This document provides an overview of eTOM (enhanced Telecom Operations Map) and ITIL (Information Technology Infrastructure Library) frameworks and how they can be combined. It introduces eTOM as a business process framework that represents the processes and functions of a telecommunications enterprise. ITIL is introduced as a collection of best practices for managing IT services. The document explains that eTOM and ITIL have complementary strengths and are mutually supportive, with eTOM providing a business-focused view of processes and ITIL providing IT-focused best practices to support business needs. It outlines how the two frameworks can be viewed as orthogonal and combined by mapping ITIL practices into specific eTOM processes.

1. eTOM and ITIL engagements
Presented by: Ahmed Selim
Project Manager,Ericsson Canada
3/9/2017 1

2. Agenda
1- Introduction
2- Introduction to eTOM
4- Combining eTOM & ITIL
3- Introduction to ITIL
5- Further Information
3/9/2017 2

3. Ownership & Background
• Started in 1989 through UK government Cabin Office
• Current version is V3 (2011)
• Strong in Certification
• Linked to ISO 20,000 (people get certified in ITIL, organizations
achieve compliance in ISO)
Principles
• Non-profit
• Technology independent
• Tool independent
• Software and Vendor independent
“enhanced Telecom Operations Map”
A business process framework:
 Standard process structure, terminology and classification scheme
 Enables consistent end-to-end process flows and re-use
 Aligns with Frameworx Architecture (eTOM, SID & TAM)
“Information Technology Infrastructure Library”
A collection of best practice processes:
Service Based approach to managing Technology
Offers well defined processes, with language and metrics
Built on best practice
• Started in 1988
• Current Version is 16.5 as part of Frameworx
• Vendor and Service Provider Driven
Principles
• Global, Not-for-profit Organization
• Fair & safe environment for 900 member companies
(vendors & service providers) to collaborate across the
Telecoms Value-Chain
• Goal is to improve agility and efficiency in IT & operations
eTOM ITIL
3/9/2017 3

4. Agenda
1- Introduction
2- Introduction to eTOM
4- Combining eTOM and ITIL
3- Introduction to ITIL
5- Further Information
3/9/2017 4

5. What is a Process
TM Forum Process Definition:
“A Process describes a systematic,
sequenced set of functional activities
that deliver a specified result.”
“In other words, a Process is a sequence of related
activities or tasks required to deliver results or outputs.”
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6. A business strategy is
implemented…
By offering business
services…
Which are delivered
thru business processes
That run data on
information…
Managed by systems &
applications…
Deployed on a technology
network & IT platforms
EA is methodology for the explicit
description and documentation of the
current and desired relationships
among strategy, business processes,
information, applications &
technology.
Process as part of Enterprise Architecture
Helps understand total “as is” picture and to define the “to be”
Process is key to translating
business strategy into effective
IT and Technology solutions
3/9/2017 6

7. TMF Frameworx
TM Forum Frameworx is a group of best practices and standards that when adopted enable a
service‐oriented, highly automated and efficient approach to business operations
Frameworx
Integration
Framework
TAM
SID
eTOM The Business Process Framework
The Information Framework
The Application Framework
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8. eTOM Overview
The eTOM (enhanced Telecom Operation Map) business process
framework represents the whole of a service provider's enterprise
environment, it covers all processes and functions of a
telecommunications enterprise:
At the overall conceptual level, the eTOM framework can be viewed as
having three major process areas :
• Strategy, Infrastructure and Product (SIP) – Covering planning and lifecycle
management (associated with development and delivery).
• Operations – Covering the core of operational management.
• Enterprise management – Covering corporate or business support management.
3/9/2017 8

9. eTOM ( the three major “Level 0” process elements, Operations are
decomposed into the next level, Level 1)
3/9/2017 9

10. eTOM Structure
Key Concepts – Functional Layers & Vertical Processes
Market/Sales, Product
and Customer
Service
Resource
(Application, Computing
and Network)
Supplier/Partner
Strategy&Commit
ILM
Readiness
Fulfillment
Assurance
Billing
PLM
SIP
Strategy, Infrastructure
& Product
OPS
OPerationS
e.g. Agreeing strategy & commitment.
planning, developing &
managing products/infrastructure
Day-to-day operations: Handling sales, customer
complaints, network problems, service activation,
charging & billing, etc.
FUNCTIONALLAYERS
3/9/2017 10

11. eTOM Structure
Key Concepts – “SIP” Verticals
Market/Sales, Product
and Customer
Service
Resource
(Application, Computing
and Network)
Supplier/Partner
Enterprise
Strategy&Commit
ILM
Readiness
Fulfillment
Assurance
Billing
PLM
SIP OPS
Strategy & Commit
processes are responsible for the generation of
strategies in support of the Infrastructure and
Product Lifecycle processes and the business
commitment to support these strategies. They
provide the focus within the enterprise for
generating specific business strategy and gaining
buy-in within the business to implement this
strategy.
Infrastructure Lifecycle Management (ILM) Define,
plan and implement all necessary infrastructures (application,
computing and network), as well as all other support
infrastructures and business capabilities (operations centres,
architectures, etc.).
Identify new requirements, new capabilities, and design and
develop new or enhanced infrastructure to support products.
Respond to the needs of the Product Lifecycle processes, such
as unit cost reductions, product quality improvements, new
products, etc.
Product Lifecycle Management (PLM)
Understand the market across
all key functional areas, the business environment,
customer requirements and competitive offerings in order
to design and manage products that succeed in their
specific markets.
Define, plan and implement all products in the portfolio.
Manage products to required profit and loss margins,
customer satisfaction and quality commitments, as well
as delivering new products to the market.
Product Development is mainly a project process that
develops and delivers new products to customers, as well
as new features and enhancements for existing products
and services.
3/9/2017 11

12. eTOM Structure
Key Concepts – Core “OPS” Verticals: FAB
Market/Sales, Product
and Customer
Service
Resource
(Application, Computing
and Network)
Supplier/Partner
Enterprise
Strategy&Commit
ILM
Readiness
Fulfillment
Assurance
Billing
PLM
SIP OPS
Operations Processes:
Fulfillment
Provides customers with their
requested products in a timely and
correct manner.
Informs the customers of the status of
their purchase order, ensures
completion on time, as well as a
delighted customer.
Operations Processes:
Assurance
is responsible for the execution of
proactive and reactive maintenance
activities to ensure that services
provided to customers are continuously
available and to SLA or QoS
performance levels.
Operations Processes: Billing
Supports prepayment for services
Produces timely and accurate bills
Provides usage information to customers
Processes and collects payments
Handles customer inquiries about bills,
provides billing inquiry status and resolves
billing problems to the customer's satisfaction
in a timely manner.
3/9/2017 12

13. eTOM Structure
Key Concepts – “OPS” Vertical OS&R
Market/Sales, Product
and Customer
Service
Resource
(Application, Computing
and Network)
Supplier/Partner
Enterprise
Strategy&Commit
ILM
Readiness
Fulfillment
Assurance
Billing
PLM
SIP OPS
Operations Support &
Readiness (OS&R)
Support operational readiness in the
“FAB” processes
Important for successful
implementation of Customer Self-
Management.
3/9/2017 13

14. Fulfillment Assurance BillingOperations Support
& Readiness
Service Management & Operations
Supplier/Partner Relationship Management
Customer Relationship Management
Resource Management & Operations
Product Lifecycle
Management
Infrastructure Lifecycle
Management
Strategy &
Commitment
Marketing & Offer Management
Resource Development & Management
Service Development & Management
Supply Chain Development & Management
Market Strategy
& Policy
Product & Offer
Portfolio Planning
Marketing Capability
Delivery
Product & Offer
Capability Delivery
Sales
Development
Product
Marketing
Communication
s
& Promotion
Product & Offer Development
& Retirement
Service Strategy & Planning Service Capability
Delivery
Service Development
& Retirement
Resource Strategy & Planning Resource Capability
Delivery
Resource Development
& Retirement
Supply Chain Strategy
& Planning
Supply Chain
Capability Delivery
Supply Chain
Development
& Change
Management
Enterprise Management
Strategic & Enterprise Planning
Strategic &
Business
Planning
Business
Development
Enterprise
Architecture
Management
Group
Enterprise
Management
Financial & Asset Management
Financial
Management
Asset
Management
Procurement
Management
CRM
Support &
Readiness
Customer Interface Management
Retention and Loyalty
Marketing
Fulfillment
Response
Selling
Order
Handlin
g
Problem Handling
Customer QoS/SLA
Management
Billing &
Collections
Management
Service Mgt &
Operations
Support &
Readiness
Service
Configuration
& Activation
Service Problem
Management
Service Quality
Management
Services &
Specific Instance
Rating
Resource Mgt &
Operations
Support &
Readiness
Resource
Provisioning
Resource Data Collection & Processing
S/P Relationship Mgt
Operations Support
& Readiness
S/P Requisition
Management
Resource Trouble
Management
S/P Problem
Reporting
& Management
S/P Performance
Management
S/P Settlements
& Billing
Management
Supplier/Partner Interface Management
Resource
Performance
Management
OperationsStrategy, Infrastructure & Product
Enterprise Effectiveness Management
Process
Management
& Support
Enterprise
Quality
Management
Facilities
Management
& Support
Program &
Project
Management
Enterprise
Performance
Assessment
Knowledge & Research Management
Research
Management
Technology
Scanning
Knowledge
Management
Stakeholder & External Relations Mgt
Community
Relations
Management
Shareholder
Relations
Management
Regulatory
Management
Legal
Management
Corporate Communications
& Image Management
Board &
Share/Securities
Management
Human Resources Management
HR Policies
& Practices
Workforce
Strategy
Workforce
Development
Employee &
Labour Relations
Management
Organisation
Development
Enterprise Risk Management
Business
Continuity
Management
Security
Management
Audit
Management
Fraud
Management
Insurance
Management
eTOM Structure Decomposition
Business Process Framework Level 2
3/9/2017 14

15. Fulfillment Assurance BillingOperations Support
& Readiness
Service Management & Operations
Supplier/Partner Relationship Management
Customer Relationship Management
Resource Management & Operations
Product Lifecycle
Management
Infrastructure Lifecycle
Management
Strategy &
Commitment
Marketing & Offer Management
Resource Development & Management
Service Development & Management
Supply Chain Development & Management
Market Strategy
& Policy
Product & Offer
Portfolio Planning
Marketing Capability
Delivery
Product & Offer
Capability Delivery
Sales
Development
Product
Marketing
Communication
s
& Promotion
Product & Offer Development
& Retirement
Service Strategy & Planning Service Capability
Delivery
Service Development
& Retirement
Resource Strategy & Planning Resource Capability
Delivery
Resource Development
& Retirement
Supply Chain Strategy
& Planning
Supply Chain
Capability Delivery
Supply Chain
Development
& Change
Management
Enterprise Management
Strategic & Enterprise Planning
Strategic &
Business
Planning
Business
Development
Enterprise
Architecture
Management
Group
Enterprise
Management
Financial & Asset Management
Financial
Management
Asset
Management
Procurement
Management
CRM
Support &
Readiness
Customer Interface Management
Retention and Loyalty
Marketing
Fulfillment
Response
Selling
Order
Handlin
g
Problem Handling
Customer QoS/SLA
Management
Billing &
Collections
Management
Service Mgt &
Operations
Support &
Readiness
Service
Configuration
& Activation
Service Problem
Management
Service Quality
Management
Services &
Specific Instance
Rating
Resource Mgt &
Operations
Support &
Readiness
Resource
Provisioning
Resource Data Collection & Processing
S/P Relationship Mgt
Operations Support
& Readiness
S/P Requisition
Management
Resource Trouble
Management
S/P Problem
Reporting
& Management
S/P Performance
Management
S/P Settlements
& Billing
Management
Supplier/Partner Interface Management
Resource
Performance
Management
OperationsStrategy, Infrastructure & Product
Enterprise Effectiveness Management
Process
Management
& Support
Enterprise
Quality
Management
Facilities
Management
& Support
Program &
Project
Management
Enterprise
Performance
Assessment
Knowledge & Research Management
Research
Management
Technology
Scanning
Knowledge
Management
Stakeholder & External Relations Mgt
Community
Relations
Management
Shareholder
Relations
Management
Regulatory
Management
Legal
Management
Corporate Communications
& Image Management
Board &
Share/Securities
Management
Human Resources Management
HR Policies
& Practices
Workforce
Strategy
Workforce
Development
Employee &
Labour Relations
Management
Organisation
Development
Enterprise Risk Management
Business
Continuity
Management
Security
Management
Audit
Management
Fraud
Management
Insurance
Management
eTOM Level 3 & 4 example
3/9/2017 15

16. Practical Approach to eTOM
• Some key scenarios where eTOM has been used :
• Greenfield, Immature Organizations:
used to define and structure workflows and activities from “scratch” and
supports efficient organizational design.
• Mature Organization Transformation:
used while revising process during an operator’s radical transformation
program to identify process gaps/overlaps and align process automation
with system design and integration.
3/9/2017 16

17. Agenda
3- Introduction to ITIL
1- Introduction
2- Introduction to eTOM
4- Combining eTOM & ITIL
5- Further Information
3/9/2017 17

18. What is a Service
A Service is a mean of delivering value to customers by
facilitating outcomes that customers want to achieve
without the ownership of specific costs and risks
IT Service Management is the implementation and
management of quality IT services that meet the needs of
the business
3/9/2017 18

19. What is ITIL
ITIL is a widely accepted approach to IT Service
Management (ITSM), which has been adopted by
individuals and organizations across the world. ITIL
provides a cohesive set of best practice, drawn from the
public and private sectors internationally to align IT with
Business
3/9/2017 19

20. IT Service Lifecycle
• All things have a Lifecycle covering the main
stages between birth and death (Inception to
Retirement)
• The slide shows a potential Lifecycle and the
overlays give an idea of where considerations and
actions should be:
1. Strategic
2. Tactical
3. Operational
• Improvement should be a component part of
everything that we do
3/9/2017 20

21. Service Strategy
3/9/2017 21

22. Service Design
3/9/2017 22

23. Service Transition
3/9/2017 23

24. Service Operation
3/9/2017 24

25. Continual Service Improvement
3/9/2017 25

26. ITIL 26 Processes
• 5 Strategy
• 8 Design
• 7 Transition
• 5 Operation
• 1 CSI
3/9/2017 26

27. 4- Combining eTOM and ITIL
Agenda
1- Introduction
2- Introduction to eTOM
3- Introduction to ITIL
5- Further Information
3/9/2017 27

28. Combining the two Frameworks
• Note that the bottom line is that there is no real
conflict between ITIL and eTOM. They come from
different perspectives, and are different kinds of
artifact but offer complementary strengths and are
mutually supportive.
• eTOM can be viewed as delivering a business-
focused view of enterprise-wide needs, expressed
through a set of process elements that can be
linked in process flows to visualize end-end
activities, in a way that is neutral to how
downstream system and implementation concerns
will be addressed
• ITIL can be viewed as delivering an IT-focused
view that responds to these business needs
through a set of IT-oriented “good practices"
covering some, but not all, important aspects of
business activity
The ITIL and eTOM viewpoints can be seen almost
as orthogonal:
• eTOM represents specific business processes
that map directly into an organization
• ITIL represents practices that may be adopted in
one or several areas of an enterprise, but must
first be mapped into specific processes within the
organization3/9/2017 28

29. When would you combine the two (1)
• ITIL and eTOM do not attempt to address the same set of
concerns. Instead, and rather happily, they are complementary and
the support each provides is compatible with the other and adds to
it. Thus, it is feasible and practical to deliver ITIL “good
practice” services using process flows built using eTOM (i.e.
the Business Process Framework).
• Here, the eTOM Business Process Framework on the left
provides a response to the general industry desire to model
business process needs, for Service Providers and also enterprises
generally. From this a wide range of business process flows can be
specified (bottom left), addressing a range of scenarios and use
cases, which could reflect a whole variety of policies and practices.
In some cases, these could be designed to be aligned with ITIL,
and in others, where some users do not choose to employ ITIL, the
flows could be designed differently. The eTOM framework, and its
process element structure, is flexible enough to support this.
3/9/2017 29

30. When would you combine the two (2)
• All these ITIL Level 2s were introduced starting
Release 8.0 of the Business Process Framework.
• There is a fundamental difference between
these new ITIL Level 2s and the remainder of the
eTOM process elements, and it is central to the
mechanism which allows eTOM and ITIL to co-
operate.
All the 14 ITIL process elements within Enterprise
Management represent “good practices”. ITIL
positions itself as a set of Good Practices, and this
has a significant impact when applying ITIL within
an enterprise. Specific good practices will be
applied in various areas of the business, according
to the choice of the user concerned. There is
therefore a need (sometimes not fully recognized)
to map the good practices into the enterprise area
concerned.
3/9/2017 30

31. Agenda
4- Combining eTOM and ITIL
1- Introduction
3- Introduction to ITIL
2- Introduction to eTOM
5- Further Information
3/9/2017 31

32. Certification
Level 1: Foundation – entry level, general
awareness, key concepts and terminology
Level 2: Intermediate – modular based, area
specific, industry recognized
Level 3: Managing across the lifecycle – key
lifecycle concepts, managing services,
governance and organization, KPI’s
Level 4: ITIL Expert – Superior complete ITIL
Knowledge, Senior level
Level 5: ITIL Master – Principal level certification,
equivalent to a 3rd level degree
See ITIL official website Certification Link
http://www.itil-
officialsite.com/Qualifications/ITILQualificationScheme.aspx
Step 1: Attendance at "Business Process
Framework (eTOM) Distilled"
or "Solution Frameworks Overview" training
Step 2: Passing the "Business Process
Framework (eTOM)" certification exam
Step 3: Attendance at "Business Process
Framework (eTOM) Implementer's Workshop"
training course
Step 4: Passing the "Business Process
Framework (eTOM) Implementer's Workshop"
certification exam
See TM Forum Training Details Link
https://www.tmforum.org/training-certification/course-
information-pages-online/business-process-framework-
etom-fundamentals-online/
eTOM ITIL
3/9/2017 32