Business process modelling and e tom telecom

Business ProcessesMapping projectMobile telecom operator
Kate Koltunova
www.koltunova.com
kate@koltunova.com
+7 (911) 250-22-47
June 10, 2009

Why do we need process models?
Provide company top-management with the actual comprehensive information about existing processes;
Evaluate potential process improvement, estimate benefits, risks and required resources;
Train company staff in process modeling and process management;
Lay the foundations of continuous process improvement and qualitymanagement.
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Process Modeling Roadmap
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Strong and weak sides of the company – what we can use and what should be improved
Existing and future management style – self-identification and target – level of planning and control, motivation
Long term forecasting/planning - changes in business/market environment (do we need scratch cards after 3 years?) – where do we go?
Communication of the company long term and short term goals and objectives (market segments – retail and corporate, product policy, client service, partnership with content providers)
Competitive advantages for clients and partners
We have to understand business to design useful process models

Focus on processes with the high influence on company strategic objectives – core processes
Top-down company’s priority driven process discovery/modeling approach
Use Industry standards (eTOM) for process identification
Utilize existing company recourses (QA library,departments’ procedures, etc.)
Work together with process owners to define processes
(have to be agreed and reviewed periodically)
Principles are important for process modeling project – be consistent

Evolutional approach - quick results, learning
Start from simple tools – MS Visio
Use basic notation - Process Flow charts
Evaluate professional tools like ARIS
Evaluate potential of Process repository and Process simulation
Build AS-IS model from scratch. Mapping to eTOM, etc. later
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Business Process Identification
Organization Structure
Interviews
IT Architecture
Reporting
Projects Documentation
QA documentation
Departments Procedures

Top-down method — Begin with the process management documents and then create the lower tier documents – for small companies.
Bottom-up method —Work from the set of high level process documents documents to create detailed processes and process management system – for large organizations with mature documentation.
Process-flow method — Start with a flow analysis of the organization's processes and procedures and create the process management and high-level processes concurrently. This is an iterative process. The flow analysis ensures consistency between the various documentation levels and minimizes redundancy, especially between the policy statements and the procedures - no limitation.
Three process modeling approaches

Process modeling needs commitment at all organizational levels

“a processis how work gets done, using technology, by people with certain skills in an organisation, incentivised and managed through specific systems, behaving according to personally held beliefs and values”
M. Hammer, J.Champy
Process - A process describes systematic sequenced set of functional activities that deliver a specified result.
(eTOM)
Process is a sequence of interdependent and linked procedures which, at every stage, consume one or more resources (employee time, energy, machines, money) to convert inputs (data, material, parts, etc.) into outputs. These outputs then serve as inputs for the next stage until a known goal or end result is reached.
(Business Dictionary)
Definitions: process

Process characteristics (eTOM)
Has Goal
Has Inputs
Has Outputs
Transforms Inputs into Outputs
Uses Resources
Has some activities that are performed in some order
Creates value for the customer (internal or external)
May Create/Read/Update data
Have responsibility model: responsible – «process owner», accountable, consulted, informed (RACI)

AS-IS Process Mapping Steps

Process owner - personwho has the ultimate responsibility for the performance of a process in realizing its objectives measured by key process indicators, and has the authority and ability to make necessary changes.
Process owner is responsible for coordinating and managing the workflow and activities at every stage and level of a process. As new technologies and processes are introduced within an organization or workplace, the process owner would be responsible for integrating the everyday execution of that process.
Who are you Mr.Process owner?

Processes provide value for clients and use personal and the infastructure

Processes’ objectives derive from success factors for business segments
Business segments strategy
Private
Corporate
Business segments matrix
Process goals
Process 1 (t, q, $)
….
Process N (t, q, $)
Process Portfolio
Processes
Process types

Process portfolio
Sell SIM-Cards
Contract Management
Sales Chanel Development
Corporate Sales
Dealer Management

Process management: potential for improvement

Mobile Telecom Operator Process Areas

Process management framework for Mobile Telecom Operator
Security Policy
External Requirements
Quality Standards
Process/Model Publishing/Distribution Tools
Modeling Tools
Process Model Repository
Process Documentation sources/version control
Process Documents Templates
Process Documents Workflows / Lifecycle
Process Documents Structure
Business Process Owners Mapping
eTOM process decomposition hierarchy
Company Process Management Methodology

Process Management: main steps
eTOM, Org. Structure, existing processes
Management principles

A Business Process Repository is a central location for storing information about how an enterprise operates, it is required to: how a process should be applied;
maintain document lifecycle
support version controls
expected results should be upon process completion.
Business Process Model (Object) repository stores information about individual Process Model Objects (documents, functions, org. units, roles, etc.). It is required to:
ensure model consistency
Improve modeling efficiency
support multiuser
Business process model repository

Process Description Form

A reference model is a model designed to pass on knowledge, such as process knowledge. It can make recommendations or be of a prescriptive nature. There are two main features that such models share:
Universality, e.g., they apply to all companies in a certain sector
The other feature is the models’ recommendatory nature, i.e., they serve as the starting point for company-specific implementation. Every reference model is intended as a guide only, of course, and must be adapted to the individual circumstances of your organization.
eTOM – enhanced Telecom Operations Map – the business process framework for the Information and Communication Services Industry.
Will help to uncover existing processes
Defines processes that have to be established in Telecom company
eTOM as a reference process model

eTOM Business process Framework – Level 0

eTOM Business Process Framework – Level 1 Processes

eTOM Business Process Framework – High Level Mapping
Sales and Distribution Department
Marketing Department
Customer Care and Roaming Department
Technology Department
Sales and Distribution Department
Internal Audit
Processes anв Procedures Unit
CEO Area
Corporate Communications
Corporate Communications
Financial Department
HR

Mapping eTOM processes to organizational structure
Company may decide to map various Level 2 process elements to different departments –
(eTOM GB921-G)

eTOM provides examples of process mapping (GB921-G)

Permanent process changes during design stage will slow down process design AS-IS
Lack of management resources to establish process discipline (approve and maintain defined processes) will not allow to establish new processes
Uncoordinated company activities and initiatives in process management will undermine project results
Technical problems with BSS IT systems will slow down introduction of new efficient business processes
Project Risks

Business process modelling and e tom telecom

by Kate Koltunova on Jun 29, 2010

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