eTOM教学讲义(流程)

eTom过程框架概述eTOM，是enhanced Telecom Operations Map的英文首字母缩写，英文全称为enhanced Telecom Operations MapTM(eTOM)，即增强的电信运营图(eTOM)，使信息和通信服务行业的业务流程框架。

eTOM现在已经发布到8.0版本。

eTOM不是一种服务提供商的业务模型，它不陈述服务提供商的目标客户、服务提供商所服务的市场、服务提供商前景、任务等。

eTOM是一种业务流程模型或框架，是业务模型策略的一部分，是为服务提供商提出计划。

eTOM是基于TOM(Telecom Operation Map)发展而来的，TOM侧重的是电信运营行业的服务管理业务流程模型，关注的焦点和范围是运营和运营管理，但是没有充分地分析电子商务对商业环境、业务驱动力、电子商务流程集成化要求的影响，也没有分析日渐复杂化的服务提供商的业务关系。

eTOM为把TOM扩展到整个企业架构，并陈述对电子商务的影响。

它消除了TOM中企业管理(公司型)流程、市场营销流程、保留客户流程、供应商和合作伙伴管理流程之间的隔膜等。

eTOM 中的“e”，其含义既深刻而又丰富。

“eTOM”中的“e”常规指“增强”之意，但它却包含了与业务流程框架有关的很多观念，如：企业流程(Enterpriseprocesses)，电子商务激活(eBusinessenabled)，扩展的(Expanded)每事 (Everything)、每处(Everywhere)、每时(Everytime)等含义。

eTOM是一种业务流程模型或框架，它为服务提供商提供所要求的企业流程，但它不是业务模型。

它不陈述以下策略问题：谁是服务提供商的目标客户，服务提供商所服务的市场是怎样的，以及服务提供商的愿景如何、任务是什么等等。

eTOM 较好地代表了电信运营业的真实世界，很多服务提供商(包括了系统集成商、ASP 和软件供应商)已经在运用eTOM，因为他们在采购软件、设备，以及面对愈加复杂的业务关系网络中与其它服务提供商的接口，都需要行业的标准框架。

eTOM 、ITIL 和网络资源管理流程一、eTOM 和ITIL 简介（一）eTOM 简介eTOM ，英文全称为enhanced Telecom Operations Map ，即增强的电信运营图，作为NGOSS 的业务视图，由TMF （电信管理论坛）提出的TOM 模型发展而成，2001年出版1.0版本，目前最新版本为2010年8月提交的9.0版本。

eTOM 在整体上被分为3个过程组，分别是战略、基础设施和产品过程（Strategy 、Infrastructure&Product ）、运营过程（Operations ）和企业管理过程（Enterprise Management ），以及4个水平层次，分别是市场、产品和客户过程、服务过程、资源过程以及供应商/合作伙伴过程。

其概念层框架如下：在概念层框架（即LEVEL0视图）的基础上，逐级进行细化，最终形成4级视图，分别是LEVEL0、LEVEL1、LEVEL2和LEVEL3视图，在此不对细化视图做一一展开。

（二）ITIL 简介ITIL ，英文全称为Information Technology Infrastructure Library,即信息技术基础架构库，由由英国政府部门CCTA(Central Computing and Telecommunications Agency)在20世纪80年代末制订，共有V1、V2、V3三个版本，其中V2应用最广，被誉为IT 服务管理的最佳实践（以下ITIL 均指ITIL V2）。

ITIL 的架构如下图： 客户运营市场，产品和客户服务资源（应用，计算和网络）供应商/合作伙伴供应商/合作伙伴企业管理股东 员工Stakeholders战略，基础设施&产品 图1业务过程框架—Level 0视图其中核心模块为服务管理模块，有服务提供（Service Delivery）和服务支持（Service Support）2个流程组共10个关键流程，以及服务台（Service desk）1个功能。

Process Market Strategy & PolicyCategory: (2) Process TypeDescriptionMarket Strategy & PolicyShort Description:Market Strategy & Policy processes develop market segmentations for the enterprise and develop the marketing strategies for each market segment or set of target customers. The decision is made as to what markets the enterprise wants to be in, and how it plans to enter or grow in these markets. This will be done based on multiple inputs including Enterprise Strategies, Market Research, Market Analysis.Process Product and Offer PortfoPlanning & Mgt. Category: (2) Process TypeDescriptionProduct & Offer Portfolio Strategy & Policy PlanningShort Description:Product & Offer Portfolio Strategy & Policy Planning processes develop strategies for products at the portfolio level. The decision is made as to what product types the enterprise wants to be in, 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.(Partial Draft from Release 1--review and possbile rewrite required) Purpose/Description:Provide cross- product and service coordination and management functions at the Product family, Business Unit or Enterprise level. This process includes managing the resource priority and negotiation process, ensuring linkage and consistency of product plans, ensuring conflict and risk resolution, as well as ensuring synergies are recognized and maximized. These processes are basically program management processes. The processes direct Product Portfolio changes and manage interdependencies.The Product and Offer Strategy and Policy processes develop Product Portofolio strategies of the enterprise and the enterprise policies for products and services offered by the firm. The processes assure consistency across products and services to suit the strategies. These processes set theProduct and Service framework for the enterprise. Both the functional processes, as well as Supply Chain and Infrastructure Lifecycle Management processes, impact the Product and Offer Portfolio Strategy and Policy processes. Some of the best examples are in the area of cost management: -Access cost is huge component of a communications service provider's service cost for many services. The Product and Offer Portfolio Strategy and Policy processes will drive cost reduction strategies in the Supply Chain Lifecycle Management processes.-Unit cost is a key measure for the enterprise of the functional processes. Again, Product and Offer Portoflio Strategy and policy would define key areas for cost reduction that would result in Supply Chain or Infrastructure processes as triggers.New infrastructure capabilities can be a key trigger to mean an entirely new product portfolio. Product and Offer Portfolio Strategy and Policy takes information and analysis from all areas of the business and market information to define product and service portfolio policies that will succeed in the marketplace. Product and Offer Portfolio Strategy and Policy are the driving forces of the enterprise. They drive changes across the operations processes to provide products and services to the customer per their expectations and for what will be competitively successful in the market. These strategies and policies drive infrastructure development and support for the capacity and capability required to provide products and services to customers that meet customer expectations and that will competitively successful. The Product and Offer Portfolio Strategy and Policy processes facilitate priority decisions and cross- product and resource issues and drive their implementation.Process Product & Offer BusinesPlanning & Commit Category: (2) Process TypeDescriptionProduct & Offer Business Planning & CommitmentShort Description:Product & Offer Business Planning & Commitment processes provide cross- product and service coordination and management functions at the Product family, Business Unit or Enterprise level. These processes develop annual and multi-year product and/or offer plans for a product or service that includes product or service forecasts, negotiation for required level of resources, gaining interdepartmental, process, infrastructure and supply chain commitment and executive approval, as well as communicating the plan. The outcome is approved Business Cases which will initiate delivery or development activities.(Partial Draft from Release 1--review and possbile rewrite required) Purpose/Description:Develop annual and multi-year product and/or offer plans for a product or service that includes product or service forecasts, negotiation for required level of resources, gaining commitment and approval, as well as communicating the plan.The product plan is the documentation of the profit and loss commitment to the firm and how it will be achieved. The majority of pricing decisions are set or planned through this process.The Product Plan is the plan of record and commitment to the Business Unit or Enterprise for a product's/service's performance across all key business metrics, customer satisfaction metrics and customer direct measures of quality.Some of the business metrics may include:-Profit Margin-Total and Timing of Revenue-Collectible Percentage-Amount of Discounting-Unit Costetc.Some of the Customer, Direct Measures of Quality may include-Intervals-% Completion on Time-Number of Orders Backlogged-Call Pick-up Time-Mean Time to Repair-Bills Mailed on TimeEtc.Some of the Customer Satisfaction metrics may include:-Satisfaction with service delivered-Knowledge of contact associate-Courtesy of contact associateEtc.The Product Plan should not be viewed as a static document or process. It should have an update process with a start and end that keeps it vibrant andtimely.Business Rules:Level of Approval RequiredCommitment Level RequiredSpecific Schedule AdherenceRevenue, Unit and Unit Cost forecast elements requiredDirect and Indirect cost handlingTax handlingStarts with (pre-condition):Beginning of planning cycle or plan update requiredInput/From:Inputs include: forecasts, product improvement ideas, unit cost targets, revenue targets, new products or feature ideas, process improvement ideas or plans, budget envelopes, timelines, etc.All processes and/or organizations required to directly support the product or service input to the product plan. This process is usually executed at an individual product or service level. The processes may have some elements handled at a more global, e.g., product family. In large service providers an aggregated planning function may be involved that brings together requirements for products or services to drive change and commitment from another process. This could be aimed at the Infrastructure Lifecycle Management processes, a particular supplier or partner, etc.Review and approval/ManagementCommitment/Process and/or organizational managementOutput/To:Requests for input, plans, recommendations, forecasts, negotiation, commitment and approval to other processes and organizations Forecasts and Targets to Sales organization for revenue. In enterprises that have made progress with CRM, revenue targets may be provided for other functions as well, e.g., billing or account inquiry or problem handling.Unit cost targets/ all key organizations supporting the product directly Ends with (post-condition):Committed, Approved and Communicated PlanUpdates as product plan is executed should and do occur.Process activities or steps:See process flow once developed.Functions:Many functions across the enterprise have to support Product Planning, e.g., Financial Management, CRM Planning and Development, Service Planning and Development, Resource Planning and Development, Marketing, Supplier/Partner Planning and Development processes. Product and Offer Management and Development manage the process, but are also accountable for many inputs to the process, many activities within the process and utilized many of the outputs of the process.Product and Offer Planning and Commitment processes are usually done in a product team approach.Information Required:Revenue and Unit Actuals and ForecastsMarket Research DataCustomer Satisfaction DataProcess Performance DataHeadcount, budget and unit cost forecastsRequirements:To be developed at a later dateHints: Not applicable at this levelReference/source:NoneAccountable: Product Management and DevelopmentProcess Product & Offer Capability Delivery Category: (2) Process TypeDescriptionProduct & Offer Portfolio Capability DeliveryShort Description:Based on the Product strategy for the enterprise, the Product & Offer Portfolio Capability Delivery processes manage the delivery and build of new or changed Product capabilities e.g. Third-generation Mobile Telephony national NetworkProcess CRM Capability DeliveryCategory: (2) Process TypeDescriptionCRM Capability DeliveryShort Description:Based on the Market and Product strategy for the enterprise, the CRM Capability Delivery processes manage the delivery and build of new or changed CRM capabilities e.g. ability to identify, save, manipulate and retrieve and apply new types if knowledge about customersProcess Product Development & Retirement Category: (2) Process TypeDescriptionProduct Development and RetirementShort Description:Product Development and Retirement processes develop and deliver new products or services and product or service enhancements and new features ready for implementation by the Operations processes. Product Development and Retirement processes are project oriented, as ongoing Product Management is a process within Operations. The key measures of this process are how effectively are the enterprise抯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.Process Sales and Channel DevelopmentCategory: (2) Process TypeDescriptionSales & Channel DevelopmentShort Description:Sales & Channel Development processes develop the Sales and Channel support and response for new and existing products and services, as well as existing and potential customers. Sales Development is heavily related to Sales Management in the Operations process area. Sales Development processes develop product related compensation plans, define product revenue targets, develop product related sales training, develop prospect identification methodology, develop selling processes/methods and procedures for new products. Channel Development processes define channels for selling the enterprise抯products. It develops or ensures development of channel ability to sell and support products. Channel Development processes include negotiating for the specific channel, defining or updating the account management process, developing pricing for a specific channel, etc.Process Marketing Communications & Promotion Category: (2) Process TypeDescriptionMarketing Communications & PromotionShort Description:Marketing Communications & Promotion processes deal with overall communication to customers and markets. Marketing Communications processes develop and manage communications to the market, prospects and existing customers. Communications involves both the message and the media. Marketing Communications can develop a message and manage its delivery through a bill insert, phone communication with customers and/or a magazine ad. Marketing Communications develops and manages interfaces with press/news, e.g., schedules press interviews, manages an editorial calendar to plan placements, etc.Marketing Promotion on the other hand is the development of specific promotions to sell products, retain customers, and bring in new customers. 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. Marketing Promotion processes work with all other processes of Marketing, Sales and Offer, Brand Management, Market Research and Advertising Management todesign marketing promotions and advertising, to determine trade show participation and presence, to support product introductions, etc. 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.(Partial Draft from Release 1--review and possbile rewrite required) Purpose/Description:Marketing Communications and Brand Management processes are heavily tied to Marketing Promotion processes. They are a higher level from some of the other Marketing, Sales and Offer Management processes because they deal with overall communication to customers and markets. They also deal with plans and approaches to brand management. For example, Offer and Product Management processes usually have to have Brand Management approval for new products or promotions that may impact the image of the brand. Brand Management develops and delivers, through Marketing Promotions process, brand advertising.Process Product Management & Development Asses Category: (2) Process TypeDescriptionProduct, Marketing & Customer Performance AssessmentShort Description:Product, Marketing & Customer Performance Assessment processes assess whether the Marketing & Offer Management processes are meeting their goals of delivering changes and improvements to the CRM Processes.★★★★★★★★★★★★★★★★★★★★★★★★★★★★★★★★★★★★★Process CRM Operations Support & Process Manag Category: (2) Process TypeDescriptionCRM Operations Support & Process ManagementShort Description:CRM Operations Support & Process Management processes monitor and control the CRM processes, from a general, a cost, a Quality Performance and an Assurance point of view. These processes also ensure the operability of the required IT and Communications Systems, and the Workplace facilities in support of CRM processes. They also include assuring that staff schedules are adapted to the day-by-day requirements of operations, as well as providing general support for the personnel.。

借助eTOM模型，提升服务管理一、 eTOM介绍eTOM（enhanced Telecom Operation Map）增强的电信运营图，是电信管理论坛TMF制定的一个针对电信企业的业务过程标准，是由世界上众多电信运营商、软件开发商、系统集成商和通信设备提供商根据实践提炼、总结出来的一套适用于电信行业的业务过程框架，是对电信企业业务活动和经营行为的抽象和归纳，是电信行业标准。

eTOM从业务的视角对电信企业的经营活动进行了整体描述，它将企业环境分为三个部分，分别是战略、基础设施和产品过程域（SIP）、运营支持域（OPS）和企业管理域（EM），如图1所示。

战略、基础设施和产品过程域指导运营支持域，包括策略的开发、基础设施的构建、产品的开发和管理、供应链的开发和管理。

运营支持域是eTOM的核心，它既包括日常的运营支撑过程，如从前台到后台的开通、保障和计费端到端的流程组，也包括为这些运营支撑提供条件的准备过程以及销售管理和供应商、合作伙伴关系管理。

企业管理域则包含了运作和管理一个大型企业所需要的基本业务过程。

eTOM横向分为四个功能组，由上到下分别是市场管理和客户关系管理、服务开发管理与运营、资源开发管理与运营、供应链开发管理和供应商合作伙伴关系管理；纵向分为七个端到端流程，分别是战略与决策、基础设备生命周期管理、产品生命周期管理、运营支持与准备、服务时限、服务保障和服务计费。

横向功能组和纵向流程相结合，组成了复杂的企业行为过程，以便为客户提供满意的服务。

eTOM作为电信运营业务流程的向导蓝图和BSS/OSS发展和集成的始发点，有助于推动基于NGOSS解决方案运营支撑系统的开发。

对电信运营商来说，eTOM为企业内部的流程重组、为与运营商、合作伙伴及其他企业建立战略联盟提供了一个中立的参考点；对于软件开发商来说，eTOM勾画出了未来运营支撑系统的功能模块、输入、输出以及组件之间的接口。

图1：eTOM一级流程图二、 eTOM对服务管理的指导意义eTOM的目的是通过实现管理企业所需的商务过程驱动途径来不断为本行业规划前景，使各商家能够成功地竞争，包括为与服务提供和支持有关的所有关键的企业支持系统的集成提供保证。

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