degradation
.................................................................... 760 Report ......................................................... 895
1.1.3.7.4 Plan and Forecast Workforce 1.1.4.4.5 Initiate S/P Performance Degradation
Management ............................................... 764 Report ......................................................... 897
1.1.3.7.5 Administer and Configure Workforce 1.1.4.5 S/P Settlements & Payments
Management ............................................... 768 Management ............................................... 900
1.1.3.7.9 Manage Work Order Lifecycle ........ 776 1.1.4.6 S/P Interface Management ................ 904
1.1.4.1 S/PRM Support & Readiness ............. 784 1.1.4.6.1 Manage S/P Requests (Including Self
Service)....................................................... 907
1.1.4.1.1 Support S/P Requisition Management
.................................................................... 794 1.1.4.6.2 Analyze & Report S/P Interactions . 911
1.1.4.6.3 Mediate & Orchestrate 1.2.1.5.5 Develop Detailed Product

Supplier/Partner Interactions ...................... 913 Specifications............................................ 1015
1.2.1.1 Market Strategy & Policy .................... 917 1.2.1.5.7 Launch New Products................... 1020
1.2.1.1.2 Establish Market Strategy ............... 922 1.2.1.5.8 Manage Product Exit .................... 1023
1.2.1.1.3 Establish Market Segments ............ 926 1.2.1.6 Sales Development .......................... 1027
1.2.1.1.4 Link Market Segments & Products .. 929 1.2.1.6.1 Monitor Sales & Channel Best Practice
.................................................................. 1031
1.2.1.1.5 Gain Commitment to Marketing
Strategy ....................................................... 932 1.2.1.6.2 Develop Sales & Channel Proposals
.................................................................. 1033
1.2.1.2 Product & Offer Portfolio Planning ..... 935
1.2.1.6.3 Develop New Sales Channels &
1.2.1.2.1 Gather & Analyze Product Information
Processes ................................................. 1036
.................................................................... 939
1.2.1.7 Product Marketing Communications &
1.2.1.2.2 Establish Product Portfolio Strategy942
Promotion ................................................. 1040
1.2.1.2.3 Produce Product Portfolio Business
1.2.1.7.4 Develop Promotional Collateral .... 1046
Plans ........................................................... 945
1.2.1.7.5 Manage Message & Campaign
1.2.1.2.4 Gain Commitment to Product Business
Delivery ..................................................... 1049
Plans ........................................................... 953
1.2.1.7.6 Monitor Message & Campaign
1.2.1.3 Product & Offer Capability Delivery ... 956
Effectiveness ............................................ 1051
1.2.1.3.1 Define Product Capability
1.2.2.1 Service Strategy & Planning ............ 1055
Requirements .............................................. 962
1.2.2.1.1 Gather & Analyze Service Information
1.2.1.3.2 Capture Product Capability Shortfalls
.................................................................. 1063
.................................................................... 965
1.2.2.1.2 Manage Service Research ........... 1067
1.2.1.3.3 Approve Product Business Case .... 969
1.2.2.1.3 Establish Service Strategy & Goals
1.2.1.3.4 Deliver Product Capability ............... 972
.................................................................. 1070
1.2.1.3.5 Manage Handover to Product
1.2.2.1.4 Define Service Support Strategies 1074
Operations .................................................. 975
1.2.2.1.5 Produce Service Business Plans .. 1077
1.2.1.3.6 Manage Product Capability Delivery
Methodology ............................................... 978 1.2.2.1.6 Develop Service Partnership
Requirements ........................................... 1082
1.2.1.4 Marketing Capability Delivery ............ 981
1.2.1.4.1 Define Marketing Capability
Service Strategies .................................... 1086
Requirements .............................................. 986
1.2.2.2 Service Capability Delivery .............. 1089
1.2.1.4.2 Gain Marketing Capability Approval 989
1.2.2.2.1 Map & Analyze Service Requirements
1.2.1.4.3 Deliver Marketing Infrastructure ...... 992
.................................................................. 1096
1.2.1.4.4 Manage Handover to Marketing
1.2.2.2.2 Capture Service Capability Shortfalls
Operations .................................................. 995
.................................................................. 1100
1.2.1.4.5 Manage Marketing Capability Delivery
1.2.2.2.3 Gain Service Capability Investment
Methodology ............................................... 999
Approval.................................................... 1103
1.2.1.5 Product & Offer Development &
1.2.2.2.4 Design Service Capabilities .......... 1106
Retirement ................................................ 1001
1.2.2.2.5 Enable Service Support & Operations
1.2.1.5.1 Gather & Analyze New Product Ideas
.................................................................. 1110
.................................................................. 1009
1.2.2.2.7 Manage Handover to Service
1.2.1.5.4 Develop Product Commercialization
Operations ................................................ 1113
Strategy ..................................................... 1013
1.2.2.3 Service Development & Retirement . 1116 1.2.3.3.4 Develop Detailed Resource
Specifications............................................ 1222
1.2.2.3.1 Gather & Analyze New Service Ideas
.................................................................. 1124 1.2.3.3.5 Manage Resource Development .. 1226
1.2.2.3.3 Develop New Service Business 1.2.3.3.6 Manage Resource Deployment .... 1231
Proposal .................................................... 1127
1.2.3.3.7 Manage Resource Exit ................. 1235
1.2.2.3.4 Develop Detailed Service
1.2.4.1 Supply Chain Strategy & Planning .. 1239
Specifications ............................................ 1130
1.2.4.1.1 Gather & Analyze Supply Chain
1.2.2.3.5 Manage Service Development ...... 1134
Information ................................................ 1244
1.2.2.3.6 Manage Service Deployment ........ 1139
1.2.4.1.2 Establish Supply Chain Strategy &
1.2.2.3.7 Manage Service Exit ..................... 1143 Goals ........................................................ 1248
1.2.3.1 Resource Strategy & Planning ......... 1147 1.2.4.1.3 Define Supply Chain Support
Strategies.................................................. 1253
1.2.3.1.1 Gather & Analyze Resource
Information ................................................ 1155 1.2.4.1.4 Produce Supply Chain Business Plans
.................................................................. 1256
1.2.3.1.2 Manage Resource Research ........ 1158
1.2.4.1.5 Gain Enterprise Commitment to Supply
1.2.3.1.3 Establish Resource Strategy &
Chain Plans .............................................. 1260
Architecture ............................................... 1162
1.2.4.2 Supply Chain Capability Delivery .... 1263
1.2.3.1.4 Define Resource Support Strategies
.................................................................. 1166 1.2.4.2.1 Determine the Sourcing Requirements
.................................................................. 1270
1.2.3.1.6 Develop Resource Partnership
Requirements ............................................ 1169 1.2.4.2.2 Determine Potential Suppliers/Partners
.................................................................. 1273
Resource Plans ......................................... 1173 1.2.4.2.3 Manage the Tender Process ........ 1276
1.2.3.2 Resource Capability Delivery ........... 1176 1.2.4.2.4 Gain Tender Decision Approval .... 1279
1.2.3.2.1 Map & Analyze Resource 1.2.4.2.5 Negotiate Commercial Arrangements
Requirements ............................................ 1184 .................................................................. 1282
1.2.3.2.2 Capture Resource Capability Shortfalls 1.2.4.2.6 Gain Approval for Commercial
.................................................................. 1187 Arrangements ........................................... 1284
1.2.3.2.3 Gain Resource Capability Investment 1.2.4.3 Supply Chain Development & Change
Approval .................................................... 1190 Management ............................................. 1287
1.2.3.2.4 Design Resource Capabilities ....... 1193 1.2.4.3.1 Manage Supplier/Partner Engagement
.................................................................. 1293
1.2.3.2.5 Enable Resource Support &
Operations ................................................ 1197 1.2.4.4 S/P (sourced) Capability Development &
Retirement ................................................ 1297
1.2.3.2.6 Manage Resource Capability Delivery
.................................................................. 1200 1.2.4.4.1 On-board Supplier/ Partner Capability
.................................................................. 1300
1.2.3.2.7 Manage Handover to Resource
Operations ................................................ 1204 1.2.4.4.2 Off-board Supplier/ Partner Capability
.................................................................. 1304
1.2.3.3 Resource Development & Retirement
.................................................................. 1208 1.3.1.1 Strategic Business Planning ............ 1307
1.2.3.3.1 Gather & Analyze New Resource Ideas 1.3.1.2 Business Development .................... 1310
.................................................................. 1215
1.3.1.3 Enterprise Architecture Management
1.2.3.3.3 Develop New Resource Business .................................................................. 1315
Proposal .................................................... 1219
1.3.1.4 Group Enterprise Management ....... 1321
1.3.2.1 Business Continuity Management ... 1326 Administer Commercial Arrangement for
Production and Distribution Capability ....... 166
1.3.2.2 Security Management ...................... 1331
Administer Commercial Arrangement for Third
1.3.2.3 Fraud Management .......................... 1342
Party Supplier ............................................. 179
1.3.2.4 Audit Management ........................... 1345
Administer Customer Payment Processes .... 145
1.3.2.5 Insurance Management ................... 1350
Administer Human Resources Catalog.......... 772
1.3.2.6 Revenue Assurance Management... 1354
Administer Organizations Catalog ................. 774
1.3.2.6.2 Manage Revenue Assurance
Administer Overdue Invoice Follow-Up ......... 182
Operations ................................................ 1359
Administer Registration and Access .............. 773
1.3.3.3 Program & Project Management ...... 1368
Administer the Tender Process ................... 1278
1.3.3.4 Enterprise Performance Assessment
.................................................................. 1373 Administer Tools and Materials Catalog ........ 776
1.3.4.2 Research Management .................... 1377 Aggregate Information/Data ........................... 738
1.3.4.3 Technology Scanning ...................... 1380 Aggregate Items For Charging ...................... 220
1.3.5.3 Procurement Management .............. 1384 Aggregate QoS Performance Analysis .......... 108
1.3.6.1 Corporate Communications & Image Agree Marketing Infrastructure Requirements
Management ............................................. 1389 .................................................................... 988
1.3.6.2 Community Relations Management . 1392 Agree Product Infrastructure Requirements .. 964
1.3.6.3 Shareholder Relations Management1395 Agree Resource Infrastructure Requirements
.................................................................. 1186
1.3.6.4 Regulatory Management .................. 1398
Agree Service Infrastructure Requirements 1098
1.3.6.5 Legal Management .......................... 1401
Agree Service Outages .................................. 110
1.3.6.6 Board & Shares/Securities Management
.................................................................. 1406 Allocate & Install Resource .................... 616, 625
1.3.7.1 HR Policies & Practices ................... 1410 Allocate Resource .......................................... 628
1.3.7.3 Workforce Strategy .......................... 1417 Allocate Service Parameters ......................... 464
1.3.7.4 Workforce Development .................. 1420 Allocate Specific Service Parameters to
Services .............................................. 443, 461
1.3.7.5 Employee & Labor Relations
Management ............................................. 1427 Analyze & Manage Customer Risk ........ 388, 399
A Analyze & Report on Customer ............. 246, 254
Abate Alarm Event Records .......................... 669 Analyze & Report S/P Interactions ........ 906, 911
Abate Service Alarm Event Records .............. 520 Analyze and Decompose Work Order ........... 780
Accept Order Handling Infrastructure .............. 78 Analyze Bill Inquiry Trend .............................. 149
Acquire Customer Data ..........................272, 289 Analyze Billing Trend ..................................... 141
Activate Resource .......................................... 633 Analyze Customer Payment Trend ................ 144
Activate Service ............................................. 469 Analyze Customer Requests & Contacts....... 255
Add Billing Event Data ................................... 229 Analyze Customer Trends ............................. 293
Address Order Handling infrastructure Issues . 78 Analyze Detailed Bill Inquiry .......................... 206
Adjust Durations ............................................. 767 Analyze Insurance Cost/Benefits ................. 1352
Administer and Configure Workforce Analyze Market Segment purchase and issues
Management .......................................756, 769 .................................................................... 931
Analyze Message & Campaign Metrics ....... 1054 Apply Rate Level Discounts ........................... 219
Analyze new resource requirements ............ 1157 Apply Skills Assessment .............................. 1422
Analyze new service directions/enhance existing Apply Strength Profiling ............................... 1423
service ....................................................... 1065
Apply Succession Planning ......................... 1424
Analyze Potential Suppliers/Partners ........... 1275
Apply Work Design ...................................... 1426
Analyze Product Information .......................... 941
Approve Order Handling Procedues ................ 77
Analyze Prospect Needs ................................ 277
Approve Product Business Case ........... 958, 969
Analyze QoS Violation ................................... 366
Approve Resource Capability Investment ... 1190
Analyze Resource Classes .......................... 1217
Approve Service Capability Investment ....... 1105
Analyze Resource Performance ............698, 708
Approve Supplier/Partner Engagement ....... 1296
Analyze S/P Service Performance Data ........ 884
Approve Tender Decisions .......................... 1281
Analyze S/P Settlements & Payments Process
Arrange and Manage Access for S/P to Service
Performance ............................................... 814
Performance Mgmt. Tools and Processes . 808
Analyze Service Classes.............................. 1125
Arrange and Manage Access for S/P to Service
Analyze service growth ................................ 1066 Provider Problem Mgmt. Tools and Processes
.................................................................... 802
Analyze Service Quality .........................524, 536
Arrange and Manage Access from S/P to
Analyze supplier/partner industry ................. 1247
Service Provider Provisioning Tools and
Analyze Supplier/Partner Interactions ............ 912 Processes ................................................... 795
Analyze to develop new commercial practise Arrange and Manage Access to Supplier/Partner
.................................................................. 1246 Service Performance Mgmt. Tools and
Processes ................................................... 809
Analyze to develop new service requirements
.................................................................. 1065 Arrange and Manage Access to Supplier/Partner
Tools and Processes .......................... 796, 803
Analyze to develop new/enhance resource
requirements ............................................. 1157 Arrange Facilities, Tools and Systems to
Support Processes ..................................... 813
Analyzing S/P Performance Processes's
Performance ............................................... 811 Ascertain Customer Requirements ................ 295
Analyzing S/P Problem Processes Performance Asses impact of service business plan ........ 1080
.................................................................... 805
Assess and Investigate Customer Bill Inquiry 202
Analyzing S/P Requisition Processes
Assess and Report Resource Performance
Performance ............................................... 800
Management Processes ............................. 592
Apply Training ............................................. 1424
Assess and Report Service Quality Management
Apply Agreed Customer Bill Adjustment ........ 157 Processes ................................................... 438
Apply Audit Mechanisms Proactively ........... 1349 Assess Customer Bill Inquiry Report ..... 189, 200
Apply Career Development .......................... 1425 Assess Customer Order ................................ 318
Apply Competency Modeling ....................... 1422 Assess Customer QoS/SLA Performance .... 354,
360
Apply Employee Recruitment ....................... 1426
Assess Operatonal Activities ....................... 1347
Apply Pricing, Discounting, Adjustments &
Rebates ...............................................151, 155 Assess Performance of Existing Products ... 1006
Apply Pricing, Discounting, Adjustments & Assess Performance of Existing Resources 1210
Rebates to Customer Account .................... 156
Assess Performance of Existing Services ... 1118
Assess Potential Development & Risk ........... 282 Cancel Resource Performance Degradation
Report ......................................................... 725
Assess Resource Request ............................. 647
Cancel Resource Trouble .............................. 685
Assess Revenue Assurance Trouble ........... 1363
Cancel S/P Performance Degradation Report
Assess S/P Delivery Capabilities ................... 835
.................................................................... 888
Assess S/P Interface Performance ................ 817
Cancel S/P Problem Report ........................... 866
Assess Service Request ................................ 475
Cancel S/P Requisition Orders ...................... 840
Assess Strategic Impacts ............................... 283
Cancel Service Performance Degradation
Assess Technology Acquisition.................... 1383 Report ......................................................... 553
Assign Billing Event Price .............................. 230 Cancel Service Problem ................................ 509
Assign Customer Bill Inquiry Analysis and Capacity Plan Order Handling Infrastructure ... 75
Adjustment Activities ................................... 210
Capture & Record Customer Data ................. 291
Assign Prospect to Sales Channel ................. 278
Capture Marketing Infrastructure Requirements
Assign Task .................................................... 781 .................................................................... 987
Assign Task and Dispatch Task (DELETED). 754 Capture Product Capability Shortfalls .... 958, 966
Assist Trend Analysis Development .............. 109 Capture Product Capacity Shortfalls .............. 967
Assist with Security Mangement Deployment Capture Product Infrastructure Requirements
.................................................................. 1336 .................................................................... 963
Audit Management ....................................... 1345 Capture Product Operational Support Shorfalls
.................................................................... 968
Audit Management and Security Data Collection
& Distribution ............................................... 731 Capture Product Performance Shortfalls ....... 967
Authorize Credit ............................................. 304 Capture Resource Capability Shortfalls ...... 1178,
1187
Authorize Customer Bill Invoice Adjustment . 190,
204 Capture Resource Capacity Shortfalls......... 1188
Authorize Transaction Based on Balance ...... 243 Capture Resource Demand & Performance
Requirements ........................................... 1185
B
Capture Resource Operational Support Shorfalls
Bill Inquiry Handling ....................................... 187
.................................................................. 1189
Bill Invoice Management ................................ 150
Capture Resource Performance Shortfalls .. 1188
Bill Payments & Receivables Management ... 170 Capture Service Capability Shortfalls 1093, 1100
Board & Shares/Securities Management ..... 1406 Capture Service Capacity Shortfalls ............ 1101
Build Customer Insight ...........................387, 396
Capture Service Demand & Performance
Business Continuity Management ............... 1326 Requirements ........................................... 1097
Business Development ................................ 1310 Capture Service Operational Support Shorfalls
.................................................................. 1102
C
Capture Service Performance Shortfalls ..... 1101
Calculate Service/Product Value ................... 223
Capture Service Test Results ........................ 473
Cancel Customer Bill Inquiry .......................... 197
Capture Sourcing Requirements ................. 1271
Cancel Customer Problem ............................. 342
Capture Test Results ..................................... 636
Cancel Customer QoS Report ....................... 382
Carry out Legal requests ............................. 1403
Carry Out Performance Reviews ................... 364 Collect, Update & Report Resource
Configuration Data (DELETED).................. 624
Charging ......................................................... 217
Commence Resource Recovery .................... 653
Check Interface List,Status and Availability ... 816
Commence Service Recovery ....................... 459
Check QoS Thresholds Met ........................... 362
Commit & Approve Cmmercial Arrangements
Clean-ip & Archive Customer Identifying
.................................................................. 1286
Information .................................................. 395
Communicate Business Plans ....................... 952
Clear Customer QoS Report Status ............... 384
Communicate Community Messaging ......... 1394
Clear Resource Performance Degradation
Report Status .............................................. 726 Communicate Service improvement Opportunity
.................................................................... 348
Clear Service Performance Degradation Report
Status .......................................................... 554 Community Relations Management............. 1392
Close Customer Bill Inquiry Report ................ 194 Complete and Validate Customer Problem
Report ......................................................... 348
Close Customer Order ................................... 308
Complete Customer Bill Inquiry Assessment 203
Close Customer Problem Report ...........327, 346
Complete Customer Order ..................... 306, 314
Close Customer QoS Performance Degradation
Report ......................................................... 359 Complete Resource Recovery ....................... 654
Close Request ................................................ 253 Complete Service Recovery .......................... 460
Close Resource Order ................................... 621 Configure & Activate Resource .............. 617, 630
Close Resource Performance Degradation Configure Logging and Audit ......................... 775
Report ......................................................... 703
Configure Resource ....................................... 631
Close Resource Trouble Report .................... 663
Configure Schedules ..................................... 771
Close Revenue Assurance Trouble Report . 1367
Configure Service .......................................... 467
Close S/P Performance Degradation Report 881,
Configure Skill Catalog .................................. 768
895
Configure Work Catalog ................................ 770
Close S/P Problem Report .....................858, 875
Confirm Distribution and Clean-up................. 742
Close S/P Requisition Order ..................829, 851
Contact Customer (on regular basis) ............. 300
Close Service Order ....................................... 449
Contact Customer for Feedback .................... 345
Close Service Performance Degradation Report
.................................................................... 530 Control Customer Inventory Access .............. 120
Close Service Trouble Report ........................ 489 Control Product Offering Inventory Access ... 127
Close Work Order .......................................... 781 Control Resource Performance ............. 699, 712
Close Work Order (DELETED) ...................... 758 Control Sales Inventory Access ..................... 133
Collect Customer Payment ............................ 176 Convert Customer Bill Inquiry ........................ 198
Collect Customer Personalization Information Convert QoS Information ............................... 361
.................................................................... 404
Convert Report To Resource Performance
Collect Management and Security Information & Degradation Report Format ........................ 719
Data.....................................................729, 733
Convert Report To Service Problem Format 495
Collect QoS Information ................................. 361
Convert Report To Resource Trouble Format694
Collect S/P Service Performance Data .......... 884
Convert Report To Service Performance
Degradation Report Format ........................ 548
Convert Report To Service Problem Format.. 493 Correlate Service Performance Event
Notifications ................................................ 534
Convert Resource Usage Records ................ 748
Correlate Service Usage Record ................... 563
Convert Service Usage Record ..................... 563
Correlate the Performance Problem Reports &
Co-ordinate Architecture Review ................. 1321
Manage Inventory Resitory......................... 589
Co-ordinate Billing Insertion ........................... 164
Correlate the Service Performance Problem
Co-ordinate Business Activities ................... 1325 Reports & Manage Inventory Repository ... 436
Co-ordinate Business Continuity .................. 1328 Creat Actionable Strategy ............................ 1308
Coordinate Customer Bill Inquiry Analysis and Create Customer Bill Inquiry Report ...... 188, 195
Adjustment Activities ................................... 211
Create Customer Bill Invoice ................. 152, 158
Coordinate Customer Problem ...................... 341
Create Customer Order ................................. 284
Co-ordinate Customer QoS Analysis, Restoratin
Create Customer Problem Report ................. 328
& Repair ...................................................... 379
Create Customer QoS Performance
Co-ordinate Enterprise Architecture ............. 1317
Degradation Report ............................ 357, 373
Co-ordinate Marketing Capability Delivery..... 993
Create Customer QoS Report ....................... 374
Co-ordinate Marketing Operational Handover
Create Report ................................................ 596
.................................................................... 997
Create Resource Orders ................................ 648
Co-ordinate Product Business Plans ............. 946
Create Resource Performance Degradation
Co-ordinate Product Capability Delivery ........ 973
Report ................................................. 701, 718
Co-ordinate Product Operational Handover... 976
Create Resource Trouble Report ........... 664, 692
Co-ordinate Resource Capability Delivery ... 1201
Create Revenue Assurance Trouble Report 1362
Co-ordinate Resource Operational Handover
Create S/P Performance Degration Report ... 898
.................................................................. 1206
Create Sales Proposals ............................... 1035
Coordinate Resource Performance ............... 722
Create Service Orders ................................... 476
Coordinate Resource Provisioning Activity .... 638
Create Service Performance Degradation
Coordinate Resource Trouble ........................ 684
Report ................................................. 527, 546
Co-ordinate Service Operational Handover . 1114
Create Service Trouble Report .............. 483, 492
Coordinate Service Problem .......................... 508
Create Workforce Strategy .......................... 1419
Coordinate Service Quality ............................ 551
CRM - Support & Readiness ........................... 51
Corporate Communications & Image
Cross/Up Selling .................................... 273, 292
Management ............................................. 1389
Customer Interface Management .................. 244
Correct & Recover Customer Problem ..329, 350
Customer QoS/SLA Management ................. 353
Correct & Resolve Resource Trouble ....660, 677
Customize Marketing Collateral ..................... 265
Correct & Resolve Service Problem ......485, 502
D
Correlate Resource Alarm Event Notifications
.................................................................... 669 Define Alternative/Customized Solutions ...... 281
Correlate Resource Performance Event Define Audit Mechanims .............................. 1347
Notifications ................................................ 707
Define Audit Policy ....................................... 1346
Correlate Resource Usage Records .............. 749
Define Billing Cycle ........................................ 140
Correlate Service Alarm Event Notifications .. 519
Define Enterprise Performance Measures .. 1374
Define Incident Management policies and Define Supply Chain support Principles ...... 1254
procedures ................................................ 1341
Define Supply Chain Support Strategies .... 1242,
Define Marketing Capability Delivery 1253
Methodology ............................................. 1000
Define Warehousing Policies ....................... 1386
Define Marketing Capability Requirements ... 982,
Define Workforce Strategy Requirements ... 1418
986
Deleted (1.1.2.2.6) ......................................... 450
Define Monitoring to Facilitate Security
Management ............................................. 1339 Deliver Electronic Invoice .............................. 160
Define overall product portfolios structure ..... 943 Deliver Invoice Information ............................ 165
Define Processes & Channels ..................... 1039 Deliver Management Information................... 734
Define Product Capability Delivery Methodology Deliver Marketing Infrastructure ............. 984, 993
.................................................................... 980
Deliver Product Capability ..................... 959, 972
Define Product Capability Requirements ...... 957,
962 Deliver Program/Project Methodologies &
Support ..................................................... 1369
Define Product Marketing Promotion Strategy
Design & Develop Invoicing Process ............. 141
.................................................................. 1041
Design Resource Capabilities ............ 1180, 1193
Define Resource Capability Requirements .. 1194
Define Resource research assesment Design Resource Operational Support Process
methodologies ........................................... 1161 Improvements ........................................... 1198
Design Service Capabilities ............... 1094, 1106
Define Resource Support performance
standards .................................................. 1168 Design Service Operational Support Process
Improvements ........................................... 1111
Define Resource support Policies ................ 1168
Design Solution ...................................... 441, 452
Define Resource support Principles ............. 1167
Define Resource Support Strategies .1153, 1166 Detect Change on S/P Inventory Infrastructure
and Update ......................................... 805, 810
Define Secuirty Management Policies &
Detect impact on S/P Inventory Infrastructure
Procedures ................................................ 1335
and Update ................................................. 799
Define Security Management Analysis ........ 1340
Detect Order Handling infrastructure Shortfalls
Define Security Management policies & ...................................................................... 80
procedures to facilitate detection incidents
.................................................................. 1340 Detect Potential Security Threats & Violations
.................................................................. 1337
Define Security Management Prevention .... 1332
Determine extent of resource capabilities
Define Service Capability Requirements ..... 1107 sourcing .................................................... 1172
Define service research assesment Determine extent of service aspect sourcing
methodologies ........................................... 1070 .................................................................. 1085
Define Service Support performance standards Determine Automated Bill Adjustment ........... 205
.................................................................. 1076
Determine Bill Inquiry Handling Capability .... 147
Define service support Policies .................... 1076
Determine Bill Invoice Management Capability
Define service support Principles ................. 1075 .................................................................... 138
Define Service Support Strategies .....1059, 1074 Determine Bill Payments & Receivables
Management Capability .............................. 144
Define Supply Chain Support performance
standards .................................................. 1255 Determine Business Value of Potential
Technology ............................................... 1382
Define Supply chain support Policies ........... 1255
Determine Customer Order Feasibility ........... 303 Develop Detailed Resource Specifications . 1212,
1222
Determine Customer Risk .............................. 401
Develop Detailed Resource Support
Determine Potential Suppliers/Partners ...... 1266,
Specifications............................................ 1224
1274
Develop Detailed Resource Technical
Determine Recipients for Information/Data .... 737
Specifications............................................ 1223
Determine Required Customer Data .............. 290
Develop Detailed Service Customer Manuals
Determine Resource Availability .................... 626 .................................................................. 1133
Determine S/P Pre-Requisition Feasibility .... 826, Develop Detailed Service Design .................. 455
834
Develop Detailed Service Operational
Determine Service Parameter Availability ...... 462 Specifications............................................ 1132
Determine Support for Customer Requirements Develop Detailed Service Specifications .... 1120,
.................................................................... 296 1130
Determine the Sourcing Requirements ....... 1265, Develop Detailed Service Support Specifications
1270 .................................................................. 1132
Determine Work Schedule ............................. 762 Develop Detailed Service Technical
Specifications............................................ 1131
Develop & Deliver annual/multi year service
business plans .......................................... 1079 Develop External Relationships ................... 1038
Develop & Deliver annual/multi year supply Develop Logistics/Transport Policies ........... 1386
chain business plans................................. 1258
Develop Marketing Capability Business Case
Develop & Negotiate Non-standard Terms & .................................................................... 991
Conditions ................................................... 287
Develop Message & Campaign Metrics....... 1052
Develop and Implement Service Infrastructure
Develop New Opportunity Concepts............ 1012
Capacity and Operational Rules and
Procedures .................................................. 421 Develop New Product Business Proposal ... 1004
Develop and Implement Capacity and Develop New Resource Business Proposal1211,
Operational Rules and Procedures ............. 579 1219
Develop Concepts for Revenue Streams ..... 1311 Develop New Sales Channels & Processes
........................................................ 1030, 1037
Develop Contact ............................................. 250
Develop New Service Business Proposal .. 1119,
Develop Contacts & Lleads ............................ 301
1127
Develop Detailed Product Customer Manuals
Develop Outline Market Strategy ................... 948
.................................................................. 1019
Develop Overall Service Design .................... 453
Develop Detailed Product Operational
Specifications ............................................ 1018 Develop Product & Campaign Message ...... 1042
Develop Detailed Product Performance Develop Product Business Case ................... 970
Specifications ............................................ 1017
Develop Product Commercialization Case .. 1014
Develop Detailed Product Specifications .... 1004,
1016
........................................................ 1007, 1013
Develop Detailed Product Technical
Develop Product Operational Requirements . 951
Specifications ............................................ 1017
Develop Product Performance Requirements950
Develop Detailed Resource Manuals ........... 1225
Develop Product Portfolio Forecasts ............. 947
Develop Detailed Resource Operational
Specifications ............................................ 1224 Develop Product Pricing Strategy .................. 949
Develop Product Transition Strategies ........ 1025 Develop Stock/Inventory Management Policies
.................................................................. 1387
Develop Promotional Collateral .........1044, 1046
Develop Supply Chain Strategy ................... 1251
Develop Proposal against Customer
Requirements .............................................. 297 Develop Test Plans ........................................ 636
Develop Required Processes & Procedures for Diagnose Service Problem .................... 484, 496
Resources ................................................. 1228
Dispatch Task ................................................ 784
Develop Required Processes & Procedures for
Distribute Billing Event ................................... 233
Services .................................................... 1136
Distribute Customer Problem Management
Develop Resource Business Proposal ......... 1220
Reports & Summaries ................................ 339
Develop Resource Capability Investment
Distribute Customer Problem Notifications .... 336
Proposals .................................................. 1192
Distribute Customer QoS/SLA Management
Reports & Summaries ................................ 372
........................................................1154, 1170
Distribute Information/Data ............................ 741
Develop Resource Recovery Plan ................. 651
Distribute Management and Security Information
Develop resource Strategy........................... 1164
& Data ................................................. 731, 740
Develop Resource Supplier/Partner Operational
Distribute Management Reports & Summaries
Support ..................................................... 1234
.................................................................... 691
Develop Revenue/Cost Projections ............... 949
Distribute Notifications ................................... 690
Develop Sales & Channel Proposals .1029, 1034
Distribute Resource Order Notification .......... 644
Develop Sales & Channel Requirements ..... 1032
Distribute Resource Provisioning Reports ..... 645
Develop Sales Proposal .........................274, 294
Distribute Resource Quality Management
Develop Service & Operational Agreements for Reports & Summaries ................................ 716
Resources ................................................. 1229
Distribute S/P Performance Management
Develop Service & Operational Agreements for Reports ....................................................... 894
Services .................................................... 1137
Distribute S/P Performance Management
Develop Service Business Proposal ............ 1128 Summaries.................................................. 893
Develop Service Capability Investment Distribute Service Order Notification.............. 480
Proposals .................................................. 1104
Distribute Service Problem Management
Develop Service Classes ...................1126, 1218 Reports & Summaries ................................ 515
Develop Service Implementation Plan ........... 454 Distribute Service Problem Notifications ....... 514
Develop Service Improvement Plans ............. 541 Distribute Service Provisioning Reports ........ 481
Develop Service Partnership Requirements Distribute Service Quality Management Reports
........................................................1061, 1083 & Summaries .............................................. 545
Develop Service Recovery Plan .................... 457 E
Develop Service Strategy............................. 1072 Edit Billing Event ............................................ 235
Develop Service Supplier/Partner Operational Employee & Labor Relations Management . 1428
Support ..................................................... 1142
Develop Service Test Plans ........................... 472 ............................................................ 571, 600
Develop Service Transition Strategies ........ 1146, Enable Resource Performance Management
1237 ............................................................ 568, 585
Enable Resource Provisioning ............... 567, 576
Enable Resource Support & Operations ..... 1181, Ensure Service Handover Support .............. 1115
1197
Enterprise Architecture Management .......... 1315
Enable Service Configuration & Activation ... 412,
Enterprise Performance Assessment .......... 1373
418
Escalate S/P Performance Degradation Report
Enable Service Quality Management .....415, 432
.................................................................... 888
Enable Service Support & Operations ........ 1092,
Escalate S/P Problem Resolution .................. 867
1110
Escalate S/P Requisition Orders ................... 840
Engage External Product Suppliers ............... 383
Escalate/End Customer Problem................... 343
Engage External Resource Suppliers ............ 727
Escalate/End Customer QoS Report ............. 382
Engage External Service Suppliers343, 511, 555
Escalate/End Resource Performance
Engaging External Suppliers .......................... 687
Degradation Report .................................... 725
Enrich Billing Events ..............................225, 228
Escalate/End Resource Trouble .................... 686
Ensure Billing Event Usage............................ 232
Escalate/End Service Performance Degradation
Ensure Campaign Support ............................. 114 Report ......................................................... 554
Ensure Community Visibility......................... 1393 Escalate/End Service Problem ...................... 510
Ensure Consistent Risk Analysis ................... 400 Establish & Maintain Bill Invoice Format ....... 139
Ensure Customer Interface Capability ............. 70 Establish & Manage Bill Production Cycle ..... 164
Ensure Customer Inventory Data Quality ...... 121 Establish & Manage Commercial Debt Recovery
Arrangement ............................................... 184
Ensure Customer Personalization Opportunities
.................................................................... 405 Establish & Manage Customer Debt Profiles 184
Ensure Customer QoS/SLA Capability .......... 106 Establish & Terminate Customer Relationship
............................................................ 386, 391
Ensure Legala Compliance .......................... 1403
Establish and Maintain Performance Threshold
Ensure Marketing Capability Benefits ............ 995
Standards ................................................... 434
Ensure Marketing Fulfillment Capability........... 97
Establish and Maintain Performance Treshold
Ensure Marketing Handover Support ............. 998 Standards ................................................... 587
Ensure Order Handling Capability ................... 74 Establish Availability with S/P Inventory ........ 836
Ensure Product Capability Benefits & Establish Market Participation ....................... 923
Operational Costs ....................................... 974
Establish Market Segments ................... 919, 926
Ensure Product Handover Support ................ 977
Establish Market Strategy ...................... 920, 922
Ensure Product Offering Inventory Data Quality
Establish Market Strategy Objectives ............ 924
.................................................................... 128
Establish Negotiating Strategy ..................... 1283
Ensure Product Offering Operation .................. 87
Establish New Customer Identity ................... 393
Ensure Regulatory Compliance ................... 1399
Establish Product Portfolio Strategy ...... 937, 943
Ensure Resource Capability Quality ............ 1202
Establish Resource Capability Sourcing ...... 1203
Ensure Resource Handover Support ........... 1207
Establish Resource delivery goals ............... 1164
Ensure Retention & Loyalty Capability ............. 95
Establish resource implementation policies . 1165
Ensure Risk Analysis Basis............................ 399
Establish Resource strategy ........................ 1163
Ensure Sales Inventory Data Quality ............. 134
Ensure Selling Capability ............................... 101
Establish Resource Strategy & Architecture Facilitate Remuneration Policies & Levels .. 1412
........................................................1149, 1162
File Trariffs ................................................... 1401
Establish Service goals ................................ 1073
Filter Information/Data ................................... 737
Establish service strategy ............................ 1072
Filter Resource Alarm Event Notifications ..... 668
Establish Service Strategy & Goals ...1058, 1071
Filter Service Alarm Event Notifications......... 519
Establish Supplier/ Partner Agreement ........ 1291
Finalize Customer Problem Report ................ 347
Establish Supply chain delivery goals .......... 1251
Finalize Sourcing Requirements .................. 1272
Establish Supply Chain implementation policies
Focus or Broaden Customer Base .............. 1312
.................................................................. 1252
Follow-up QoS Violation Action ..................... 367
Establish Supply Chain Strategy .................. 1250
Forecast commercial transaction volumes and
Establish Supply Chain Strategy & Goals ... 1241,
sourcing demand ...................................... 1259
1249
Forecast Demand .......................................... 765
Establish Warehouse and Manage Spares
Including S/P ............................................... 597 Forecast Order Handling Requirements .......... 74
Establish, Maintain and Manage the Support Forecast service demand & capture new
Plans ...................................................438, 591 oppurtunities ............................................. 1079
Establish, Manage, and Develop Organization, Forecast Workforce Availability ..................... 767
Tools and Processes .................................. 579
Format Information/Data ................................ 739
Establish, Manage, and Develop Service
Forward S/P Problem Notification .................. 864
Infrastructure Organization, Tools and
Processes ................................................... 420 Fraud Management...................................... 1343
Estimate Time For Restoring Resource ......... 694 Fraud Operations Support ........................... 1344
Estimate Time For Restoring Service ............ 494 Fraud Policy Management ........................... 1342
Evaluate External Technology ..................... 1382 G
Evaluate Marketing Leads.............................. 267 Gain Approval for Commercial Arrangements
........................................................ 1269, 1285
Evaluate Operational Activities .................... 1348
Gain Business Plan Commitment and Approval
Evaluate R&D Business Value ..................... 1378
.................................................................... 951
Evaluate S/P Against Business Needs .......... 837
Gain Commitment to Marketing Strategy ..... 920,
F 932
Facilitate Compensation Guidelines ........... 1414 Gain Commitment to Product Business Plans
............................................................ 939, 953
Facilitate Allowances & Benefits .................. 1412
Gain Enterprise Commitment to Market Strategy
Facilitate Code of Conduct ........................... 1415
.................................................................... 934
Facilitate Employee Satisfaction Measurement &
Gain Enterprise Commitment to Product
Management ............................................. 1416
Business plans ........................................... 955
Facilitate Equal Employment Opportunity .... 1414
Facilitate Hiring & Termination Guidelines ... 1416 ........................................................ 1151, 1173
Facilitate Negotiation & Implementation of Gain Enterprise Commitment to resource
Potential Mergers & Acquisitions .............. 1314 strategy and resource plans .................... 1175
Facilitate Occupational Health & Safety ....... 1413 Gain Enterprise Commitment to Service
Strategies........................................ 1062, 1086
Facilitate Performance Appraisal ................. 1411
Gain Enterprise Commitment to service strategy Gather & Analyze Service Information ....... 1057,
and servic plans ....................................... 1088 1063
Gain Enterprise Commitment to Supply Chain Gather & Analyze Supply Chain Information
Plans ...............................................1244, 1260 ........................................................ 1240, 1245
Gain Enterprise Commitment to supply chain Gather Customer Information ........................ 397
sourcing strategy and business plans ..... 1262
Gather Product Ideas ................................... 1011
Gain Market Strategy Stakeholder approval .. 934
Gather Product Information ........................... 941
Gain Marketing Capability Approval .......983, 990
Gather Resource Information ............ 1156, 1217
Gain Marketing Capability Business Case
Gather Service Information ................ 1064, 1125
Approval ...................................................... 991
Gather Supplier/Partner Request .................. 909
Gain Product Business Case Approval .......... 971
Gather supply chain information Information
Gain Product Business plans Stakeholders
.................................................................. 1246
approval ...................................................... 954
Generate Billing Event Report ....................... 237
Gain Product Commercialization Case Approval
.................................................................. 1015 Generate Customer Bill Inquiry ...................... 196
Gain Resource Business Proposal Approval Generate Customer Problem Management
.................................................................. 1221 Reports ....................................................... 338
Gain Resource Capability Investment Approval Generate Resource Performance Degradation
........................................................1179, 1191 Problem ...................................................... 718
Gain resource strategy and resource plans Generate Resource Trouble .......................... 693
Stakeholders approval .............................. 1175
Generate S/P Problem Peport ....................... 860
Gain Sales Proposals Approval ................... 1036
Generate S/P Problem Resolution Management
Gain Service & Operational Agreements Reports ....................................................... 873
Approval for Resources ............................ 1230
Generate S/P Requisition Order .................... 845
Gain Service & Operational Agreements
Generate Service Performance Degradation
Approval for Services ................................ 1138
Problem ...................................................... 547
Gain Service Business Proposal Approval .. 1129
Generate Service Problem ............................ 493
Generate Supplier/Partner Interactions Report
........................................................1091, 1103
.................................................................... 913
Gain service strategy and servic plans
Stakeholders approval .............................. 1087 Group Enterprise Management ................... 1322
Guide Billing Events ............................... 226, 231
Gain supply chain sourcing strategy and
business plans Stakeholders approval .... 1262 Guide Resource Usage Records ................... 559
Gain Tender Decision Approval .........1268, 1280 Guide Supplier/Partner Requests .................. 909
Gather & Analyze Market Information ............ 918 H
Gather & Analyze New Product Ideas1003, 1010 Handle Community Contacts ....................... 1395
Gather & Analyze New Resource Ideas ..... 1209, Handle Marketing Collateral Distributution .... 264
1216
Handle Pending Regulations ....................... 1400
Gather & Analyze New Service Ideas 1117, 1124
Handle Request ............................................. 252
Gather & Analyze Product Information ..936, 940
Harmonize Processes & Communication
Gather & Analyze Resource Information .... 1149, Systems across Business Units ............... 1323
1155
HR Policies & Practices ............................... 1410
I Identify Resource Support Groups, Skills &

Training ..................................................... 1198
Identify & Report to Stakeholders ................ 1286
Identify Resource Support Requirements .... 1199
Identify Contact .............................................. 249
Identify Risk Management Treatment ............ 401
Identify Contact Changes and Update ........... 817
Identify Sales Inventory Shortcomings .......... 136
Identify Customer Bill Inquiry Root Cause ..... 202
Identify Service Support Groups, Skills &
Identify Customer Interactions Data Formats 258
Training ..................................................... 1111
Identify Customer Inventory Shortcomings .... 122
Identify Service Support Requirements ....... 1112
Identify Data Collection Issues and Report .... 603
Identify Stakeholders to Market Strategy ....... 933
Identify Enterpise areas to meet market startegy
Identify Stakeholders to Product Business plans
objectives .................................................... 925
.................................................................... 954
Identify Impacted Product Customers .......... 1025
Identify Stakeholders to Resource strategy and
Identify Impacted Service Customers 1145, 1237 resource plans .......................................... 1174
Identify Insurable Risks ................................ 1351 Identify Stakeholders to service strategy and
service plans ............................................. 1087
Identify Issues and Provide Reports .............. 822
Identify Stakeholders to supply chain sourcing
Identify Logistic Issues and Provide and
strategy and business plans ..................... 1261
Reports ....................................................... 613
Identify Supplier/Partner ................................ 832
Identify logistics for new service capability
introduction ............................................... 1081 Identify Supplier/Partner Interactions Data
Formats....................................................... 915
Identify Market Segments .............................. 927
Identify the requirements for resource
Identify Opportunities and Requirements ..... 1011
capabilities ................................................ 1171
Identify Outsourcing Opportunities ............... 1313
Identify the requirements for service aspects
Identify Overdue Invoice ................................ 181 .................................................................. 1083
Identify potential new product families for market Identify timetables for new service capability
segments .................................................... 931 introduction ............................................... 1081
Identify Potential Solutions ............................. 278 Identify Unviable Products ........................... 1024
Identify Product Issues ................................. 1021 Identify Unviable Services ................. 1144, 1236
Identify Product Offering Inventory Shortcomings implement product portfolio management
.................................................................... 129 functions ..................................................... 944
Identify Relevant Customer Inventory Implement Resource ...................................... 632
Information .................................................. 118
Implement Resource Trouble Work Arounds 680
Identify Relevant Product Offering Inventory
Implement Service ......................................... 468
Information .................................................. 125
Implement Service Problem Work Arounds ... 504
Identify Relevant Sales Inventory Information132
Implement, Configure & Activate Service ..... 445,
Identify Repository Issues and Provide and 466
Repors and Warnings ................................. 608
Improve Service Quality ......................... 525, 539
Identify Required Processes & Procedures for
Resources ................................................. 1226 Indentify alternative sourcing oppurtunities . 1259
Identify Required Processes & Procedures for Inform Cuustomer on QoS Impacts ............... 368
Services .................................................... 1135
Initialize after-sales processes....................... 409
Initiate Corrective Actions .............................. 885
Initiate Customer Debt Recovery Activities .... 185 L

Initiate S/P Customer Bill Inquiry Resolution Launch New Products ........................ 1005, 1020
Request ....................................................... 212
Legal Management ...................................... 1402
Link consumption profiles & available product
............................................................878, 898
families ........................................................ 930
Initiate S/P Problem Report....................854, 859
Link Market Segments & Products ........ 921, 929
Initiate S/P Requisition Order .................825, 844
Localize Resource Trouble .................... 659, 672
Install and Commission Resource ................. 629
Log Product Offering Analysis Results .......... 110
Instantiate Resource Performance Controls .. 712
M
Instantiate Resource Trouble Controls .......... 713
Maintain Bill Customers List .......................... 139
Insurance Management ............................... 1351
Maintain Customer Inventory facilities ........... 119
Intercept Events/Information .......................... 734
Maintain Overview of Product Offering Quality
Investigate Billing Event Related Problem ..... 238 .................................................................... 363
Investigate Potential Mergers & Acquisitions Maintain Product Capability Delivery Repository
.................................................................. 1314 .................................................................... 979
Investigate Potential Security Threats & Maintain Product Offering Inventory facilities 126
Violations .................................................. 1338
Maintain Product Offering Performance
Invoke Support Resource Trouble Management Threshold Standards .................................. 107
Processes ................................................... 681
Maintain Sales Inventory facilities .................. 132
Invoke Support Service Problem Management
Manage Enterprise Architecture Methodology
Processes ................................................... 505
.................................................................. 1317
Isolate Customer Problem......................324, 330
Manage S/P Inventory Repository ................ 820
Isolate Unit with Fault ..................................... 679
Manage & Administer Architecture Repositories
Issue & Distribute Marketing Collaterals 261, 263 .................................................................. 1319
Issue Customer Order .................................... 319 Manage Account ............................................ 901
Issue Customer Orders ..........................306, 317 Manage administration of resource research
.................................................................. 1160
Issue Customer Problem Management
Summaries .................................................. 337 Manage administration of service research . 1069
Issue Resource Orders ..........................621, 646 Manage Aged Customer Debt Portfolio ......... 186
Issue S/P Performance Degration Report ...... 899 Manage and Administer S/P Inventory .......... 820
Issue S/P Problem Report.............................. 861 Manage and Adminiter Resource Data
Collection and Distribution .......................... 601
Issue S/P Problem Resolution Management
Summaries .................................................. 872 Manage Appointments ................................... 764
Issue S/P Requisition Order ........................... 846 Manage Architecture Skillsets ..................... 1319
Issue Service Orders ..............................447, 474 Manage Back-End Bank Account .................. 178
Issue Settlement Notice & Payment .............. 903 Manage Balance Containers ......................... 242
Issue Work Order ........................................... 777 Manage Balance Operations ......................... 242
Issue Work Order (DELETED) ....................... 759 Manage Balance Policies .............................. 241
Manage Balances .......................................... 240
Manage Billing Events.................................... 224 Manage Goods Acceptance & Handling ...... 1388
Manage Billing Policy ..................................... 148 Manage Handover to Marketing Operations . 984,
996
Manage Board Related Activities ................. 1407
Manage Handover to Product Operations .... 960,
Manage Business Continuity Methodologies
975
.................................................................. 1330
Manage Handover to Resource Operations1183,
Manage Campaign ...................................60, 113
1205
Manage Capital/Equity Activities .................. 1409
Manage Handover to Service Operations .. 1093,
Manage Channel Capability ......................... 1050 1113
Manage Channel Resources ....................... 1050 Manage Insuramce Porrtfolio ....................... 1353
Manage Collateral Delivery .......................... 1048 Manage Investment for Business Development
.................................................................. 1325
Manage Collateral Production ...................... 1047
Manage Labor Relations .............................. 1429
Manage Commissioning of New Resource
Infrastructure ............................................. 1203 Manage Legal Actions ................................. 1405
Manage Contact .....................................245, 249 Manage Logistics ................................... 574, 609
Manage Corporate Procurement & Logistics Manage Market Segments outcome .............. 927
Policies ...................................................... 1385
Manage Marketing Capability Delivery
Manage Customer Information...................... 315 Methodology ....................................... 985, 999
Manage Customer Interaction ....................... 316 Manage Message & Campaign Delivery .... 1044,
1049
Manage Customer Billing ............................... 171
Manage Messaging...................................... 1391
Manage Customer Charging Hierarchy .221, 222
Manage Negotiations ................................... 1283
Manage Customer Debt Collection ........173, 180
Manage Order Handling Notification................ 84
Manage Customer Inventory ....................61, 117
Manage Order Handling Organizational
Manage Customer Inventory Capture ............ 120 Changes ....................................................... 76
Manage Customer Invoice Archive ................ 161
Manage Orders .............................................. 612
Manage Customer Order ............................... 310
Manage Overdue Invoice Payment ............... 183
Manage Customer Order Status Notification . 321
Manage Paper and Envelope Availability ...... 167
Manage Customer Payment Plan .................. 176
Manage Physical Production & Distribution
Manage Customer Payments.................171, 174 Quality......................................................... 168
Manage Customer QoS/SLA Management Manage Proactive Security Management .... 1334
Notification .................................................. 112
Manage Problem Handling Notification ........... 92
Manage Distribution ....................................... 742
Manage Process & Channel Coordination .. 1038
Manage Employee Relations ....................... 1428
Manage Product Capability Delivery
Manage Employee Share Plans .................. 1397 Methodology ....................................... 961, 979
Manage Enterprise Architectuer Toolsets and Manage Product Development .................... 1008
Associated Standards ............................... 1318 Manage Product Exit ......................... 1008, 1023
Manage Enterprise Performance Data ........ 1375
Manage Product Exit Process ..................... 1026
Manage External Survet Companies ........... 1376
Manage Product Handover .......................... 1022
Manage Funding & Cross-Subsidies across
Manage Product Improvements ................... 1022
Business Units .......................................... 1324
Manage Product Offering Inventory .........62, 124 Manage Resource Process & Procedure
Implementation ......................................... 1232
Manage Product Offering Inventory Capture . 126
Manage Resource Provisioning Activity ........ 640
Manage Product Offering Maintenenance
Programs ...................................................... 89 Manage Resource Research ............. 1152, 1158
Manage Product Restoration ......................... 351 Manage resource research investigations ... 1159
Manage Production Run to Create Bill ........... 167 Manage Resource Trouble & Performance Data
Collection .................................................... 595
Manage Program/Project Management Metrics
.................................................................. 1372 Manage Revenue Assurance Operations ... 1357,
1360
Manage Program/Project Management
Repository ................................................. 1371 Manage Revenue Assurance Policy Framework
.................................................................. 1356
Manage Program/Project Management Skill
Sets ........................................................... 1371 Manage S/P Performance Degradation Report
.................................................................... 889
Manage Prospect ...................................270, 276
Manage S/P Problem Resolution ................... 868
Manage QoS/SLA Violation ...................355, 365
Manage R&D Investment ............................. 1379
............................................................ 905, 908
Manage R&D Program Actvities .................. 1380
Manage S/P Requisition Order Status
Manage Reactive Security Management ..... 1337 Notification .................................................. 849
Manage Request (Including Self Service) ..... 246, Manage S/P Requisition Orders .................... 841
251
Manage Sales Accounts ........................ 275, 299
Manage Reservations .................................... 763
Manage Sales Channels ................................ 101
Manage Resource Acceptance Testing ....... 1234
Manage Sales Inventory .......................... 64, 130
Manage Resource Alarm Event Notifications 667
Manage Sales Inventory Capture .................. 133
Manage Resource Capability Delivery ........ 1182,
Manage Sales Leads ..................................... 102
1200
Manage Schedules & Appointments...... 754, 761
Manage Resource Data Storage Facilities and
Associated Processes................................. 602 Manage Service Acceptance Testing .......... 1142
Manage Resource Deployment .........1214, 1231 Manage Service Alarm Event Notifications ... 518
Manage Resource Development .......1212, 1227 Manage Service Capability Delivery ............ 1095
Manage Resource Exit .......................1214, 1235 Manage Service Deployment ............. 1122, 1139
Manage Resource Infrastructure, Provisioning Manage Service Development ........... 1121, 1134
and Preventive Maintenance Schedules .... 596
Manage Service Exit .......................... 1122, 1143
Manage Resource Inventory ..................573, 605
Manage Service Exit Process ............ 1146, 1238
Manage Resource Inventory Database and
Manage Service Improvement Notification and
Processes ................................................... 606
Authorization ............................................... 541
Manage Resource Operational Staff Training
Manage Service Infrastructure, Provisioning and
.................................................................. 1233
Preventive Maintenance Schedules ........... 428
Manage Resource Performance Data ........... 705
Manage Service Inventory ............................. 411
Manage Service Operational Staff Training . 1141
.................................................................... 590
Manage Service Performance Data Collection
.................................................................... 437
Schedules ................................................... 710
Manage Service Performance Data Collection Mediate & Orchestrate Supplier/Partner

Schedules ................................................... 538 Interactions ......................................... 906, 914
Manage Service Performance Quality Data ... 532 Mediate Billing Events ........................... 226, 234
Manage Service Problem & Performance Data Mediate Customer Interactions ...................... 259
Collection .................................................... 428
Mediate Resource Usage Records ........ 744, 746
Manage Service Process & Procedure
Mediate Service Usage Records ........... 557, 560
Implementation ......................................... 1140
Mediate Supplier/Partner Interactions ........... 916
Manage Service Research .................1057, 1067
Modify Campaign ........................................... 115
Manage service research investigations ...... 1068
Modify Customer Bill Inquiry .......................... 196
Manage Service Restoration .......................... 503
Modify Customer QoS Report ........................ 375
Manage Share/Stock Registry ..................... 1409
Modify Customer QoS Report Information .... 380
Manage Shareholder Relations ................... 1397
Modify Customer QoS Report Status ............ 381
Manage Shares/Securities ........................... 1408
Modify Information-S/P Performance
Manage Spokespeople ................................ 1391
Degradation Reports .................................. 887
Manage Standby Resource Units .................. 680
Modify Information-S/P Requisition Orders ... 839
Manage Supplier/Partner Engagement ....... 1287,
Modify Message & Campaign ...................... 1054
1294
Modify S/P Problem Report ........................... 866
Manage Supplier/Partner Inventory .......792, 818
Monitor industry supplier/partner ................ 1248
Manage Supplier/Partner Termination ......... 1290
Monitor & Control S/P Service Performance 882,
Manage Supply Chain Contract Variation .... 1289
883
Manage the Tender Process ..............1267, 1277
Monitor & Manage Regulatory Issues.... 433, 587
Manage Warehousing .................................... 611
Monitor and Analyse Resource Performance
Manage Work Order Lifecycle ...............751, 778 Reports, and Identify Issues ....................... 589
Manage Workforce Change ......................... 1420 Monitor and Analyse Service Performance
Reports, and Identify Issues ....................... 435
Map & Analyze Resource Requirements .... 1178,
1184 Monitor and Report S/P Performance Issues and
Provide Recommendations ....................... 809
Map & Analyze Service Requirements ....... 1090,
1096 Monitor Customer Bill Inquiries ...................... 215
Mark Resource Order for Special Handling ... 649 Monitor Customer Bill Inquiry Jeopardy Status
.................................................................... 212
Mark S/P performance Degradation Report as
closed .......................................................... 896 Monitor Customer Order Status ..................... 321
mark S/P problem Report as closed .............. 876 Monitor Customer Problem ............................ 335
Mark S/P Requisition Order As Closed .......... 852 Monitor Customer Problem Jeopardy Status . 344
Mark Service Order for Special Handling ....... 477 Monitor Customer QoS Report Status ........... 370
Market Strategy & Policy ................................ 917 Monitor Industry Trends for Security
Management ............................................. 1335
Marketing Capability Delivery......................... 981
Monitor Jeopardy Status- Open S/P
Marketing Fulfillment Response ..................... 261
Performance Degradation Reports ............. 890
Monitor Jeopardy Status- Open S/P Requisition
............................................................247, 257
Orders ......................................................... 842
Monitor Message & Campaign Effectiveness Negotiate Commercial Arrangements 1268, 1282
........................................................1045, 1052
Negotiate Product Business Plan Resources 947
Monitor Message & Campaign Metrics ........ 1053
Negotiate Sales/Contract ....................... 271, 285
Monitor Product Offerings .............................. 106
Negotiate Standard Terms & Conditions ....... 286
Monitor Resource Order Status ..................... 643
Normalize Resource Usage Records ............ 747
Monitor Resource Performance .............696, 704
Normalize Service Usage Record .................. 562
Monitor Resource Performance Degradation
Notify Changes on Customer QoS Report Status
Report ......................................................... 715
.................................................................... 371
Monitor Resource Trouble .............................. 689
Notify- Cleared Status of S/P Performance
Monitor Revenue Assurance Controls ......... 1361 Degradation Report .................................... 890
Monitor S/P Performance ............................... 892 Notify- Cleared Status of S/P Requisition Orders
.................................................................... 843
Monitor S/P Problem Jeopardy Status ........... 869
Notify Customer Problem ............................... 337
Monitor S/P Problem Resolution .................... 871
Notify Legal Environment Changes ............. 1405
Monitor S/P Requisition Order Status ............ 848
Notify S/P Problem Cleared ........................... 869
Monitor Sales & Channel Best Practice ...... 1028,
1031 Notify S/P Problem Resolution ...................... 873
Monitor Sales & Channel Practices ............. 1033 Notify T&M Root Cause Customer Problem .. 333
Monitor Service Order Status ......................... 479 Notify T&M Root Cause Resource Trouble ... 676
Monitor Service Performance Degradation Notify T&M Root Cause Service Problem...... 500
Report ......................................................... 544
O
Monitor Service Problem ................................ 514
Obtain Billing Events ...................................... 155
Monitor Service Quality ..........................523, 531
Obtain Customer Agreement ......................... 287
Monitor status- all open S/P performance
Off-Board S/P Product Offering ................... 1304
degradation report ....................................... 896
Off-Board S/P Product Specification............ 1306
Monitor Status- All open S/P problem report . 876
Off-board Supplier/ Partner Capability ........ 1299,
Monitor Status- All Open S/P Requisition Order
1305
.................................................................... 852
On-Board S/P Product Offering ................... 1301
Monitor Supplier/Partner Engagement ......... 1295
On-Board S/P Product Specification............ 1302
Monitor, Report and Release Mgmt. of Resource
Infrastructure and Capacity Utilization ........ 582 On-board Supplier/ Partner Capability ........ 1297,
1301
Monitor, Report and Release Mgmt. of Service
Infrastructure and Capacity Utilization ........ 423 Optimize Existing Resource Infrastructure
Utilization .................................................... 582
Monitor, Report for S/P Performance and
Provide Recommendations ........................ 804 Optimize Existing Service Infrastructure
Utilization .................................................... 424
Monitoring Product Offering Performance
Analyses ..................................................... 108 Orchestrate Customer Interactions ................ 259
Monitoring S/P Requested Infrastructure Orchestrate Supplier/Partner interactions ..... 915
Deployment ................................................. 797
Order Handling............................................... 302
N
Negotiate & Approve Invoice.......................... 902
P Problem Handling .......................................... 323

Perform Service Infrastructure Acceptance Test Process Management and Security Information
and Address & Monitor the Change ............ 422 & Data ................................................. 730, 736
Perform Acceptance Test and Address & Procurement Management .......................... 1384
Monitor the Change .................................... 580
Produce & Distribute Bill ........................ 153, 163
Perform Audit Tests ...............................607, 821
Produce Product Portfolio Business Plans ... 938,
Perform Final Service Test............................. 511 945
Perform Final Test .......................................... 686 Produce Resource Business Plans ............. 1150
Perform First in Service Testing ..................... 509 Produce Service Business Plans ....... 1060, 1078
Perform First in Testing .................................. 684 Produce Supply Chain Business Plans ...... 1243,
1257
Perform Rating ............................................... 218
Produce Supporting Documentation & Training
Perform Specific Customer Problem Diagnostics
Packages for Resources .......................... 1230
.................................................................... 332
Produce Supporting Documentation & Training
Perform Specific Customer Problem Tests .... 333
Packages for Services .............................. 1138
Perform Specific Resource Performance
Product & Offer Capability Delivery ............... 956
Diagnostics ................................................. 709
Product & Offer Development & Retirement 1002
Perform Specific Resource Trouble Diagnostics
.................................................................... 673 Product & Offer Portfolio Planning ................. 935
Perform Specific Resource Trouble Tests ..... 674 Product Marketing Communications &
Promotion ................................................. 1040
Perform Specific Service Performance
Diagnostics ................................................. 537 Program & Project Management ................. 1369
Perform Specific Service Problem Diagnostics Program-manage Strategy Implementation . 1309
.................................................................... 498
Promote Desired Corporate mage ............... 1390
Perform Specific Service Problem Tests ....... 498
Provide Customer Bill Inquiry Change
Personalize Customer Profile for Retention & Notification .................................................. 215
Loyalty .................................................389, 402
Provide Customer Personalization Information
Plan & Forcast Resource Infrastructure .................................................................... 404
Requirements and Manage Capacity Planing.
Provide Insurance Advice ............................ 1353
.................................................................... 578
Provide Legal Advice ................................... 1404
Plan & Forcast Service Infrastructure
Requirements and Manage Capacity Planing. Provide Management Oversight on Tenders
.................................................................... 419 .................................................................. 1279
Plan and Forecast Workforce Management . 756, Provide Management Reports ....................... 216
766
Provide Reference Source for Standard
Plan Business Continuity ............................. 1328 Operating Environment ............................. 1320
Plan Infrastructure Recovery........................ 1329 Provide Request Status ................................. 253
Plan Serious Incident Management ............. 1330 Provide Resource Recovery Proposal
Notification .................................................. 652
Plann & Implement Cross-Business Unit
Operation .................................................. 1323 Provide Service Recovery Proposal Notification
.................................................................... 458
Prepare Supplier/Partner Interaction response
.................................................................... 910 Provide Strategic Business Direction........... 1308
Prepare/Follow-up for Performance Reviews 364
Provide Support for RTM and SPM Processes Render & Format Invoice ............................... 159
.................................................................... 599
Repair / Replace Failed Resource ................. 678
Provide Support for Service Problem Processes
Report Audits ............................................... 1349
.................................................................... 431
Report Balanced Scorecard, etc .................. 1376
Provide Supporting Procedures and Quality
Management Support .........................439, 592 Report Billing Event Records ................. 227, 237
Q Report Campaign Effectiveness .................... 116
Qualify Opportunity ................................270, 280 Report Constraints to Other Processes ......... 544
R Report Customer Bill Inquiry .................. 193, 214
Rate Usage Records (DELETED) .................. 559 Report Customer Information ........................ 397
Reassign / Reconfigure Failed Service .......... 503 Report Customer Order Handling .......... 308, 320
Reassign / Reconfigure Service or Service Report Customer Order Status ...................... 322
Parameters ................................................. 540
Report Customer Problem ..................... 325, 334
Rebalance Order Handling Infrastructure
Report Customer QoS Performance...... 356, 369
Utilization ...................................................... 80
Report Customer Requests & Contacts ........ 256
Receive & Accept S/P Requisition ................. 829
Report Marketing Infrastructure Requirements
Receive & Assess Invoice .............................. 902
.................................................................... 989
Receive PO & Issue Orders (DELETED) ....... 309
Report on Work Order ................................... 783
Receive S/P Problem Notification .................. 863
Report Order Handling Infrastructure Capacity 82
Receive S/P Problem Report .................855, 862
Report Order Handling Infrastructure
Recommend Appropriate Offerings ............... 293 Deployment Process Capability.................... 83
recommend Resource partnership ............... 1171 Report Product Infrastructure Requirements . 964
Recommend Service Partnership ................ 1084 Report Product Offering Trend Analysis .......... 91
Reconcile Customer Payment ....................... 177 Report Product Restoration Results .............. 352
Record Customer Bill Invoice Adjustment...... 207 Report Resource Performance .............. 700, 715
Record Resource Performance Data ............. 706 Report Resource Provisioning ............... 620, 642
Record Service Performance Quality Data .... 533 Report Resource Trouble ...................... 662, 688
Recover Resource .................................623, 650 Report Resource Usage Records .................. 745
Recover S/P Product (Service/ Resource) ..... 830 Report Revenue Assurance ......................... 1366
Recover Service .....................................450, 456 Report S/P Performance ........................ 880, 891
Recover Specific Resource ............................ 654 Report S/P Problem Resolution ............. 857, 870
Reformat Billing Event .................................... 235 Report S/P Requisition .......................... 827, 847
Regulatory Management .............................. 1399 Report S/P Requisition Order Status ............. 849
Release Resource .......................................... 628 Report Service Infrastructure Requirements 1099
Release Service Parameter ........................... 463 Report Service Problem ......................... 488, 513
Remove Duplicate Resource Usage Records750 Report Service Problem Trends .................... 429
Remove Duplicate Service Usage Record ..... 564 Report Service Provisioning .................. 448, 479
Remove Order Handling Infrastructure ............ 81 Report Service Quality Performance ..... 526, 543
Report Service Usage Records ..................... 558 S/P Performance Management ..................... 877
Report Workforce Management ..................... 758 S/P Problem Reporting & Management......... 853
Reporting - Specific Market Segments .......... 928 S/P Requisition Management ........................ 824
Reporting S/P Deployment Capability ............ 798 S/P Settlements & Payments Management .. 900
Request Additional Bill Inquiry Information .... 199 S/PRM Support & Readiness ........................ 785
Request Product Offering Data Collection ....... 88 Sales Development ...................................... 1027
Request Product Offering Performance Testing Schedule Customer Bill Inquiry Analysis and
...................................................................... 89 Adjustment Activities .................................. 210
Request Provisioning Intervention ................... 90 Schedule Routine Resource Trouble Tests ... 675
Request Resource Recovery Authorization ... 652 Schedule Routine Service Problem Tests ..... 499
Request S/P Performance Degradation Report Security Management .................................. 1332
Creation and Update ................................... 723
Select Message & Campaign Channels ...... 1043
Request Service Performance Degradation
Select most appropriate Supplier/partner ...... 833
Report Creation and Update ...............380, 552
Select Program/Project Management Support
Request Service Recovery Authorization ...... 458
Tools ......................................................... 1370
Requst Cancellation of Customer QoS Report
Select Resource Capability Suppliers/Partners
.................................................................... 375
.................................................................. 1196
Research Management ................................ 1378
Select Service Capability Suppliers/Partners
Reserve Resource ......................................... 627 .................................................................. 1109
Reserve Service Parameters ......................... 463 Select Supplier/Partner .......................... 824, 832
Resolve Revenue Assurance Trouble ......... 1364 Selling ............................................................ 269
Resource Capability Delivery ....................... 1176 Service Capability Delivery .......................... 1089
Resource Data Collection & Distribution ........ 728 Service Configuration & Activation ................ 440
Resource Development & Retirement ......... 1208 Service Development & Retirement............. 1117
Resource Mediation & Reporting ................... 743 Service Guiding & Mediation ......................... 556
Resource Performance Management ............ 696 Service Problem Management ...................... 482
Resource Provisioning ................................... 614 Service Quality Management ......................... 522
Resource Strategy & Planning ..................... 1147 Service Strategy & Planning ........................ 1055
Resource Trouble Management .................... 656 Shareholder Relations Management ........... 1396
Retention & Loyalty ........................................ 385 Short List Potential Suppliers/Partners ........ 1275
Revenue Assurance Management ............... 1355 SM&O Support & Readiness ......................... 410
Review Supplier/Partner Engagement ......... 1295 Specify Resource Capability Infrastructure . 1195
RM&O Support & Readiness ......................... 565 Specify Service Capability Infrastructure ..... 1108
Roll-out Order Handling Infrastructure ............. 79 Specify the Tender Process ......................... 1277
S Stop And Start Audit On Resources .............. 675
S/P (sourced) Capability Development & Stop And Start Audit On Services.................. 500
Retirement ................................................ 1298
Strategic Business Planning ........................ 1307
S/P Interface Management ............................ 904
Supervise S/P Rollout & and Report S/P Terminate Customer Relatoinship ................. 394
Capacity ...................................................... 797
Terminate Supplier/ Partner Agreement ...... 1292
Supply Chain Capability Delivery ................. 1264
Test Resource........................................ 618, 634
Supply Chain Development & Change
Test Service ................................................... 471
Management ............................................. 1288
Test Service End-to-End ........................ 446, 470
Supply Chain Strategy & Planning ............... 1239
Test Specific Resources ................................ 635
Support Bill Inquiry Handling ....................67, 146
Track & Manage Customer Bill Inquiry
Support Bill Invoice Management ............65, 137
Resolution ........................................... 191, 208
Support Bill Payments & Receivables
Track & Manage Customer Order Handling . 305,
Management .........................................66, 143
311
Support Billing & Collections (DELETED) ........ 68
Track & Manage Customer Problem ..... 326, 340
Support Billing Event Related Process .......... 239
Track & Manage Customer QoS Performance
Support Customer Interface Management .52, 69 Resolution ........................................... 357, 377
Support Customer QoS/SLA ....................59, 104 Track & Manage Resource Performance
Resolution ........................................... 701, 721
Support Market Strategy ................................ 924
Track & Manage Resource Provisioning 619, 638
Support Marketing Fulfillment ....................57, 97
Track & Manage Resource Trouble ....... 661, 682
Support Order Handling .............................53, 72
Track & Manage Revenue Assurance Trouble
Support Order Handling Infrastructure
Resolution ................................................. 1365
Deployment ................................................... 76
Support Problem Handling .........................55, 85
............................................................ 879, 886
Support Resource Trouble Management ...... 570,
Track & Manage S/P Problem Resolution .... 856,
593
865
Support Retention & Loyalty ......................56, 94
Track & Manage S/P Requisition ........... 828, 838
Support Revenue Assurance Operations .... 1358
Track & Manage Service Problem ......... 486, 506
Support S/P Interface Management .......791, 815
Track & Manage Service Provisioning ........... 444
Support S/P Performance Management 789, 806
Track & Manage Service Quality Performance
Support S/P Problem Reporting & Management Resolution ........................................... 528, 549
............................................................788, 801
Track & Manage Work Order (DELETED) ..... 755
Support S/P Requisition Management ...786, 794
Track & Report Prospect ............................... 279
Support S/P Settlements & Payments
Track & Supervise the Rollout of new and/or
Management .......................................790, 812
Modified Infrastructure ........................ 423, 581
Support Selling ...........................................58, 99
Track and Manage Work Order ..................... 779
Support Service & Specific Instance Rating .. 416
Track and Monitor Logistics and Manage
Support Service Problem Management .414, 426 Resource Inventory .................................... 612
Survey & Analyze Resource Trouble .....657, 665 Track and Monitor Resource Repository
Capabilities ................................................. 607
Survey & Analyze Service Problem .......489, 516
Track and Monitor S/P Inventory ................... 822
T
Track Customer Inventory Usage .................. 122
Take QoS Violation Action ............................. 367
Track Customer Order ................................... 312
Technology Scanning................................... 1381
Track Customer QoS/SLA Management Process Undertake Selling Trend Analysis .................. 103
Capability .................................................... 111
Update Customer QoS Report with Analysis
Track Leads ...........................................262, 266 Results ........................................................ 378
Track Marketing Capability Business Case Update First in Resource Testing Results ..... 724
Costs ........................................................... 994
Update First in Service Testing Results......... 552
Track Marketing Leads ................................... 267
Update Inventory Record ............................... 584
Track Problem Handling Process Capability.... 91
Update Order Repository ............................... 313
Track Product Capability Business Case Costs
Update Resource Repository......................... 641
.................................................................... 973
Update Sales Repository ............................... 298
Track Product Offering Inventory Usage ........ 128
Update Service Inventory Record .................. 425
Track Resource Provisioning Activity ............. 639
Update Time to Restore Service .................... 349
Track S/P Requisition Orders......................... 843
V
Track Sales Inventory Usage ......................... 135
Vaildate Customer Satisfaction ...................... 408
Track Third-Party Order Handling Infrastructure
Deployment ................................................... 82 Validate Customer Satisfaction .............. 390, 406
Track, Monitor and Manage RTM Processes Validate Marketing Infrastructure Design ..... 997,
Including S/P ............................................... 598 1001
Track, Monitor and Manage Service Problem Validate Product Infrastructure Design .......... 977
Processes ................................................... 430
Validate Resource Infrastructure Design ..... 1206
Track, Monitor and Report Resource
Validate Resource Usage Records ................ 747
Provisioning ........................................425, 583
Validate Service Infrastructure Design ........ 1115
Track, Monitor and Report Resource Data
Collection Processes and Capabilities....... 603 Validate Service Usage Record ..................... 561
Trigger Defined Action ................................... 670 Validate Solution Predicted/Expected Value . 407
Trigger Defined Service Alarm Action ............ 521 Verify Customer Bill Inquiry ........................... 201
U Verify Customer Identify ................................ 392
Undertake Campaign Trend Analysis ............ 115 Verify Invoice Quality ..................................... 161
Undertake Customer Contacts Trend Analysis 71 Verify Product Configuration .......................... 331
Undertake Marketing Fulfillment Trend Analysis Verify Resource Configuration ....................... 673
...................................................................... 98
Verify Service Configuration .......................... 497
Undertake Order Handling Trend Analysis ...... 84
W
Undertake Performance Trend Analysis 435, 588
Workforce Development .............................. 1421
Undertake Problem Handling Trend Analysis .. 93
Workforce Management ................................ 752
Undertake Product Offering Trend Analysis .... 87
Workforce Management Schedule ................ 760
Undertake QoS/SLA Performance Trend
Analysis ....................................................... 112 Workforce Strategy ...................................... 1417
Undertake Retention & Loyalty Trend Analysis95
Administrative Appendix
This Appendix provides additional background material about the TM Forum

and this document.
Acknowledgments
This release of the Business Process Framework is the result of the combined
efforts of a large group of individuals from companies all over the world. Most
noteworthy is the participation of numerous service providers. The knowledge
and commitment in providing contributions and participating in discussions are
greatly appreciated. Contributors over the program leading to previous
Business Process Framework/eTOM releases were acknowledged in those
documents
With the move to management of the Business Process Framework under the
TM Forum Change Control Group it has become difficult to list all those
involved in the ongoing work, but thanks are due to all of those concerned.
Note that we increasingly are initially releasing Framework changes in the form
of “Fx Packages”. These are in Excel spreadsheet format (to make transfer
in/out of the main Model environment straightforward) and address focused
areas of change at each Release. A number of such Packages have been
published as part of this Release, and each contains acknowledgments for the
individuals and companies who contributed in that area.
Particular thanks and acknowledgement to the Business Process Framework
Team Co-chairs: Viviane Cohen, Orange, who has steered much of the
ongoing work program through to this Release; and Wenjie (Jerry) Zhu,
Huawei, who has linked the extensive Charging & Billing work into the
Framework.
Also, Deena Freed, Casewise, has provided enormous help and support as
Model Manager, and also publishes the work in this document and other forms
– this is analogous to the traditional role of editor but with more sophisticated
tools and techniques to increase flexibility, which is most welcome.
The team looks forward to continued input and involvement for ongoing work
on the Process Framework.
Document History
Version History
Version Number Date Modified Modified by: Description of

changes
Version 9.0 August 2010 Mike Kelly Process updates

affecting the “Billing
& Revenue
Management”
column in
Operations, reflecting
updates from the
separate Revenue
Management Team
Version 9.1 August 2010 Alicja Kawecki Updated Notice,

minor cosmetic
corrections for web
posting and ME
Version 9.2 September 2010 Mike Kelly Small correction, to

fix the Process IDs
for L3s within
1.1.1.15 Manage
Balances,
Version 12.1 April 2012 Deena Freed/ Mike Merging of Level 4

Kelly detail and updates
Version 12.1 April 2012 Deena Freed/ Mike Merging of Level 4

Kelly detail and updates
Version 12.5.0 July 2013 Deena Freed/ Mike New Release,

Kelly merging of process
content changes
from published “Fx
Packages” for
Release 12.5
Release History
Release Number Date Modified Modified by: Description of

changes
9.0 August 2010 Mike Kelly See Release Notes

for details
11.5 (note: release - - note: this release did

numbering adjusted not update the core
in line with Framework Model
Frameworx)
12.0 April 2012 Deena Freed/ Mike New Release

Kelly
12.0 July 2012 Deena Freed/ Mike See Release Notes

Kelly for details
12.5 July 2013 Deena Freed/ Mike See Release Notes

Kelly for details

GB921 - DX - Release12.5 v2013 (Level 4) 1457 Pages

Uploaded by

Copyright:

Available Formats

You might also like

GB921 - DX - Release12.5 v2013 (Level 4) 1457 Pages

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

GB921 - DX - Release12.5 v2013 (Level 4) 1457 Pages

Uploaded by

Copyright:

Available Formats

Business Process

Process Decompositions and Descriptions

Frameworx Release 12.5

TM Forum 2013. All Rights Reserved.

Direct inquiries to the TM Forum office:

240 Headquarters Plaza,

1.1.1.1.3 SUPPORT PROBLEM HANDLING.................................................................................................................. 86

Manage Product Offering Inventory .................................................................................................................. 125

Deliver Invoice Information .............................................................................................................................. 166

Develop Contact ................................................................................................................................................ 251

Determine Required Customer Data ................................................................................................................. 290

Perform Specific Customer Problem Diagnostics ............................................................................................. 332

Distribute Customer QoS/SLA Management Reports & Summaries ................................................................. 372

Enable Service Quality Management ................................................................................................................ 414

Allocate Specific Service Parameters to Services .............................................................................................. 460

1.1.2.3.4 TRACK & MANAGE SERVICE PROBLEM ................................................................................................... 505

Report Resource Provisioning ........................................................................................................................... 641

Engaging External Suppliers ............................................................................................................................. 686

Administer Registration and Access .................................................................................................................. 771

Manage S/P Inventory Repository .................................................................................................................... 817

Generate S/P Problem Peport ........................................................................................................................... 858

Create S/P Performance Degration Report ....................................................................................................... 896

1.2.1.2 PRODUCT & OFFER PORTFOLIO PLANNING ................................................................................................. 933

Co-ordinate Product Capability Delivery ......................................................................................................... 971

Identify Opportunities and Requirements ........................................................................................................ 1009

Manage Channel Capability ............................................................................................................................ 1048

1.2.2.2 SERVICE CAPABILITY DELIVERY .............................................................................................................. 1087

Gain Service Business Proposal Approval ...................................................................................................... 1127

Define Resource Support performance standards ........................................................................................... 1166

Resource Development & Retirement .............................................................................................................. 1206

1.2.4.1.2 ESTABLISH SUPPLY CHAIN STRATEGY & GOALS ................................................................................... 1246

Manage Supply Chain Contract Variation ...................................................................................................... 1286

Manage Business Continuity Methodologies ................................................................................................... 1327

Enterprise Performance Assessment ............................................................................................................... 1370

HR Policies & Practices .................................................................................................................................. 1407

Figure 1. CRM Support & Readiness decomposition into level 3 processes............................... 52

Figure 3. Support Order Handling decomposition into level 4 processes ................................... 73

Figure 4. Support Problem Handling decomposition into level 4 processes............................... 86

Figure 5. Support Retention & Loyalty decomposition into level 4 processes............................ 95

Figure 6. Support Marketing Fulfillment decomposition into level 4 processes ......................... 98

Figure 7. Support Selling decomposition into level 4 processes ............................................... 100

Figure 9. Manage Campaign decomposition into level 4 processes .......................................... 114

Figure 29. Charging decomposition into level 3 processes ........................................................ 218

Figure 45. Selling decomposition into level 3 processes ............................................................ 269

Figure 48. Negotiate Sales/Contract decomposition into level 4 processes.............................. 284

Figure 107. Enable Resource Performance Management decomposition into level 4

Figure 153. Determine S/P Pre-Requisition Feasibility decomposition into level 4

Figure 193. Define Marketing Capability Requirements decomposition into level 4

Figure 196. Manage Handover to Marketing Operations decomposition into level 4

Figure 200. Develop Product Commercialization Strategy decomposition into level 4

Figure 218. Develop Service Partnership Requirements decomposition into level 4

Figure 239. Develop Resource Partnership Requirements decomposition into level 4

Figure 248. Manage Handover to Resource Operations decomposition into level 4

Figure 252. Develop Detailed Resource Specifications decomposition into level 4

eTOM Business Process Framework

describing a Business Operations Map for processes involved in

Process Associations and IDs

Process Decompositions & Descriptions