ETOM Quick Reference Guide

Quick Reference Guide
TM Forums eTOM Model
WP0108 | October 2013

David Jones and
Roderick Brown
David Jones is a Senior Consultant
with Enterprise Architects in Australia,
specializing in Enterprise Architecture,
particularly Business Architecture. He
is also an experienced practitioner
in business process improvement
and simplification. David has worked
with many sector clients, undertaking
assignments in Financial Services,
Telecommunications and Power Utilities.
Roderick Brown is a freelance Consultant
working in Melbourne, Australia,
In our recently published White Paper, Quick Reference Guide:

Business Process Frameworks, we outlined the main Business
Process Frameworks commonly in use. In this Quick Reference
Guide, we are covering Enhanced Telecom Operations Model,
more commonly known as eTOM.
However, eTOM is unlike any other of the Business Process Frameworks
we previously covered. This is because eTOM is only one part, the
Business Process part, of a set of frameworks, called Frameworx.
Frameworx was developed by an organization called TM Forum, formerly
called the TeleManagement Forum and the Network Management
Forum.

specializing in Business Architecture,

particularly in Process Architecture. He
is also an experienced practitioner in
business process improvement and
simplification. Roderick has worked
with many sector clients, undertaking
assignments in Banking, Investment
Management and Wealth Management.
David and Roderick are passionate about
helping organizations understand and
document their own business processes,
using frameworks such as APQCs
Process Classification Framework and
standards such as BPMN as well as
applying simple approaches to improve
and simplify these business processes.
Access our free, extensive library at

www.orbussoftware.com/community
Table of Contents
List of Figures
Introducing eTOM
Figure 1: Structure of Frameworx
Who are the TM Forum?
Figure 2: Architecture Layers of Frameworx
What is Frameworx
Figure 3: eTOM Level 0 Processes
How is Frameworx structured?
What is eTOM?
Figure 5: Operations Level 2 Processes
eTOM Model in Detail
Figure 6: Level 2 Processes for Customer
Overview
Level 0 Processes
Figure 7: Level 2 Processes for Service Management
Level 1 Processes
Level 2 Processes
Figure 8: Level 2 Processes for Resource Management
Background
Operations
Figure 9: Level 2 Processes for Supplier / Partner
Strategy, Infrastructure and Product
Enterprise Management
Figure 10: Strategy, Infrastructure and Product Level
Processes Beyond Level 2
How do Organizations use eTOM
Figure 11: Level 2 Processes for Marketing
Overview
Applying eTOM
Figure 12: Level 2 Processes for Service Development
Relationship Management
and Operations
and Operations
2 Processes
and Offer Managament
Conclusion 10
References 10
Figure 13: Level 2 Processes for Resource Development

and Management
and Management
6
6
6
6
6
7
7
7
Figure 14: Level 2 Processes for Supply Chain Development

and Management
Figure 15: Level 2 Processes for Strategic and Enterprise

Planning
Figure 16: Level 2 Processes for Enterprise Risk Management 7

Figure 17: Level 2 Processes for Enterprise Effectiveness

Management
Figure 18: Level 2 Processes Knowledge and Research

Management
Figure 19: Financial and Asset Management
7
7
Figure 20: Level 2 Processes for Stakeholder & External

Relations Management
Figure 21: Level 2 Processes for Human Resource Management 8
Figure 22: Process Interaction Example
Figure 23: Process Flow Example
Orbus Software 2013
Introducing eTOM
How is Frameworx structured?
Who are the TM Forum?
The core frameworks included in the Frameworx

include:
Business Process Framework (eTOM);
Information Framework (SID);
Application Framework (TAM); and
Integration Framework - architecture and
standard interfaces.
Once started, the TM Forum has not only grown

in numbers, weve expanded into verticals
and businesses that are dependent on the
Communications Industry for their success. Starting
with only 8 members in 1988, the Forum has grown
and evolved to consistently meet the needs of the
changing market.
As the TM Forum explainsi:
Now, with over 900 member companies, the
Forum is the largest communication service
providers, digital service providers and knowledge
and practical tools for our members, including
unique rapidly solve business issues in critical
areas, such as business management and security.
The Forum provides member benefits that Inform,
Innovate, Accelerate neutral and open platform for
collaboration between service providers, an open
digital economy..
What is Frameworx?
TM Forums Frameworx, formerly known as NGOSS
or New Generation Operations Systems and
Software is the TM Forums program to provide ways
for their members to better manage their business.
The TM Forum defines Frameworx as:
a suite of best practices and standards that
provides the blueprint for effective, efficient
business operations.
Figure 1: Structure of Frameworx
Frameworx also includes:

Standardized Business Metrics that have
been embraced by the industry and allow for
benchmarking;
A suite of interfaces and APIs that enable
integration across systems and platforms; and
Adoption best practices to help implementation.
Frameworx is a suite of best practices and

standards that are service-oriented, highly
automated and an efficient approach to business
operations.
Frameworx is a suite of best practices and standards
that are service-oriented, highly automated and an
efficient approach to business operations.
Frameworx is developed by industry leaders and
practitioners in TM Forums collaboration community.
3
Orbus Software 2013
Figure 2: Architecture Layers of Frameworx
Use of the Frameworx standards and management

best practices can assist their members in ensuring
ongoing conformance.
The current version of Frameworx is Version 13, which
was launched in May 2013. The previous version
of Frameworx, version 12.5, was only published
in December 2012. Version 10 was released in
November in 2010.
Consequently, updates are flowing through
Frameworx more frequently than many other
Frameworks. This is likely to be driven by the dynamic
nature of the Telecommunication industries.
Obtaining detailed information on Frameworx can
be very difficult, unless you are associated with a
member of the TM Forum. Consequently, much of
the publicly available publications on Frameworx and
its components are often based on older versions of
Frameworx.
What is eTOM?
The Enhanced Telecom Operations Model or eTOM
is the Business Process Framework component of
Frameworx.
TM Forum explains that eTOM is a hierarchical
catalogue of the key business processes required to
run a service-focused business.
The TM Forums website lists 6 things you can do
with the Business Process Frameworkii:
Create a common language for use across
departments, systems, external partners
and suppliers, reducing cost and risk of
4
system implementation, integration and

procurement
Adopt a standard structure, terminology
and classification scheme for business
processes to simplify internal operations
and maximize opportunities to partner
within and across industries
Apply disciplined and consistent business
process development enterprise-wide,
allowing for cross-organizational reuse
Understand, design, develop and manage
IT applications in terms of business process
requirements so applications will better
meet business needs
Create consistent and high-quality end-toend process flows, eliminating gaps and
duplications
Identify opportunities for cost and
performance improvement through re-use
of existing processes and systems
eTOM Model in Detail

Overview
The Business Process Framework (eTOM) describes
and analyzes different levels of enterprise processes
according to their significance and priority for the
business. The framework is defined as generically as
possible so that it remains organization-, technology-,
and service-independent.
For service providers, eTOM provides the blueprint for
process direction. It is also a neutral reference point
for:
Internal process reengineering needs;
Partnerships;
Alliances; and
General working agreements with other
companies.
For suppliers, the Business Process Framework
outlines potential boundaries of software components
that should align with their customers needs, as well
as highlighting the required functions, inputs, and
outputs that must be supported by their products.
Orbus Software 2013
In the following sections, the Process Diagrams

shown are those contained within the Orbus Software
iServer Accelerators for eTOM.
Level 1 Processes
Level 0 Processes
The model shows seven end-to-end (vertical) process

groupings required to support customers and
manage the business.
Level 0 of the eTOM business process framework

contains three major process areas that reflecting
major focuses within typical enterprises:
Strategy, Infrastructure, and Product (SIP) Covering planning and lifecycle management;
Operations - Covering the core of day-to-day
operational management; and
Enterprise Management - Covering corporate or
business support management.
also includes views of functionality as they
span horizontally across an enterprises internal
organizations:
Market, Product, and Customer:
High-level view of the market and the
enterprises offerings.
Service: Product components developed by the
enterprise.
Resource (Application, Computing, and
Network): Consumed in the production of the
Service.
Supplier/Partner: Providing products and
services to the enterprise for the production of
the Service.
eTOM Reference Model
eTOM Framework Diagram
VERSION:
1.0
AUTHOR:
06/06/2011 by System Administrator
VERSION AUTHOR:

provides a more detailed view of the Enterprise
processes.
Among these vertical groupings, the focus of eTOM

is on the core customer operational processes of
Fulfilment, Assurance, and Billing (FAB).
Operations Support and Readiness (OSR) is the
back-office environment that enables support and
automation for FAB.
The SIP processes do not directly support the
customer and they include the Strategy and Commit
Processes, plus the lifecycle process groupings for
Infrastructure and Products.
eTOM Reference Model
VERSION:
AUTHOR:
VERSION AUTHOR:
Customer
Strategy, Infrastructure & Product
Strategy &
Commit
Operations
Infrastructure
Lifecycle
Management
Product
Lifecycle
Management
Operations
Support &
Readiness
Fulfillment
Assurance
Marketing & Offer Management
Customer Relationship Management
Service Development & Management
Service Management & Operations
Resource Development & Management
Resource Management & Operations
Supply Chain Development & Management
Supplier/Partner Relationship Management
Billing &
Revenue
Management
Strategic & Enterprise Planning
Enterprise Risk Management
Financial & Asset Management
Enterprise Effectiveness
Management
Stakeholder & External Relations

Management
Knowledge & Research Management
Human Resources Management
Customer
1.0
Operations
Level 2 Processes
Background
The next three sections will show Level 2 core
processes for each of the processes areas:
Operations;
Strategy, Infrastructure and Product; and
Enterprise Management.
Each core process is generally part of one vertical
Level 1 grouping and also one of the horizontal
process groupings.
Orbus Software 2013
BPA - Process Decomposition
In some cases a Level 2 process is shown as being

stretched across several Level 1 vertical groupings.
This is shown to indicate that the process concerned
are needed in two or more of the Level 1 verticals.
VERSION:
AUTHOR:
VERSION AUTHOR:
PROCESS
PROCESS
PROCESS
SM&O Support &

Readiness
PROCESS
Service Configuration
& Activation
PROCESS
Service Problem
Management
PROCESS
Service Quality
Management
Service Guiding &

Mediation
Resource Management & Operations Decomposition
Figure 7: Level 2 Processes for Service

Management and Operations
VERSION:
AUTHOR:
VERSION AUTHOR:
Operations
PROCESS
The Operations process area includes the core

(vertical) Level 1 process groupings for:
Operations Support and Readiness;
Fulfillment;
Assurance; and
Billing and Revenue Management.
PROCESS
PROCESS
RM&O Support &

Readiness
Resource
Provisioning
Figure 5: Operations Level 2 Processes
Figure 5 shows the Level 2 Processes in the context

of both the vertical and horizontal process groupings.
However, some representations may just show
the Level 2 Processes as a decomposition of the
horizontal process groupings, as shown below:
PROCESS
Resource Trouble
Management
PROCESS
Resource
Performance
Management
VERSION:
1.0
AUTHOR:
06/06/2011 by 0
VERSION AUTHOR:
VERSION:
AUTHOR:
CRM - Support &

Readiness
Customer Interface
Management
PROCESS
Marketing Fulfillment
Response
PROCESS
Selling
PROCESS
Order Handling
PROCESS
Problem Handling
S/PRM Support &

Readiness
S/P Requisition
Management
PROCESS
PROCESS
S/P Problem
Reporting &
Management
S/P Performance
Management
PROCESS
Retention & Loyalty
Bill Invoice
Management
PROCESS
Bill Payments &

Receivables
Management
PROCESS
Bill Inquiry Handling
PROCESS
Charging
PROCESS
Manage Billing
Events
PROCESS
S/P Interface
Management
Strategy, Infrastructure and Product

The Strategy, Infrastructure and Product process area
includes the core (vertical) Level 1 process groupings
for:
Strategy and Commit;
Infrastructure Lifecycle Management; and
Product Lifecycle Management.
The Strategy, Infrastructure and Product process
area also includes the (horizontal) Level 1 processes
groupings for:
Market and Offer Management;
Service Development and Management;
Resource Management and Operations
(Application, Computing and Network); and
Supply Chain Development and Management.
eTOM Level 2 Processes for Strategy, Infrastructure & Product
VERSION:
AUTHOR:
VERSION AUTHOR:
Strategy & Commit
Infrastructure Lifecycle Management

MarketStrategy&
Policy
Product&Offer
PortfolioPlanning
Marketing
CapabilityDelivery
Product&Offer
CapabilityDelivery
Product Lifecycle Management
Product&Offer
Development&
Retirement
SalesDevelopment

ServiceStrategy&
Planning
ServiceCapability
Delivery
ResourceStrategy
&Planning
ResourceCapability
Delivery
SupplyChain
Strategy&Planning
SupplyChain
CapabilityDelivery
Service
Development&
Retirement
Resource
Development&
Retirement
PROCESS
Customer QoS/SLA
Management
SupplyChain
Development&
Retirement
PROCESS
Manage Balances
Figure 6: Level 2 Processes for Customer

6
PROCESS
S/P Settlements &

Payments
Management
Figure 9: Level 2 Processes for Supplier / Partner

PROCESS
PROCESS
PROCESS
Workforce
Management
PROCESS
PROCESS
PROCESS
VERSION AUTHOR:
22/08/2012 by 0
PROCESS
Resource Mediation
& Reporting
Figure 8: Level 2 Processes for Resource

Management and Operations
Customer Relationship Management Decomposition

PROCESS
Resource Data
Collection &
Distribution
Supplier Partner Relationship Decomposition
PROCESS
The Operations process area also includes the

(horizontal) Level 1 processes groupings for:
Customer Relationship Management;
Service Management and Operations;
Resource Management and Operations
(Application, Computing and Network); and
Supplier / Partner Relationship Management.
PROCESS
Orbus Software 2013
Figure 10: Strategy, Infrastructure and

Product Level 2 Processes
ProductMarketing
Communications&
Promotion
Enterprise Risk Management Decomposition

Marketing & Offer Management Decomposition
The alternate horizontal process groupings view of

this are:
VERSION:
1.0
AUTHOR:
06/06/2011 by 0
VERSION AUTHOR:
22/08/2012 by 0
VERSION:
1.0
AUTHOR:
06/06/2011 by 0
VERSION AUTHOR:
22/08/2012 by 0

PROCESS
PROCESS
PROCESS
Business Continuity
Management
PROCESS
PROCESS
Market Strategy &

Policy
PROCESS
Product & Offer

Portfolio Planning
PROCESS
PROCESS
Security
Management
PROCESS
Fraud Management
PROCESS
Marketing Capability
Delivery
PROCESS
PROCESS
Product Marketing
Communications &
Promotion
Figure 11: Level 2 Processes for

Marketing and Offer Management
VERSION:
AUTHOR:
Revenue Assurance
Management
PROCESS
PROCESS
ITIL Information
Security
Management
ITIL Problem
Management
PROCESS
Sales Development

Service Development & Management Decomposition

PROCESS
Insurance
Management
PROCESS
Product & Offer

Capability Delivery
ITIL IT Service
Continuity
Management
Product & Offer

Development &
Retirement
PROCESS
Audit Management
VERSION AUTHOR:
Enterprise Effectiveness Management Decomposition

VERSION:
1.0
AUTHOR:
06/06/2011 by 0
VERSION AUTHOR:
22/08/2012 by 0
Enterprise Effectiveness Management

PROCESS
PROCESS

PROCESS
PROCESS
Service Strategy &

Planning
PROCESS
Service Capability
Delivery
Service Development
& Retirement
PROCESS
PROCESS
Process
Management &
Support
PROCESS
Enterprise Quality
Management
PROCESS
Program & Project

Management
PROCESS
Enterprise
Performance
Assessment
PROCESS
Facilities
Management &
Support
PROCESS
ITIL Service Asset

and Configuration
Management
ITIL Event
Management
Resource Development & Management (Application, Computing and Network) Decomposition
Figure 12: Level 2 Processes for Service

Development and Management
VERSION:
AUTHOR:
VERSION AUTHOR:
PROCESS
PROCESS
ITIL Service
Catalogue
Management
PROCESS
ITIL Incident
Management
PROCESS
ITIL Capacity
Management
PROCESS
ITIL Availability
Management
PROCESS
ITIL Request
Fulfillment
ITIL Continual
Service Improvement

Knowledge & Research Management Decomposition
PROCESS
PROCESS
PROCESS
Resource Strategy &

Planning
VERSION:
1.0
Resource
Development &
Retirement
AUTHOR:
06/06/2011 by 0
VERSION AUTHOR:
22/08/2012 by 0
Knowledge and Research Management
Figure 13: Level 2 Processes for Resource

Development and Management
VERSION:
AUTHOR:
PROCESS
Resource Capability
Delivery
Supplier Partner Relationship Decomposition

PROCESS
ITIL Service Level

Management
VERSION AUTHOR:
PROCESS
Knowledge & Research Management
PROCESS
PROCESS
Knowledge
Management
PROCESS
Research
Management
Technology Scanning

Knowledge and Research Management
PROCESS
Financial & Asset Management Decomposition

PROCESS
PROCESS
S/PRM Support &

Readiness
PROCESS
S/P Requisition
Management
PROCESS
S/P Problem
Reporting &
Management
PROCESS
S/P Performance
Management
PROCESS
S/P Settlements &

Payments
Management
VERSION:
S/P Interface
Management
1.0
AUTHOR:
06/06/2011 by 0
VERSION AUTHOR:
22/08/2012 by 0
Financial and Asset Management
Figure 14: Level 2 Processes for Supply

Chain Development and Management
PROCESS
Financial & Asset Management
PROCESS
PROCESS
Financial
Management
PROCESS
Asset Management
Procurement
Management
The 7 Level 1 core processes, that decompose
from the Enterprise Management Level 0 process
area, each decompose further to Level 2 process
groupings as follows:
Strategic and Enterprise Planning;
Figure 19: Financial and Asset Management

Stakeholder & External Relations Management Decomposition
Stakeholder and External Relations
VERSION:
AUTHOR:
VERSION AUTHOR:
Management
Strategic & Enterprise Planning Decomposition

VERSION:
AUTHOR:
VERSION AUTHOR:
PROCESS
Stakeholder & External Relations Management
PROCESS
PROCESS
Corporate
Communications &
Image Management
Community Relations
Management
PROCESS
PROCESS
Shareholder
Relations
Management
Regulatory
Management
PROCESS
Strategic & Enterprise Planning

PROCESS
PROCESS
PROCESS
Strategic Business
Planning
PROCESS
ITIL Release and

Deployment
Management
Business
Development
PROCESS
Legal Management
PROCESS
Enterprise
Architecture
Management
Group Enterprise
Management
PROCESS
ITIL Change
Management
Figure 20: Level 2 Processes for Stakeholder

& External Relations Management

Strategic and Enterprise Planning
PROCESS
Board & Shares/

Securities
Management
Orbus Software 2013
Human Resources Management Decomposition

VERSION:
1.0
AUTHOR:
06/06/2011 by 0
VERSION AUTHOR:
22/08/2012 by 0
How do Organizations
use eTOM

PROCESS
PROCESS
PROCESS
HR Policies &
Practices
Organization
Development
PROCESS
Workforce Strategy
PROCESS
Workforce
Development
PROCESS
Overview
Employee & Labor

Relations
Management

Human Resource Management
Processes Beyond Level 2

Each process in the various Level 2 models,
shown above, are further detailed through process
decomposition.
This is achieved by analyzing each process and
subdividing its functionality into lower-level processes.
This procedure can be continued at lower levels as
required.
The eTOM layers can generally be described as
following:
Level 0:
Business Activities that distinguish operational
customer-oriented processes from
management and strategic processes
Level 1:
Process Groupings including business functions
and standard end-to-end processes
Level 2:
Core Processes that combine together to
deliver service streams and other end-to-end
processes
Level 3:
Tasks and associated detailed success model
business process flows
Level 4:
Steps and associated detailed operational
process flows with error conditions and product
and geographical variants (where required)
Level 5:
Further decomposition into operations and
associated operational process flows where
required .
eTOM is widely used in the service provider industry

because it provides important benefits. In a 2009
White Paperiii, CISCO lists some of these benefits as:
It makes available a standard structure,
terminology, and classification scheme for
describing business processes and their
constituent building blocks;
It supplies a foundation for applying enterprisewide discipline to the development of business
processes;
It provides a basis for understanding and
managing portfolios of IT applications in terms
of business process requirements;
It enables the creation of consistent and
high-quality end-to-end process flows, with
opportunities for cost and performance
improvement, and for re-use of existing
processes and systems; and
Its use across the industry will increase the
likelihood that off-the-shelf applications will be
readily integrated into the enterprise, at a lower
cost than custom-built applications.
Applying eTOM
As eTOM is a Business Process Framework, it is
natural that its focus is on the business processes.
Furthermore, one of its core focuses is on:
The business processes used by service
providers;
The linkages between these processes;
The identification of interfaces; and
The use of customer, service, resource,
supplier/partner, and other information by
multiple processes.
eTOM represents an industry consensus on these
service provider processes, which has been
harmonized across the global scene and is based on
TM Forum Member contributions. Not unexpectedly,
this will mean that eTOM must be tailored and / or
extended for use within individual companies.
Orbus Software 2013
There are a number of different reasons why a

company may want to use eTOM. Some of these
reasons include being used to:
Analyze existing organizational processes in
order to:
Discover gaps;
Eliminate duplication; and / or
Optimize processes.
Develop new organizational processes by using
the eTOM framework:
As is;
By using only parts of it; or
By extending the eTOM framework.
A process interaction diagram does not show the

sequence or the timeline of these interactions.
By contrast, a process flow diagram presents the
sequence of the process interactions as shown in
Figure 23.
The Process Flow example, shown in Figure 23,
represents the same new order activities as in the
previous process interaction example. A process flow
can show interactions between processes at different
levels.
Extensions to the eTOM framework can be developed

and applied by decomposing Level 3/4 processes
and adding organizational specific details at the lower
process level as required.
Two of the main techniques used to analyze existing
organizational processes are through process
interaction and process flows.
The CISCO White Paperiv, referred to in the earlier,
provides two examples to illustrate these two
techniques.
Figure 23: Process Flow Example
The level 1 processes are the four blue swim lanes

and the level 2 processes are the yellow process
boxes.
The triggers are conditions marked on the arrows
between processes. The large green arrow is an
external trigger into this flow and the large red arrows
are external triggers from this flow.
Figure 22: Process Interaction Example
Figure 22 shows an example of the process

interactions for a new order. The customer places an
order through Customer Interface Management. The
Order Handling will trigger:
Service Configuration and Activation; then
Resource Provisioning; then
Supplier/Partner Requisition Management; and
finally
Bill Invoice Management.
9
Orbus Software 2013
Conclusion
References
As we also explained in the Quick Reference Guide

for SCOR, a major challenge of capturing all the
important and useful intellectual property can be both
tiresome and time consuming, which is why Orbus
Software provides their iServer Accelerators. The
Orbus Softwares iServer Accelerator for eTOM is an
excellent starting point for any project or initiative you
may be considering using eTOM.
About the TM Forum - TM Forums Website
6 Things You Can Do With the Business Process Framework TM Forums Website
ii
iii
Cisco, Introduction to eTOM (White Paper), 2009
Cisco, Introduction to eTOM (White Paper), 2009
iv
One of the benefits of using the iServer eTOM

Accelerator is that it great for navigating through the
large number of diagrams and category diagram to
locate what the specific diagram you are wanting to
find. This can be done through either the iSever client
or the Portal.
Copyright 2013 Orbus Software. All rights reserved.

No part of this publication may be reproduced, resold, stored in a retrieval system, or distributed in any form or by any means,
electronic, mechanical, photocopying, recording, or otherwise, without the prior permission of the copyright owner.
Such requests for permission or any other comments relating to the material contained in this document may be submitted
to: marketing@orbussoftware.com
Orbus Software
3rd Floor
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+44 (0) 870 991 1851

enquiries@orbussoftware.com
www.orbussoftware.com

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Quick Reference Guide

TM Forums eTOM Model

WP0108 | October 2013

In our recently published White Paper, Quick Reference Guide:

specializing in Business Architecture,

Access our free, extensive library at

Figure 1: Structure of Frameworx

Who are the TM Forum?

Figure 2: Architecture Layers of Frameworx

Figure 3: eTOM Level 0 Processes

How is Frameworx structured?

Figure 4: eTOM Level 1 Processes

Figure 5: Operations Level 2 Processes

eTOM Model in Detail

Figure 6: Level 2 Processes for Customer

Figure 7: Level 2 Processes for Service Management

Figure 8: Level 2 Processes for Resource Management

Figure 9: Level 2 Processes for Supplier / Partner

Strategy, Infrastructure and Product

Figure 10: Strategy, Infrastructure and Product Level

Processes Beyond Level 2

How do Organizations use eTOM

Figure 11: Level 2 Processes for Marketing

Figure 12: Level 2 Processes for Service Development

Figure 13: Level 2 Processes for Resource Development

Figure 14: Level 2 Processes for Supply Chain Development

Figure 15: Level 2 Processes for Strategic and Enterprise

Figure 16: Level 2 Processes for Enterprise Risk Management 7

Figure 18: Level 2 Processes Knowledge and Research

Figure 19: Financial and Asset Management

Figure 20: Level 2 Processes for Stakeholder & External

Figure 21: Level 2 Processes for Human Resource Management 8

Figure 22: Process Interaction Example

Figure 23: Process Flow Example

Orbus Software 2013

How is Frameworx structured?

Who are the TM Forum?

The core frameworks included in the Frameworx

Once started, the TM Forum has not only grown

Figure 1: Structure of Frameworx

Frameworx also includes:

Frameworx is a suite of best practices and

Orbus Software 2013

Figure 2: Architecture Layers of Frameworx

Use of the Frameworx standards and management

system implementation, integration and

eTOM Model in Detail

Orbus Software 2013

In the following sections, the Process Diagrams

The model shows seven end-to-end (vertical) process

Level 0 of the eTOM business process framework

06/06/2011 by System Administrator

Level 1 of the eTOM business process framework

Among these vertical groupings, the focus of eTOM

06/06/2011 by System Administrator

22/08/2012 by System Administrator

Marketing & Offer Management

Customer Relationship Management

Service Development & Management

Service Management & Operations

Resource Development & Management

Resource Management & Operations

Supply Chain Development & Management

Supplier/Partner Relationship Management