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UNLEASHING THE

POWER OF PROCESS
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2 0 1 2 | www. t mf or um. or g
BUSINESS
PROCESS
FRAMEWORK
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www.tmforum.org/unzippingthedigitalworld
A NEW BOOK BY KEITH WILLETTS
UNZIPPING THE
DIGITAL WORLD
KEITH WILLETTS
A digital tsunami is feeding on itself
driven by cloud, mobile broadband,
smart devices and a mushrooming
internet of things enabling every
sector of every business to rethink
how business is done - almost anything that can
be digital will be. Willetts unzips the market with a
no holds barred picture of what todays giants need
to do to thrive and survive in the rapidly expanding
digital world and presents a practical series of
steps on how to exploit the massive opportunities
the digital economy presents.

TWO THUMBS UP! THE FUTURE FOR OPERATORS
WILL COME FROM EXPLOITING NEW SOURCES OF
REVENUE IN THE DIGITAL WORLD WHICH ARE SO
WELL SET OUT AND EXPLORED IN THIS BOOK.
PAUL BERRIMAN, CHIEF TECHNOLOGY OFFICER, PCCW
AUTHOR, TM FORUM CO-FOUNDER AND CHAIRMAN, COMMUNICATIONS WEEK TOP 25
INDUSTRY VISIONARY, BRITISH COMPUTER SOCIETY AND BT GOLD MEDAL AWARD WINNER.
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2012. The entire contents of this publication are protected by copyright. All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or
by any means: electronic, mechanical, photocopying, recording or otherwise, without the prior permission of the publisher, TeleManagement Forum. TM Forum would like to thank the sponsors and
advertisers who have enabled the publication of this fully independently researched report. The views and opinions expressed by individual authors and contributors in this publication are provided in
the writers personal capacities and are their sole responsibility. Their publication does not imply that they represent the views or opinions of TeleManagement Forum and must neither be regarded as
constituting advice on any matter whatsoever, nor be interpreted as such. The reproduction of advertisements and sponsored features in this publication does not in any way imply endorsement by
TeleManagement Forum of products or services referred to therein.
Report authors:
Rob Rich, Managing Director,
TM Forum Insights Research
rrich@tmforum.org
Annie Turner,
Publications Managing Editor, TM Forum
aturner@tmforum.org
Editor:
Claire Manuel
cmanuel@tmforum.org
Creative Director:
David Andrews
dandrews@tmforum.org
Commercial Sales:
Mark Bradbury
mbradbury@tmforum.org
Senior Publisher:
Katy Gambino
kgambino@tmforum.org
Client Services:
Caroline Taylor
ctaylor@tmforum.org
Head of Marketing:
Lacey Caldwell Senko
lsenko@tmforum.org
Report Design:
The Page Design Consultancy Ltd
Head of Research and Publications:
Rebecca Henderson
rhenderson@tmforum.org
Advisors:
Keith Willetts, Non-executive Chairman, TM Forum
Martin Creaner, President and Chief Executive
Ofcer, TM Forum
Nik Willetts, Chief Strategy Ofcer, TM Forum
Published by:
TM Forum
240 Headquarters Plaza
East Tower, 10th Floor
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USA
www.tmforum.org
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Fax: +1 973-944-5110
ISBN: 978-0-9857635-1-0
TM Forums research reports are free to all employees of our member companies
and can be downloaded from our website once theyve registered.
Page 4 Executive summary
Page 6 Section 1
Introduction: The need for standards,
TM Forums Frameworx proven blueprint
for success, and where the Business Process
Framework ts in
Page 10 Section 2
The Business Process Framework in
more detail and what it can do for you
Page 15 Section 3
Proof that conformance with and adoption of
the Business Process Framework brings
massive business benets
Page 18 Section 4
Conclusions and recommendations
Page 19 Sponsored feature
Amdocs and TIM Brasil
BUSINESS PROCESS FRAMEWORK:
UNLEASHING THE POWER OF PROCESS
Report prepared for Pinkesh Parekh of Clarity. No unauthorised sharing.
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BUSINESS PROCESS FRAMEWORK:
UNLEASHING THE POWER OF PROCESS
Service providers of all kinds need to transform
their service operation platforms to being
highly integrated, automated and exible, or
they cannot ourish in the longer term. They
need the business agility to offer sufciently
good customer experience at a cost that
enables them to compete.
In Section 1 we look at why taking a custom-
engineered approach to doing this is highly
likely to be too slow, risky and expensive.
Automation and simplication are the order
of the day, both of which need a standardized
approach if their advantages are to be fully
exploited.
TM Forums Frameworx suite of standards
is the result of ongoing collaboration
development by TM Forums member
companies from across the industry.
Frameworx is driven by service providers
requirements, and is constantly evolving in line
with market needs. Frameworx is exclusively
available to TM Forum members, who
represent more than 90 percent of the worlds
communications subscribers.
According to the ndings of TM Forums rst
ever Frameworx Adoption Survey, published
in November 2011, TM Forums Frameworx
helps reduce the high costs associated with
integration. Some 74 percent of overall
respondents cited Frameworx as an important
enabler for reducing the costs and risks
associated with integration. Some 67 percent
are already reporting measurable benets
from having data standardized within the
organization.
In Section 2, we look at one of the key
elements of Frameworx, the Business
Process Framework. Without a clear and
comprehensive view of the end-end business
processes running either inside a service
provider or between them and their partners
in an ecosystem its simply not possible to
run a business efciently.
The Business Process Framework (formerly
known as eTOM) is an industry-agreed,
comprehensive and multi-layered view of all
the key business processes that any digital
service provider needs to run their business. It
provides a guide to best practice and a target
process template for use either within or
between service providers in the ecosystem.
Although long-established, it continues to
evolve rapidly to meet changing needs; for
example, some 800 new processes were
added to the existing 400 covered by the
Framework in its latest version, under the
Frameworx 12 umbrella announced in
May 2012.
Executive summary
TM Forums Frameworx suite of standards is the result
of ongoing collaboration development by TM Forums
member companies from across the industry.
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The Business Process Framework
delivers substantial business benets
The Business Process Framework is
supported by a range of off-the-shelf tools
and comes in machine readable as well as
document-based formats (a key advantage in a
market where speed is crucial). This includes
Conformance Certication up to Level 4 of the
Business Process Framework for Products and
Solutions, and Implementation which bring
great advantages to both procurer and seller,
as we explore.
To maximize its effectiveness and
application, TM Forum has worked with
standards bodies to align the Business Process
Framework with other international standards
(and thereby improve their effectiveness
too), including ITIL, TOGAF and the ITU-T
Recommendation M.3050.
In Section 3 we look at evidence of exactly
how the Business Process Framework delivers
substantial business benets (including how
it works with the other Frameworx elements)
through very different case studies:
n China Unicom generates an addition $1 billion
a year in savings and new revenues, and
got its new marketplace and hub off to a
staggering start;
n U.S. cable company Charter Communications
has cut its annual IT spend by 60 percent
and greatly increased the consistency of its
customers experience, which has brought
benets to the company too; and
n Vodafone D2 gained savings of 47 percent
in capital expenditure and 68 percent in
operating expenditure through its move
from resource- to customer-centric fault and
service management.
Section 4 summarizes the main benets
of Frameworx and the Business Process
Framework in particular. It provides
information about how TM Forum members
can play an active role and inuence the
continuing development of the Framework to
accommodate their ever-changing needs in our
dynamic marketplace.
To maximize its effectiveness and application, TM Forum has worked
with standards bodies to align the Business Process Framework with
other international standards (and thereby improve their effectiveness).
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BUSINESS PROCESS FRAMEWORK:
UNLEASHING THE POWER OF PROCESS
Introduction:
The need for standards, TM Forums Frameworx proven blueprint
for success, and where the Business Process Framework ts in
Section 1
It is a harsh reality for service providers of all
kinds that unless they transform their service
operation platform to being highly integrated,
automated and exible, they will not ourish in
the longer term. They need the business agility
to offer sufciently good customer experience
at a cost that enables them to compete. Taking
a custom-engineered approach to doing this is
highly likely to be too slow, risky and expensive.
On the other hand, according to the ndings
of our rst ever Frameworx Adoption Survey,
published in November 2011, respondents told
us that TM Forums Frameworx helps reduce
the high costs associated with integration.
Some 74 percent of overall respondents
cited Frameworx as an important enabler for
reducing the costs and risks associated with
integration. Some 67 percent are already
reporting measurable benets from having data
standardized within the organization.
To thrive in the digital economy, three main
things need to happen to communications
providers operational processes and systems
to be competitive in the digital economy:
n Automation: driving high levels of process
automation using a sophisticated integration
technique. This provides operational exibility
designed to accommodate change instead
of a simple but rigid hardwired approach
designed for a single function or service.
n Simplication: reducing the number of
moving parts, that is, deploy the minimum
number of systems by moving to common
systems that support multiple services rather
than building a service delivery chain for
each individual product or service.
n Standardization: fragmentation of
processes, information and systems leads
to a lack of business agility, higher operating
costs and lower customer experience levels,
like trying to build a house with different
sized and shaped bricks.
Achieving these goals needs strong, clear
governance over the processes and systems
used end-to-end. If multiple partners are
involved in the delivery of a service, clear
guidelines between them are essential. A
common architecture should be at the heart
of this governance to ensure that all parts of
the company are working together (not against
each other) regarding the business models and
processes that are to be used to create and
deliver services.
Further, there needs to be a uniform
approach to the structure of information that
ows around all the processes; a consistent
set of business applications that are used to
automate the processes and information; and
a standard approach to how the whole is glued
together which is a good, high-level way of
describing the purpose of TM Forums suite of
standards, Frameworx.
TM Forum is a not-for-prot organization
owned by its members, which now total
almost 1,000 companies across 200 countries.
They include more than 230 service providers
whose customers collectively account for
90 percent of the worlds communications
subscribers (and 85 percent of the worlds
revenues from communications) and 90
percent of the systems and software used to
run those services.
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There is no such thing as a billion-dollar
idea, only billion-dollar execution
The Frameworx suite is constantly rened and
evolved to meet new and changing needs by
the Forums unique Collaboration Community,
which has more than 60,000 individuals active
right across its range of endeavors. Their joint
motivation is to accelerate the development
of the standards and best practices they need
through cooperation. In the process they keep
costs down and share innovation and expertise,
with all TM Forums members beneting
from working on the things that are common
to all service providers (functions like order
management processes, problem management
processes, billing and payment processes and
so on).
The old argument that service providers need
proprietary systems, designed and engineered
to attain differential advantage is not true.
Designing custom business processes in-house
demands customized software systems to
automate them. This in turn leads to inated
IT budgets, typically with customization and
integration costs being at least ve times the
cost of packaged software, and thats without
taking updates (which are typically exceedingly
time-consuming, slow, expensive and limited in
scope) into account.
Commercial off-the-shelf (COTS) systems
have big advantages. There is a large pool
of trained, skilled staff who can work on
them because theyre readily available and
the suppliers have economies of scale from
building once and selling many times. COTS
kit should be a lot cheaper and, if they follow
open standards, the time and costs involved
in integrating multiple systems into automated
process chains is reduced massively which
is where conformance certication comes in,
which we explore in the next chapter.
As has been noted, there is no such thing as
a billion-dollar idea, only billion-dollar execution
(see the China Unicom case study on page 15
for a literal, true example of this). Delivering
good service and desirable services on a
massive scale, without your operating costs
killing you, is a tough challenge. It is getting
more difcult all the time as more parties are
involved in the ecosystem and there is rising
pressure to get products to market faster.
It makes more sense to look at where big
differential advantage can be had and focus
resources and customization efforts on that
small number of areas while sourcing the
majority of your operational capability on the
open market, using established suppliers and
orchestrating them to deliver an operational
infrastructure based on proven standards.
Figure 1-1 provides some ideas about
what should be standardized and where
differentiation should focus.
Infrastructure
IT and support systems
Data architecture
Integration architecture
99% of business
processes
Standardize Differentiate
Brand and market image
Service innovation, quality
features and packaging
Customer experience
Systems configuration
Creative use of data
analytics
Figure 1-1: Balancing standardization and differentiation
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BUSINESS PROCESS FRAMEWORK:
UNLEASHING THE POWER OF PROCESS
Which brings us back to Frameworx.
TM Forums Frameworx suite of standards
provides the blueprint for effective business
operations through a common, service oriented
process framework. It was originally conceived
for communications service providers, but its
application is much wider because very few
processes are specic to communications
providers: most are generic business
processes The Framework is deployed in
sectors including defense, cable and utilities,
with work in progress on how best to exploit
its attributes in emerging areas including
eHealth and smart grid.
Service oriented architecture (SOA) is based
on a set of principles and methodologies for
designing and developing software in the
form of interoperable services. These services
are well-dened business functions built as
reusable software components, which, like
Lego bricks, have a simple, uniform way of
plugging together, but can be used in an almost
endless variety of congurations, and come in
many shapes and sizes.
This is only the beginning though. These
elements in an SOA-based architecture contain
intelligence that allows other SOA services
to recognize the capabilities each offers and
they can negotiate with each other. This
applies either within a service providers own
environment or where it interoperates with
third parties systems to provide services to
other customers, who may or may not be the
end users. It is a much, much more efcient
and exible way of working than the hard-
wired approach, which, apart from being
expensive to develop and even more expensive
to maintain, is a handicap in todays world of
services that is constantly in ux.
SOAs also provide a mechanism to facilitate
this negotiation, called domains. This concept
is fully supported within Frameworx (but
termed a platform for historical reasons). In this
context, the platform is a black box into which
you put all your systems, processes and people
who perform a specic business function. For
example, customer management functions and
systems could be such a platform.
The platform allows all the complexity of
customer management to be hidden from
the rest of the business by simply dening
a set of services that the platform offers to
other systems. These services (called business
services in Frameworx), dene the functions
performed by the platform, the service level
agreements underpinning them and also
organizational policy constraints.
A service provider can use the platform
concept to aggregate its systems into a
dened set of platforms based on its business
model. As the business model evolves, the
organization looks at what business services
are needed to support its new goals and how
they could be combined into new platform
denitions to the necessary architectures. This
is the basis of it transformation planning.
Every service provider and where they are
starting from and where they want to go, is
different, which is why Frameworx denes a
reference set of 15 platforms and associated
business services as a starting point for
developing a Frameworx-based SOA.
This seemingly simple concept has two
profound implications. First, the focal point
becomes the touch points, or business
services, between platforms, which in turn
consolidates many functions into a platform-
based view. This dramatically reduces the
number of interfaces needed and enables
those services to be connected together
quickly to create new end-to-end business
processes.
The second big benet is that since these
processes may run across separate providers,
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To drive a program of change, senior executives
must be able to see where the problems are
TM Forums Business Metrics are mapped to the
Business Process Framework and provide a way to measure
success based on an holistic, balanced scorecard.
a platform can be placed anywhere in the
service ecosystem. This is a big help in
facilitating business decisions where you are
using partners to provide capabilities to support
specic goals.

Frameworx in more detail
The Frameworx suite consists of four main
components plus a number of supporting
services to aid its understanding and
implementation (see next section for more
details). Each of the components can be
used separately, the real benet comes
from using them in combination. The main
components are:
n The Business Process Framework
(sometimes known by its former name
eTOM) a comprehensive standardized
process architecture for both business and
functional processes (explored in much
greater detail in the next section).
n The Information Framework (sometimes
known by its former name SID) a common
reference model for enterprise information
that digital service providers, software
providers and integrators use to describe
management information.
n The Application Framework (sometimes
known by its former name TAM) which
provides a common language between
digital service providers and their suppliers to
describe systems and their functions, as well
as a common way of grouping them.
n The Integration Framework which delivers
a service oriented integration approach with
standardized interfaces and support tools.
TM Forums Business Metrics
and Benchmarking program
TM Forums Business Metrics are mapped
to the Business Process Framework and
provide a way to measure success based on
an holistic, balanced scorecard. It is hugely
helpful for service providers to compare their
key operational areas to those of their peers,
otherwise its too easy to get lost in the detail
of key performance indicators (KPIs) and
benchmarks. To drive a program of change,
senior executives must be able to see where
the problems are and where they can best
invest for short- and long-term gains.
TM Forums Business Metrics and
Benchmarking program is used by more than
170 service providers from over 65 countries.
It denes and gathers quantitative metrics,
from tactical to business performance data
and conducts qualitative surveys on topics of
interest to service providers. As the metrics
are industry standard, they allow cross-industry
comparison year-on-year, enabling the plotting
of trends to support informed business
decisions.
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BUSINESS PROCESS FRAMEWORK:
UNLEASHING THE POWER OF PROCESS
The Business Process Framework
in more detail and what it can do for you
Section 2
The Business Process Framework is the heart
of the TM Forum Frameworx suite of standards.
Without a clear and comprehensive view of
the end-end business processes running either
inside a service provider or between them and
their partners in an ecosystem its simply not
possible to maximize business effectiveness. By
this we mean achieve high levels of business
agility and offer great customer experience with
the lowest possible operating costs.
A consistent view across an entire process
chain is critical to prospering in the digital
services market, but many large organizations
only have a high-level, limited view of their
processes and cannot access the level of
detail they need to make informed decisions or
service improvements.
The Business Process Framework is an
industry-agreed, comprehensive and multi-
layered view of all the key business processes
that a digital service provider needs to run their
business. It provides a guide to best practice
and a target process template for use either
within or between service providers in the
ecosystem. Its supported by a range of off-
the-shelf tools and comes in machine readable
as well as document-based formats (a key
advantage in a market where speed is crucial).
The Business Process Framework represents
the whole of a service providers enterprise
environment in a hierarchy of process elements
that capture the details of those processes at
various levels.
At the conceptual level, the Framework has
three major process areas, reecting main
focuses within typical enterprises:
n Strategy, Infrastructure, and Product,
covering planning and lifecycle management;
n Operations, covering the core of operational
management;
n Enterprise Management, covering corporate
or business support management.

The Business Process Framework groups
processes as follows:
Strategy, Infrastructure & Product Operations
Strategy
& Commit
Infrastructure
Lifecycle
Management
Product
Lifecycle
Management
Operations
Support &
Readiness
Fulllment Assurance Billing &
Revenue
Management
Enterprise Management
Strategic & Enterprise
Planning
Enterprise Risk
Management
Enterprise Effectiveness
Management
Knowledge & Research
Management
Financial & Asset
Management
Stakeholder & External
Relations Management
Human Resources
Management
Marketing & Offer Management
Resource Development & Management
(Application, Computing and Network)
Supply Chain Development & Management
Customer Relationship Management
Service Management & Operations Service Development & Management
Resource Management & Operations
(Application, Computing and Network)
Supplier/Partner Relationship Management
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The Business Process Framework simplies and assures
consistent, enterprise-wide implementation of ITIL
n Vertical groupings focus on end-to-end
activities (for example, assurance). Each
group links customers, supporting services,
resources and supplier/partners. These
vertical groupings represent a lifecycle
view, moving left to right across the
Framework schematic as shown above.
n Horizontal groupings focus on functionally
related areas (for instance, customer
relationship management). They groupings
represent a layered view of the enterprises
processes, moving from top to bottom,
with the customers and products supported
by the underlying services, resources and
interaction with suppliers and partners.
n Where a vertical process grouping and a
horizontal process grouping intersect across
the map, further process detail can be
applied in either that horizontal or vertical
context, according to the users needs.
The Framework process structure uses
hierarchical decomposition, so that enterprise
business processes are successively
decomposed in levels that expose increasing
detail, with Level 1 providing the fewest
specics and Level 4 the most. The Business
Process Framework denes the process
structure, with descriptions, linkages between
these processes, identication of potential
interfaces, inputs and outputs, as well as other
key elements.
The most recent version of the Business
Process Framework is embodied in Frameworx
12 (please go to www.tmforum.org/Fx2012 for
extensive resources and information).
In addition, as digital services become
more software-centric, the core service
creation and delivery processes need to be
well integrated with management processes.
With this in mind there has been and is
ongoing collaboration between TM Forum and
other standards organizations, this is to both
extend the applicability, effectiveness and
ease of deployment of Frameworx and the
complementary standards. They include itSMF,
which is responsible for the internationally
recognized and widely deployed IT process
standard, ITIL.
ITIL alignment
The Business Process Framework simplies
and assures consistent, enterprise-wide
implementation of ITIL by providing an out-of-
the-box set of business processes and ows.
ITIL is dened in terms of a set of suggested
generic process steps (without detailed
denitions of the processes themselves),
plus a means to provide evidence that an
organization is following them. These steps
are general-purpose and could potentially
impact a number of other activities, particularly
as different departments within the same
organization are likely to interpret and dene
the processes differently, creating problems at
the boundaries where the differently dened
processes dont match.
In contrast, the Business Process
Framework denes specic processes
within the steps that must be followed for
an organization to be considered Frameworx-
conformant. This greater specicity is to
reduce the so-called integration tax and
procurement costs (see Conformance
Certication on page 13). Without this level
of detail, integration becomes prohibitively
time-consuming and expensive, as discussed
in Section 1.
So an IT organization implementing the
Business Process Framework inserts process
steps and ows into ITIL steps and evidence
points. To facilitate this process, the Forum
has used ITIL terminology where appropriate in
new process denitions, mostly at Level 4 of
the Business Process Framework. In addition,
it is adding ITIL notes to processes to indicate
how they map to ITIL.
All employees of TM Forums member
organizations can tune into one of our most
popular ever webinars, ITIL and the Business
Process Framework Working Together, from
January 2012, by registering on our website
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BUSINESS PROCESS FRAMEWORK:
UNLEASHING THE POWER OF PROCESS
then going to www.tmforum.org/ITILandBPF
to nd out more.
Alignment with TOGAF
Frameworx is also aligned with the
architectural standards of another body
called The Open Group Architecture Forum
(TOGAF). The most recent version of its
Framework, TOGAF 9, is a detailed method
and set of resources for developing an open
Enterprise Architecture for any enterprise.
Using Frameworx and TOGAF together enables
service providers to deploy an enterprise
architecture specically designed for a service
providers business structure and needs.
TM Forum works closely with TOGAF to
identify synergies between the two standards,
delivering benets in future versions of each
standard. To help with the implementation
of TOGAF and Frameworx together, the two
organizations have jointly produced a report
www.tmforum.org/eTOMandTOGAFWP
mapping TOGAFs Architecture Development
Framework to each of the components of
Frameworx.
For more information about how TM
Forums Collaboration Community is working
to align TOGAF with the Business Process
Framework, please go to www.tmforum.org/
eTOMandTOGAF. Employees of TM Forums
member organizations can join the group
there. For more information please contact
Jenny Rottinger, jrottinger@tmforum.org, Project
Manager, TM Forum.
The Business Process Framework has
also been absorbed into a formal ITU-T
Recommendation M.3050 and has been
published by the ITU-T as an international
standard. For more information about this
(and TM Forums other work with standards
development organizations), please see our
Quick Insights report, Standards development
2012: Maximizing impact across the
communications industry. It is free for all our
member companies employees to download
from www.tmforum.org/QIStandards2012
once theyve registered on our website and for
non-members to purchase.
Implementation is the key
Standards development is hugely important,
the standards only deliver benets through
their adoption. With this is mind, TM Forum is
working on, and continues to develop, a range
of services and products to help our members
successfully adopt and gain the full advantages
of our Frameworx suite of standards and other,
complementary best practices.
Training We offer a comprehensive,
worldwide training and certication program
to help people understand how to use the
Business Process Framework and the other
Frameworx components, and become certied
in that expertise.
There are several types of training, ranging
from executive transformation courses to
technical training and certication, and best
practice courses. The Forum can arrange
closed sessions for a specic company at its
premises. We also organize open enrolment
courses around the world and increasingly the
courses are available online. Attendees learn
how to implement and exploit Frameworx
standards and best practices, and can also
obtain knowledge and career certication,
validating their personal experience and
knowledge, which is both an asset to their
employers and their future careers.
Frameworx Conformance Certication
These conformance assessments
enable suppliers and service providers to
independently verify a product or solutions
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Conformance certication reduces the risks
associated with complex integration projects
conformance to the Business Process
and Information Frameworks through an
independent and thorough analysis of a
suppliers self-assessment. Our assessors
score adherence to each Framework on a
sliding scale and then publish an online report
detailing the product or solutions level of
conformance. For more information about the
Conformance Certication Process, please go
to: www.tmforum.org/conformancecertication
from where you can download detailed
documentation about the process, how it
works and how to get started.
Products and solutions that meet the
conformance assessment standards are
awarded a TM Forum Certied Conformance
Mark, which may be used to publicize a
product or solutions conformance. In addition,
conformant products and solutions and their
assessment scores are publicized on TM
Forums website please see: www.tmforum.
org/conformancecertication for details.
The TM Forum adoption survey published in
November 2011 showed a rising demand for
conformance certied products and solutions,
with 63 percent of respondents saying their
companies mandate Frameworx in many
of their specications, with 41 percent of
companies using TM Forums Procurement
Templates (launched in 2010 go to the
download center at: www.tmforum.org/
TMForumFrameworxProcurement/9785/
home.html ). This trend is expected to grow
substantially to 55 percent during this year.
Solution and product conformance
certication can substantially reduce the cost
and time taken to respond to requests for
proposal by providing a standard, industry-
agreed assessment of conformance. If the
Frameworx procurement templates (which
fully align with the conformance certication
reports) are used by the buyer as the basis of
their request for proposal, its much easier to
understand customers requirements because
they provide a clear mapping of product
features to service providers business needs.
This greatly simplies what is usually a
complex and expensive process of the supplier
understanding the customers requirements and
the customer understanding what the supplier
has for sale. Suppliers only have to undergo
conformance certication once per software
release and the results can be leveraged in
multiple bids, considerably reducing sales costs.
Conformance certication also reduces the
risks associated with complex integration
projects by providing the detailed information
required to develop an integration roadmap.
It can simplify the complexity of integrating
products acquired through merger and
acquisition activity from both a technical and
product portfolio perspective.
Finally, conformance certication also covers
systems that implement the Business Metrics
automation program, by which systems
suppliers make available Frameworxs business
metrics in a common and easily available format.
Frameworx Implementation Certication
this support service is for service providers
who want to verify how their current or
planned internal business processes and
information architecture meet Frameworxs
standards. It is a version of the conformance
assessment program specially tailored to this
need and provides an independent assessment
to validate and improve the efciency of their
organization, comparing adherence to Business
Process Frameworks (and Information
Frameworks) standards on a sliding scale.
Implementations that meet the rigorous
certication standards are awarded the TM
Forum Frameworx Conformance Mark.
Combined with TM Forum Business
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14 www.tmforum.org QUICK INSIGHTS
BUSINESS PROCESS FRAMEWORK:
UNLEASHING THE POWER OF PROCESS
Benchmarking, these Implementation
Conformance Assessments provide a clear
view of how enterprise-wide operations
compare to industry leaders, and where to
direct future investment for maximum effect.
Having your own operational architecture
certied for conformance also helps reduce
circular arguments with suppliers who may
try to convince the buyer that an expensive
custom approach is preferable or necessary.
Service providers are increasingly mandating
that independent software vendors and
business-to-business partners conform to
the principles of the TM Forums Solution
Frameworks (Frameworx). From the
Business Process Frameworks perspective,
conformance criteria can be used to evaluate
the alignment of business processes to the
Business Process Framework, whether within
an enterprise, or with a partner (such as
an outsourced service provider) or multiple
partners.
In todays rapidly evolving and increasingly
complex value chains and webs, proven
conformance with the Business Process
Framework is acutely important. One of
the biggest challenges for everyone in this
environment is understanding how the
processes carried out by others impact their
existing processes and ones they might want
to add in future. Everyone needs to understand
and have full visibility of the processes on
the edge of their businesses and how they
can map processes for their services across
multiple partners. Failure to do so could
have unexpected, adverse effects, including
damaging customer experience and even
undermining the business case for new digital
services.
The good news is, that as weve discussed
already, as a core component of Frameworx, the
Business Process Framework is applicable to
many other industry sectors including utilities,
smart grid, eHealth, cable, defense and the
growing machine-to-machine communications
(M2M) market.
This will dwarf person-to-person
communications in the next decade, with
vehicle telematics, security, digital signage,
remote video surveillance and domestic
security, plus other digital lifestyle applications
generating billions of new connections across
multiple types of service providers.
Seamless, efcient, transparent processes
are fundamental to the success of M2M and
other new digital services by enabling all
partners to exploit economies of scale and
high levels of service. The higher the level
of conformance, the easier it should be to
integrate an application into an environment
that conforms with Frameworx.
Frameworx Advisory Services Frameworx
Advisory Services are custom programs
offering practical advice and support on
implementation of Frameworx, and business
benchmarking for specic projects. These
short-term engagements ensure that members
can rapidly gain the advantages offered by
Frameworx in any transformation program.

Report prepared for Pinkesh Parekh of Clarity. No unauthorised sharing.
15 www.tmforum.org QUICK INSIGHTS
Using Frameworx cut two months off the design phase of
the Unied Voucher and Top-up Management Network Solution
Proof that conformance with and adoption of the Business
Process Framework brings massive business benets
Section 3
Here we look at three real-life success
stories of how use of the Business Process
Framework brought huge business benets to
three very different service providers.
Case study 1: China Unicom How to
generate an extra $1 billion a year
China Unicom is the countrys second largest
mobile network operator and had more
than 160 million subscribers, as of August
2010. Before the company embarked on its
Unied Voucher and Top-up Management
Network Solution project, it had 55 different
interactive voice response lines, 120 accounts
receivable systems, and 200 different kinds
of vouchers for topping up service accounts
across the mainland. In addition, operations
in each region were unique for different user
types and services (wireless, wireline and
broadband).
Also, customers could only top-up their
accounts while they were physically in
the province where a phone number was
registered, making it difcult for family
members to buy credit for their relations
elsewhere and for themselves when travelling.
Using Frameworx cut two months off the
design phase of the Unied Voucher and
Top-up Management Network Solution, which
spanned over 268 BSS/OSS systems. The
service has achieved 99.9 percent service
availability and gained around a billion dollars a
year in new revenues and cost savings.
Processes from the Business Process
Framework (eTOM) were used to dene the
unied recharging processes and to resolve
process design issues, mainly in the domain
of the fulllment assurance and billing
(FAB) process blocks that is, customer
interaction, billing and revenue management.
(The architecture design was based on the
Information Framework SID which was also
used to resolve system data inconsistencies,
underlining again that Frameworx elements
deliver the greatest benets used in
combination).
Customers now have a consistent and
convenient way to recharge their own or
others service accounts and can pay as they
go while roaming in other provinces. The
monthly recharge value passing through the
system rose to 1.2 billion CNY ($180 million),
while in summer 2010, roaming recharge
accounted for 35 percent of that total with
around 45 million people using the roaming
recharging service. China Unicom expects this
to rise to 420 million CNY a month, making an
annual total of 5.04 billion CNY ($758 million),
revenue that it missed out on before.
Following on, in phase two of China
Unicoms massive transformation program,
it leveraged the network of BSSs across 31
provinces, the company built a hub, which can
be accessed by all its 3G customers via any
means at any time, using Internet technology.
As in the rst, hugely successful phase
of transformation, the Business Process
and Information Frameworks were used as
references for the process of standardization.
This included the denition of standard, open
SOA interfaces to expose the provincial BSSs
functions as standard services.
The architecture design referenced the
Business Process Framework. Crucially,
it was also used to dene and implement
the positioning of service capabilities and
their relationship with other processes and
capabilities. Integration relationships, data
exchange and application boundaries, and
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16 www.tmforum.org QUICK INSIGHTS
BUSINESS PROCESS FRAMEWORK:
UNLEASHING THE POWER OF PROCESS
their integration, are based on the Forums
Integration Framework.
All the core information models for the IT
support systems were checked against and
referenced the Information Framework during
planning, design and implementation phases.
In 2010, the hub handled more than 19.3
million transactions, signed up more than 14
million 3G customers and enabled the sale of
more than 2.95 million terminals with the sales
revenue amounting to nearly CNY 10.8 billion
($1.69 billion). The online payment transactions
via the e-channel exceeded CNY 12.4 billion
($1.95 billion) in 2010, with customers reaching
57 million.
Additionally, it is estimated that the one-
tier centralized platform has saved over
CNY 50 million ($7.86 million) on system
implementation and CNY 25 million ($3.93
million) on maintenance costs a year.
Now China Unicom is working on expanding
the hubs coverage to 2G and xed line
services, and ever more innovative and
integrated ways of exploiting the many sales
channels, e-marketing across channels, and
continuing to increase customer satisfaction
through consistent, straightforward customer
experience.
Case study 2: U.S. cable company Charter
Communications cuts annual IT spend by
nearly 60 percent and provides consistent
customer service
Charter Communications has reduced
its annual IT spend by nearly 60 percent
after taking steps to introduce greater
IT governance. An integral part of that
process was the deployment Conguration
Management and Portfolio Management
Databases, which used TM Forums
Frameworx as a common reference across IT
operations and planning. Mapping applications
to processes has helped Charter establish
which applications use what kind of data, and
identify problem areas and redundancies.
This exercise isnt primarily about operational
efciency, though. It has enabled Charter
to offer a better, more consistent customer
experience across all channels.
Charter needed a common reference model,
to describe the business aspects of its cable
and telco activities across IT operations and
planning. James Matthews, Vice President,
Enterprise Architecture and Strategy, identied
TM Forums Frameworx as the solution. In
the rst instance, Charter used the Business
Process Framework to map applications to
processes, with the Information Framework
(SID) coming into play later when Charter
wanted to look in more detail at the information
generated by the mapping exercise.
Steve Madden, Customer Experience
Architect Enterprise Architecture and
Strategy for Charter, says, We found we
had different applications doing similar jobs in
different channels having what we describe
as a swivel chair effect on the end user, that is
they have to physically move between different
applications to do something This was a poor
experience for our customers and we were
very keen to x it.
Madden continues, Its very exciting that
by using the Business Process Framework we
have been able to identify these opportunities
as part of the governance exercise. We have
been able to rationalize how applications are
used to support the business. In particular,
we are starting to move into the areas that are
closest and most important to our customers.
He concludes, Its no longer seen simply
as an IT cost, but as a way of driving revenue,
and the work has shown us where we can put
several other initiatives in place to gain even
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17 www.tmforum.org QUICK INSIGHTS
TM Forums Frameworx was crucial
to the success of the project
more benets. For example, if when we want
to launch new services and products, we can
look at which processes we can reuse, or
where we need to review and revise them
weve got powerful tools to help us make the
right decisions about how efcient we can be
and the potential impact of all our decisions.
You can read a longer version of this case
study on page 12 of the TM Forum Case
Study Handbook 2012, which is free for all
employees of the Forums member companies
to download from www.tmforum.org/
CaseStudyHandbook11 once theyve registered
on our site.
You can learn more about Frameworxs
specic benets for the cable industry by going
to www.tmforum.org/fxforcable
Case study 3: Vodafone D2 massively
improves operational efciency
Vodafone D2s Next Generation Service
Assurance program is the largest
transformation project ever undertaken by
the company as it moved from resource
to customer-centric fault and service
management. It involved more than 12 sub-
projects, over 1,000 project steps and a huge
number of challenging dependencies.
TM Forums Frameworx was crucial to the
success of the project, which delivered savings
of 47 percent in capital expenditure and 68
percent in operating expenditure.
Vodafone D2 used the TM Forum Business
Process Framework (eTOM) as the main
guidance to ensure a smooth transition
from resource-centric fault performance
management to service assurance combined
with service quality management. More
specically, it used the Frameworks denition
of assurance and how it spans the main areas
that denition covers including Resource
Management & Operations, and Service
Management & Operations. In particular, the
integration of the trouble ticketing system was
guided by this breaking down (decomposition)
of processes into their components.
The Forums Information Framework (SID)
was used in parallel, to calculate network
alarms impact on customers, which yielded 40
percent savings. This has inspired the company
to take part in the TM Forum Interface
Programs Resource Alarm Management
development. In future, the company
expects to save 30 percent in integration and
customization costs, and is embarking on an
even larger transformation project, building on
the success of the original project.
Vodafone D2 expects to save 30 percent in integration
and customization costs, and is embarking on an
even larger transformation project.
Report prepared for Pinkesh Parekh of Clarity. No unauthorised sharing.
18 www.tmforum.org QUICK INSIGHTS
BUSINESS PROCESS FRAMEWORK:
UNLEASHING THE POWER OF PROCESS
Conclusions and recommendations
Section 4
In summary, as we have explored in this report,
Frameworx can help service providers in many
industry sectors and across complex value
chains involving multiple partners to:
n Understand your customer through a
common customer management information
model.
n Innovate and reduce time-to-market with
streamlined end-to-end service management
n Reduce operating costs by enabling highly
efcient, automated, industry standard
operations.
n Reduce integration costs and risk through
standardized interfaces and a common
information model.
n Reduce transformation risk by delivering a
proven blueprint for your business.
n Gain independence and condence in your
procurement choices through conformance
certication and procurement guides.
n Gain clarity by providing a common, industry-
standard language.
n Build essential partnerships quickly and easily
through common process and information
understanding and terminology.
In particular, the Business Process
Frameworks business benets include,
(although as stressed throughout, the greatest
business benets of the Business Process
are gained when it is used in combination
with the other main elements of TM Forums
Frameworx suite of standards):
1. Saving time and money on business process
projects by using over 1,200 processes
already dened and implemented by service
providers Frameworx 12, the largest
release of the Framework, launched in May
2012, has over 800 new processes in the
Business Process Framework and 300 new
mappings across Frameworks.
2. Reducing operational and procurement
costs by using standard terminology and
classication schemes to describe business
processes.
3. Decreasing time to market by using well-
dened processes.
4. Cutting costs and enabling seamless
integration between operations and
IT through use of embedded ITIL best
practices.
5. Helps reduce risk.
We live in times of fast-change, and the
communications and associated industry is one
of the fastest changing of all, so work continues
on evolving Frameworx, including the Business
Process Framework, to meet new needs and
circumstances. If you would like to inuence
their development, please go to www.tmforum.
org/collaboration to nd out more about the
potential benets and how to get started
and benet from our unique Collaboration
Community, sharing the experience and
expertise of companies from all over the world,
24 hours a day.
Report prepared for Pinkesh Parekh of Clarity. No unauthorised sharing.
19 www.tmforum.org QUICK INSIGHTS
Sponsored feature
TIM Brasil is one of the leading
telecommunications companies in Brazil
delivering a range of mobile, xed-line
and data services to over 61 million
people and organizations. The company
has expanded through offering innovative
products and services and growing its
customer base. Growth has also been
achieved through strategic acquisition.
It gained consumer, business and
wholesale subscribers to xed-line
telephone and data services through its
acquisition of Intelig in May 2010 and
added a 5,000 km ber-optic network in
So Paulo, Rio de Janeiro and other major
Brazilian cities infrastructure through its
acquisition of AES Atimus in July 2011.
Although the original motivation for the
investment in AES Atimus was to support
its mobile operation by providing backhaul,
TIM Brasil quickly recognized it also
provided a huge opportunity in the xed
residential broadband market and so the
TIM Fiber project was conceived in 2011.
A huge opportunity
The country lacks a national ber
backbone and consequently 68% of
the population doesnt have a xed
broadband Internet connection, so there
is massive, pent-up demand. In addition,
90% of those who have an Internet
connection (who are generally in well-off
neighborhoods in cities) have less than a
10Mbps link (80% have ADSL and speeds
below 2Mbps) and are demanding faster,
more reliable service. This means there is
a great chance to attract the incumbents
customers with a better offer at a highly
competitive price.
Overall the company expects 60% of
its new residential customers to be new
broadband users. Most of these rst time
Amdocs enables new nationwide
business at TIM Brasil
subscribers will have less disposable
income than existing broadband users,
so keeping costs down and operational
efciency are paramount to its success.
While the incumbent xed broadband
service providers are deploying Fiber
to the Home (FTTH), TIM Brasils
strategy is to offer coverage to 80%
of the residential population based on
Fiber to the Curb (FTTC), with a ber
termination point an average distance
of just 250 meters from customers
premises. Connecting households this
way is cheaper, faster and less complex,
working out at between $200 and $300
per access line, as opposed to about
$1,500 for installing ber in a home.
This strategy will enable TIM Brasil to
offer speeds up to 10 times faster at a
highly competitive price. Its target is to
go from 50,000 residential broadband
subscribers in 2012 to more than a million
in 2016 a big task, particularly as return
on investment is forecast within ve
years. Crucially TIM Brasil is expecting to
achieve payback within a year of providing
each new access and of course, this will
be helped by the service provider being
able to offer xed-mobile bundles, which
will also increase the addressable market.
In addition to the infrastructure gained
by acquiring AES Atimus, TIM Brasil
already has ber in 12 of the countrys
biggest cities linked to antenna and will
provide wireless broadband via 3G and in
future with 4G.
The need for speed
TIM Brasil had already embarked upon a
major business transformation initiative
to streamline and improve its business
operations and roll out advanced mobile,
telephony and data services, such as
TIM Brasils target is to go from
50,000 residential broadband
subscribers in 2012 to more
than a million in 2016.
Report prepared for Pinkesh Parekh of Clarity. No unauthorised sharing.
20 www.tmforum.org QUICK INSIGHTS
multi-play offerings for its new TIM Fiber
residential broadband service. Now it
needed to leverage its acquisitions,
including through faster time-to-market
for TIM Fiber broadband services by
providing the business support systems
(BSS) and operational support systems
(OSS) required to deliver these services.
To exploit the advantages of its FTTC
strategy and acquisitions, the company
needed to act fast it estimates it is
three years ahead of its competitors in
terms of infrastructure rollout and faced
some tough challenges. They included:
n Converging x and mobile
business operations and network
infrastructure following merger with
telecommunications business Intelig
and AES Atimus in a very short
timeframe.
n Avoiding an explosion in network
costs generated by heavier trafc
through making business processes
and operations more efcient and cost
effective, and by utilizing the acquired
xed assets.
n Meeting massive growth demand with
low-cost, innovative and exible
products and services.
Luigi Longarini, CIO, TIM Brasil,
explains, Following our acquisition of
Atimus ber-optic network last year, we
knew that we needed to move quickly
to consolidate its network into TIM and
rapidly offer the broadband services our
customers are demanding. We selected
Amdocs for TIM Fiber based on the
results our two companies have already
achieved working together on the B/OSS
transformation project [we] announced
last year. In addition, we are using
Amdocs consulting and implementation
services in order to ensure a seamless
rollout of this new broadband service.

Gaining a crucial year
Flavio Lang, Chief Marketing Ofcer,
TIM Fiber, says, Much of this project
was starting from scratch and we needed
to do it right rst time. We used TM
Forums Business Process Framework
(eTOM) as our reference to design
the new processes for provisioning,
fulllment, assurance, the entire sales
process and to manage the channel.
By doing this, we probably gained
a year the difference between being
in this business and not being in it.
With our FTTC strategy, were ahead
of the competition and to gain market
advantage, we need to stay ahead. If
wed had one or two years delay, wed
be out of the market.
The Business Process Framework
was involved from day one, along with
a commitment from TIM Brasils IT
organization to adhere to the Framework
to avoid any misconceptions or
duplication.
As prime contractor, Amdocs served
as systems integrator for its own
solutions and those of up to 30 other
vendors, performing a wide range of
services including end-to-end program
management, systems integration testing
and user training to ensure the entire
system works seamlessly.
TIM Brasil is using products from
Amdocs Customer Experience System
(CES) 8 portfolio to provide the foundation
for its Business Support Systems (BSS)
and Operations Support Systems (OSS)
transformation initiative, supporting its
next-generation network. The integrated
BSS/OSS platform was deployed in just
ve months, going live in May 2012. It is
now in a soft launch phase with its rst
customers. The full commercial launch
will go ahead in the third quarter of this
year, at which time the platform will be
run by Amdocs Global Strategic Sourcing
division.
Amdocs has long been an active
participant within TM Forum on the
continuing evolution of the Business
Process Framework. The company
has developed a complementary
methodology, Amdocs Scenario
Optimization Modeling (ASOM), which
uses TM Forums Business Process
Framework as the foundation in its
products.
ASOM was created by Amdocs
Consulting to dene a set of standards,
methods and templates that would enable
us to: learn and capture current end-to-end
process ows; identify potential process
improvement areas (issues, limitations,
gaps); and design future processes via
process innovation workshops. The
methodology expands the Business
Process Framework to Layers 4 and 5,
beyond the Forums Level 3.
For the TIM Fiber project, Amdocs
used ASOM to bridge the gap between
the Business Process Framework, the
technology and TIM Brasils business
needs. It enabled Amdocs to establish
what was needed and the best practices
for getting there, adopting standard
processes wherever possible to minimize
change.
Amdocs has provided TIM Brasil with
a complete end-to-end solution from
consultancy and products to services
and testing. The Amdocs portfolio
includes Order Management, Service
Sponsored feature
Amdocs enables new nationwide
business at TIM Brasil
Report prepared for Pinkesh Parekh of Clarity. No unauthorised sharing.
21 www.tmforum.org QUICK INSIGHTS
Management, Resource Manager and
Enterprise Product Catalog, as well as
Amdocs Managed Services and Amdocs
Testing Services.
The Amdocs solution bridges BSS
and OSS to unify customer ordering,
provisioning processes and activation
across multiple channels and lines of
business. Amdocs has enabled TIM Brasil
to consolidate a number of separate
operational into a single platform
supporting a complete order-to-activation
process and providing visibility across all
its services and network resources.
In addition, the Amdocs system
provides a centralized product information
repository across all TIM Brasils services
and network planning capabilities to
optimize capacity utilization on its
nationwide network.
Amdocs is also providing the strategic
business-process consulting that will
allow TIM Brasil to rapidly integrate the
Atimus network and begin delivering
broadband services less than 12 months
after the acquisition.
The results so far
The integrated Amdocs BSS and OSS
solution has enabled TIM Brasil to
improve customer experience, reduce
operational costs by reducing leased lines
usage, and make business operations
more efcient. The solution provides an
end-end view of all network resources
(physical, logical and services) and their
real-time utilization levels. A highly
accurate view of all network resources
reduces costs for interconnections and
leased lines, and makes it easier to
optimize the network.
TIM Brasil has been able to reduce
operational costs by making processes
more efcient. For example, the Amdocs
solution makes it easier to maximize
network assets as additional resources
are only purchased when required. A
complete view of all network assets
also means it is much easier to identify
redundant network segments.
More specically, the TIM Brasil has
reported:
n 16% leased-line OpEx reduction by
merging xed-mobile network
resources;
n new cost controls, through right time,
About Amdocs
For 30 years, Amdocs has ensured
service providers success and embraced
their biggest challenges. To win in the
connected world, service providers rely
on Amdocs to simplify the customer
experience, harness the data explosion,
stay ahead with new services and
improve operational efciency. The
global company uniquely combines a
market-leading BSS, OSS and network
control product portfolio with value-driven
professional services and managed
services operations. With revenue of
approximately $3.2 billion in scal 2011,
Amdocs and its over 19,000 employees
serve customers in more than 60
countries.
Amdocs: Embrace Challenge, Experience
Success.

For more information, visit Amdocs at
www.amdocs.com.
Company at a glance
Company: TIM Brasil
Headquarters: Rio de Janeiro, Brazil
Subscribers: 61 million (2011)
Employees: 9,000
Stock exchange: BOV :TIMP3;
NYSE:TSU
Services: mobile, xed,
long-distance and data
transmission operator
Website: www.tim.com.br
right place capacity planning;
n improved customer experience by
reducing order and provisioning fallout
through automation;
n taking less time to deploy new
services; for example, it helps to
quickly introduce innovative new
services such as quad play, thereby
improving customers experience;
n other improvements such as reducing
the provisioning order fall-out and time
to troubleshoot failures and network
problems also result in a better service
for customers.
Report prepared for Pinkesh Parekh of Clarity. No unauthorised sharing.
Have you seen our other recent TM Forum publications?
TM Forums research reports are free to all employees of our member companies and can be downloaded
from our website once theyve registered. The reports are also available for non-members to purchase online.
To nd out more, visit www.tmforum.org/researchandpublications
or email Aideen Greenlee at agreenlee@tmforum.org
Perspectives 2012
Perspectives is TM Forums annual publication for senior professionals in the
world of digital services.
The theme of this years edition is our industrys progress to a fully connected
digital world. The digital world will impact every business sector on the planet
with new business models and markets, which will bring major threats to
those who fail to seize the opportunities the digital economy brings. In order
to make the most of these opportunities, companies need to be smart and
move fast.
With access to some of the industrys leading lights and most sought after
journalists and analysts, if you are part of the communications or related
industries, whether you sit in the boardroom or stand by the water cooler,
make sure that you read Perspectives 2012.
Business IQ:
Navigating the operational costs and challenges maze
TM Forums Business IQ explores the business transformation issues facing
our industry right now. Standardized, reusable, recyclable processes and
exible systems and platforms are the key to being able to embrace new
business models, launch new services fast and open up new revenue streams.
In this issue, we look at the main aspects of operational costs and challenges.
We explore some of the highlights of TM Forums groundbreaking Operational
Cost Model Survey Report, interview industry visionary Dr. Hossein
Eslambolchi, and show how TM Forums Frameworx suite of standards has
helped Vodafone D2 blaze the transformation trail.
Also, our select virtual panel of experts discusses cross-industry IT trends and
explores how service providers operational expenditure prole is changing.
May 2012 | www.tmforum.org
Sponsored by:
US$995/Free to TMForummembers
NAVIGATING THE
OPERATIONAL COSTS
AND CHALLENGES MAZE
BIQ FINAL JUNE 13.indd 1 14/06/2012 09:32
DRIVING NEXT-GENERATION
NETWORKS
$495 USD / free to TM Forum members
QUICK INSIGHTS
2 0 1 2 | www. t mf or um. or g
NETWORK
INTEGRITY
Sponsored by:
2012/13
[ t r ansf or m] [ di gi t al ] [ busi ness]
Reducing
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Show me
the money
profit from
new services
Innovation
finding the
missing link
CREATING OUR
CONNECTED WORLD
How communications are making bright ideas reality
Network integrity: Driving next-generation networks
Network data is among the most important information a service provider
holds. Its careful management is key to remaining competitive and protable.
Driven by market pressures and new business opportunities, service providers
around the world are pushing to rollout new networks, promising greater
exibility while containing costs. Although service providers might incorporate
a number of best practices into the deployment effort of these new elements,
serious differences in both administrative and operational data can occur.
This Quick Insights report introduces the concept of network data integrity. We
look at ways to improve data integrity for new and in-service networks, using a
combination of managed access control, inventory discovery and reconciliation,
and automated audit capabilities across the network lifecycle. We also include
some interesting case studies that show the scope for problems with new
network deployment, even in an environment utilizing best manual practices.
Report prepared for Pinkesh Parekh of Clarity. No unauthorised sharing.
ENABLING INNOVATION
The game is changing for communications service
providers. Cutting costs is merely a ticket to play,
not to grow. The key to growth lies with innovation
underpinned by business agility, smart partnerships
and inspired creativity.
As the global industry association focused on
simplifying the complexity of running a service
providers business, TM Forum brings together a
community of more than 50,000 professionals on
the cutting edge of innovation. As a unifying force for
the industry, its time for you to join more than 750
companies across 195 countries collaborating to
simplify service innovation.

Visit www.tmforum.org to learn more about
TM Forum membership and how we help you
enable innovation.
Report prepared for Pinkesh Parekh of Clarity. No unauthorised sharing.