GB921DX L4 Process Decompositions R15.5.0

Frameworx Standard
Business Process
Framework (eTOM)
Process Decompositions and Descriptions
Business Process Framework

GB921 Addendum DX
Release 15.5.0
November 2015
Latest Update: Frameworx Release 15.5

Version 15.5.1
Member Evaluation
IPR Mode: RAND
TM Forum 2015. All Rights Reserved.
Addendum D Process Decompositions and Descriptions

Business Process Framework (eTOM) R15.5.0
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Table of Contents
TABLE OF CONTENTS..........................................................................................3
LIST OF FIGURES..............................................................................................52
PREFACE.......................................................................................................... 63
INTRODUCTION................................................................................................ 65
PROCESS ASSOCIATIONS AND IDS..........................................................................65
PROCESS DECOMPOSITIONS & DESCRIPTIONS...................................................66
1.1.1 MARKET STRATEGY & POLICY........................................................................................... 66
Market Strategy & Policy................................................................................................ 66
Gather & Analyze Market Information............................................................................67
Establish Market Strategy.............................................................................................. 67
Establish Market Segments............................................................................................ 68
Link Market Segments & Products.................................................................................68
Gain Commitment to Marketing Strategy.......................................................................69
1.1.1.1 GATHER & ANALYZE MARKET INFORMATION.....................................................................70
Gather & Analyze Market Information............................................................................70
Gather Market Information............................................................................................. 71
Analyze Market Information........................................................................................... 71
1.1.1.2 ESTABLISH MARKET STRATEGY......................................................................................72
Establish Market Strategy.............................................................................................. 72
Establish Market Participation........................................................................................ 73
Establish Market Strategy Objectives.............................................................................73
Support Market Strategy................................................................................................ 74
Identify Enterprise areas to meet market strategy objectives........................................74
1.1.1.3 ESTABLISH MARKET SEGMENTS.....................................................................................75
Establish Market Segments............................................................................................ 75
Identify Market Segments.............................................................................................. 75
Manage Market Segments outcome...............................................................................76
Reporting - Specific Market Segments...........................................................................76
1.1.1.4 LINK MARKET SEGMENTS & PRODUCTS...........................................................................77
Link Market Segments & Products.................................................................................77
Link consumption profiles & available product families.................................................78
Identify potential new product families for market segments........................................78
Analyze Market Segment purchase and issues..............................................................79
1.1.1.5 GAIN COMMITMENT TO MARKETING STRATEGY..................................................................80
Gain Commitment to Marketing Strategy.......................................................................80
Identify Stakeholders to Market Strategy.......................................................................80
Gain Market Strategy Stakeholder approval...................................................................81
Gain Enterprise Commitment to Market Strategy..........................................................81
1.1.2 SALES STRATEGY & PLANNING......................................................................................... 82
Sales Strategy & Planning.............................................................................................. 82
Develop Sales Relationship............................................................................................ 83
Establish Sales Budget................................................................................................... 84
Establish Sales Goals and Measures...............................................................................84
Develop Sales Channel Strategy....................................................................................85
Establish Revenue Coverage Plan..................................................................................85
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1.1.3 SALES FORECASTING...................................................................................................... 86

Sales Forecasting........................................................................................................... 86
Set Sales Forecast Goal.................................................................................................. 87
Gather Forecast Data..................................................................................................... 87
Develop Sales Forecast.................................................................................................. 88
Distribute Sales Forecast............................................................................................... 88
Evaluate Sales Forecast Outcomes................................................................................89
1.1.3.2 GATHER FORECAST DATA.............................................................................................90
Gather Forecast Data..................................................................................................... 90
Gather Industry Forecast Data.......................................................................................90
Gather Environmental Forecast Data.............................................................................91
1.1.3.3 DEVELOP SALES FORECAST..........................................................................................92
Develop Sales Forecast.................................................................................................. 92
Choose Forecast Model.................................................................................................. 92
Analyze Forecast Data................................................................................................... 93
Prepare Sales Forecast................................................................................................... 93
Approve Sales Forecast.................................................................................................. 94
1.1.5 SALES DEVELOPMENT..................................................................................................... 95
Sales Development........................................................................................................ 95
Monitor Sales & Channel Best Practice...........................................................................96
Develop Sales & Channel Proposals...............................................................................96
Develop New Sales Channels & Processes.....................................................................97
1.1.5.1 MONITOR SALES & CHANNEL BEST PRACTICE..................................................................98
Monitor Sales & Channel Best Practice...........................................................................98
Develop Sales & Channel Requirements........................................................................99
Monitor Sales & Channel Practices...............................................................................100
1.1.5.2 DEVELOP SALES & CHANNEL PROPOSALS......................................................................101
Develop Sales & Channel Proposals.............................................................................101
Create Sales Proposals................................................................................................. 102
Gain Sales Proposals Approval.....................................................................................102
1.1.5.3 DEVELOP NEW SALES CHANNELS & PROCESSES.............................................................103
Develop New Sales Channels & Processes...................................................................103
Develop External Relationships....................................................................................104
Manage Process & Channel Coordination.....................................................................104
Define Processes & Channels.......................................................................................105
1.1.7 MARKET SALES SUPPORT & READINESS...........................................................................106
Market Sales Support & Readiness...............................................................................106
Support Selling............................................................................................................. 107
Manage Sales Inventory............................................................................................... 108
1.1.7.7 SUPPORT SELLING..................................................................................................... 110
Support Selling............................................................................................................. 110
Ensure Selling Capability.............................................................................................. 111
Manage Sales Channels............................................................................................... 112
Manage Sales Leads..................................................................................................... 112
Undertake Selling Trend Analysis.................................................................................113
1.1.7.9 MANAGE SALES INVENTORY........................................................................................114
Manage Sales Inventory............................................................................................... 114
Identify Relevant Sales Inventory Information.............................................................115
Maintain Sales Inventory facilities................................................................................116
Manage Sales Inventory Capture.................................................................................116
Control Sales Inventory Access....................................................................................116
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Ensure Sales Inventory Data Quality............................................................................117

Track Sales Inventory Usage........................................................................................118
Identify Sales Inventory Shortcomings.........................................................................118
1.1.9 SELLING.................................................................................................................... 119
Selling.......................................................................................................................... 119
Qualify Opportunity...................................................................................................... 119
Negotiate Sales/Contract............................................................................................. 120
Cross/Up Selling........................................................................................................... 121
Develop Sales Proposal................................................................................................ 122
Manage Sales Accounts............................................................................................... 123
Acquire Customer Data................................................................................................ 123
1.1.9.1 QUALIFY & EDUCATE CUSTOMER.................................................................................124
Qualify Opportunity...................................................................................................... 124
Define Alternative/Customized Solutions.....................................................................125
Assess Potential Development & Risk..........................................................................126
Assess Strategic Impacts............................................................................................. 126
1.1.9.2 NEGOTIATE SALES/CONTRACT.....................................................................................127
Negotiate Sales/Contract............................................................................................. 127
Negotiate Standard Terms & Conditions.......................................................................128
Develop & Negotiate Non-standard Terms & Conditions..............................................129
Obtain Customer Agreement.......................................................................................130
Create Customer Order................................................................................................ 130
1.1.9.3 CROSS/UP SELLING.................................................................................................. 131
Cross/Up Selling........................................................................................................... 131
Analyze Customer Trends............................................................................................. 132
Recommend Appropriate Offerings..............................................................................133
1.1.9.4 DEVELOP SALES PROPOSAL........................................................................................133
Develop Sales Proposal................................................................................................ 134
Ascertain Customer Requirements...............................................................................134
Determine Support for Customer Requirements..........................................................135
Develop Proposal against Customer Requirements......................................................136
1.1.9.5 MANAGE SALES ACCOUNTS........................................................................................137
Manage Sales Accounts............................................................................................... 137
Contact Customer (on regular basis)............................................................................138
Develop Contacts & Leads........................................................................................... 138
Update Sales Repository.............................................................................................. 139
1.1.9.6 ACQUIRE CUSTOMER DATA......................................................................................... 140
Acquire Customer Data................................................................................................ 140
Determine Required Customer Data............................................................................141
Capture & Record Customer Data................................................................................142
1.1.10 MARKETING FULFILLMENT RESPONSE.............................................................................143
Marketing Fulfillment Response...................................................................................143
1.1.11 CONTACT/LEAD/PROSPECT MANAGEMENT.......................................................................144
Contact/Lead/Prospect Management...........................................................................144
Manage Contact........................................................................................................... 145
Track Lead.................................................................................................................... 145
Manage Prospect......................................................................................................... 146
1.1.11.1 MANAGE CONTACT.................................................................................................. 147
Manage Contact........................................................................................................... 147
Identify Contact........................................................................................................... 147
Develop Contact.......................................................................................................... 148
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Maintain Contact Information.......................................................................................148

1.1.11.2 TRACK LEAD.......................................................................................................... 149
Track Lead.................................................................................................................... 149
Track Marketing Lead................................................................................................... 150
Evaluate Marketing Lead.............................................................................................. 150
1.1.11.3 MANAGE PROSPECT................................................................................................151
Manage Prospect......................................................................................................... 151
Analyze Prospect Needs............................................................................................... 152
Identify Potential Solutions.......................................................................................... 152
Assign Prospect to Sales Channel................................................................................153
Track & Report Prospect............................................................................................... 153
1.1.12 MARKET PERFORMANCE MANAGEMENT..........................................................................155
Child process(es) to be determined.............................................................................155
Market Performance Management...............................................................................156
1.1.13 SALES PERFORMANCE MANAGEMENT.............................................................................156
Sales Performance Management..................................................................................156
Set Sales Performance Goals.......................................................................................157
Track/Monitor Sales Performance.................................................................................157
Analyze Sales Performance.......................................................................................... 158
Report On Sales Performance......................................................................................158
Improve Sales Performance......................................................................................... 159
1.1.14 MARKETING COMMUNICATIONS.....................................................................................160
Marketing Communications.......................................................................................... 160
Define Marketing Communications Strategy................................................................160
Ensure Marketing Communication Capability...............................................................161
Develop Marketing Communication.............................................................................162
Deliver Marketing Communication Collateral...............................................................162
Monitor Marketing Communication Effectiveness........................................................163
Modify Marketing Communication................................................................................163
Archive Marketing Communication..............................................................................164
Undertake Marketing Communications Trend Analysis.................................................164
1.1.14.3 DEVELOP MARKETING COMMUNICATION.......................................................................165
Develop Marketing Communication.............................................................................165
Develop Marketing Communication Message...............................................................166
Select Marketing Communication Delivery Channels...................................................166
Produce Marketing Communication Collateral..............................................................167
Customize Marketing Communication Collateral..........................................................167
1.1.14.4 DELIVER MARKETING COMMUNICATION COLLATERAL......................................................168
Deliver Marketing Communication Collateral...............................................................168
Manage Marketing Communication Channel Capability...............................................169
Manage Marketing Communication Channel Resources...............................................169
Issue Marketing Communication..................................................................................170
1.1.14.5 MONITOR MARKETING COMMUNICATION EFFECTIVENESS.................................................171
Monitor Marketing Communication Effectiveness........................................................171
Develop Marketing Communication Metrics.................................................................171
Gather Marketing Communication Metrics...................................................................172
Analyze Marketing Communication Metrics..................................................................172
Suggest Marketing Communication Change................................................................173
1.1.15 MARKETING CAMPAIGN MANAGEMENT............................................................................174
Marketing Campaign Management..............................................................................174
Plan Marketing Campaign............................................................................................ 175
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Ensure Marketing Campaign Capability.......................................................................176

Develop Marketing Campaign......................................................................................176
Launch Marketing Campaign........................................................................................ 177
Monitor Marketing Campaign Effectiveness.................................................................178
Modify Marketing Campaign......................................................................................... 178
End Marketing Campaign............................................................................................. 179
Undertake Marketing Campaigns Trend Analysis.........................................................179
1.1.15.3 DEVELOP MARKETING CAMPAIGN...............................................................................180
Develop Marketing Campaign......................................................................................180
Create Marketing Campaign........................................................................................181
Define Marketing Campaign Criteria............................................................................181
Define Marketing Campaign Proposition......................................................................182
Design Marketing Campaign Workflow.........................................................................182
Obtain Marketing Campaign Agreement......................................................................183
1.1.15.4 LAUNCH MARKETING CAMPAIGN................................................................................184
Launch Marketing Campaign........................................................................................ 184
Manage Marketing Campaign Channel Capability........................................................185
Manage Marketing Campaign Channel Resources........................................................185
Complete Marketing Campaign Launch........................................................................186
1.1.15.5 MONITOR MARKETING CAMPAIGN EFFECTIVENESS.........................................................186
Monitor Marketing Campaign Effectiveness.................................................................186
Develop Marketing Campaign Metrics..........................................................................187
Gather Marketing Campaign Metrics............................................................................188
Analyze Marketing Campaign Metrics..........................................................................188
Suggest Marketing Campaign Change.........................................................................189
1.2.1 PRODUCT & OFFER PORTFOLIO PLANNING........................................................................189
Product & Offer Portfolio Planning................................................................................189
Gather & Analyze Product Information.........................................................................190
Establish Product Portfolio Strategy.............................................................................191
Produce Product Portfolio Business Plans.....................................................................191
Gain Commitment to Product Business Plans...............................................................192
1.2.1.1 GATHER & ANALYZE PRODUCT INFORMATION.................................................................193
Gather & Analyze Product Information.........................................................................193
Gather Product Information.......................................................................................... 194
Analyze Product Information........................................................................................194
1.2.1.2 ESTABLISH PRODUCT PORTFOLIO STRATEGY...................................................................195
Establish Product Portfolio Strategy.............................................................................196
Define overall product portfolios structure...................................................................196
Implement product portfolio management functions...................................................197
1.2.1.3 PRODUCE PRODUCT PORTFOLIO BUSINESS PLANS...........................................................197
Produce Product Portfolio Business Plans.....................................................................197
Co-ordinate Product Business Plans.............................................................................198
Communicate Business Plans.......................................................................................199
Develop Product Portfolio Forecasts.............................................................................199
Negotiate Product Business Plan Resources.................................................................200
Develop Outline Market Strategy.................................................................................200
Develop Product Pricing Strategy.................................................................................201
Develop Revenue/Cost Projections...............................................................................201
Develop Product Performance Requirements...............................................................201
Develop Product Operational Requirements................................................................202
Gain Business Plan Commitment and Approval............................................................202
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1.2.1.4 GAIN COMMITMENT TO PRODUCT BUSINESS PLANS.........................................................203

Gain Commitment to Product Business Plans...............................................................203
Identify Stakeholders to Product Business plans..........................................................204
Gain Product Business Plans Stakeholders Approval....................................................204
Gain Enterprise Commitment to Product Business plans..............................................205
1.2.2 PRODUCT & OFFER CAPABILITY DELIVERY........................................................................206
Product & Offer Capability Delivery..............................................................................206
Define Product Capability Requirements......................................................................207
Capture Product Capability Shortfalls...........................................................................207
Approve Product Business Case...................................................................................208
Deliver Product Capability............................................................................................ 208
Manage Handover to Product Operations.....................................................................209
Manage Product Capability Delivery Methodology.......................................................210
1.2.2.1 DEFINE PRODUCT CAPABILITY REQUIREMENTS................................................................211
Define Product Capability Requirements......................................................................211
Capture Product Infrastructure Requirements..............................................................212
Agree Product Infrastructure Requirements.................................................................212
Report Product Infrastructure Requirements................................................................213
1.2.2.2 CAPTURE PRODUCT CAPABILITY SHORTFALLS..................................................................214
Capture Product Capability Shortfalls...........................................................................214
Capture Product Capacity Shortfalls.............................................................................214
Capture Product Performance Shortfalls......................................................................215
Capture Product Operational Support Shortfalls...........................................................215
1.2.2.3 APPROVE PRODUCT BUSINESS CASE.............................................................................217
Approve Product Business Case...................................................................................217
Develop Product Business Case...................................................................................218
Gain Product Business Case Approval..........................................................................218
1.2.2.4 DELIVER PRODUCT CAPABILITY....................................................................................219
Deliver Product Capability............................................................................................ 219
Co-ordinate Product Capability Delivery.......................................................................220
Track Product Capability Business Case Costs.............................................................221
Ensure Product Capability Benefits & Operational Costs..............................................221
1.2.2.5 MANAGE HANDOVER TO PRODUCT OPERATIONS..............................................................222
Manage Handover to Product Operations.....................................................................222
Co-ordinate Product Operational Handover..................................................................223
Validate Product Infrastructure Design.........................................................................223
Ensure Product Handover Support...............................................................................224
1.2.2.6 MANAGE PRODUCT CAPABILITY DELIVERY METHODOLOGY.................................................225
Manage Product Capability Delivery Methodology.......................................................225
Define Product Capability Delivery Methodology.........................................................226
Maintain Product Capability Delivery Repository..........................................................226
1.2.3 PRODUCT & OFFER DEVELOPMENT & RETIREMENT............................................................227
Product & Offer Development & Retirement................................................................228
1.2.3.1 GATHER & ANALYZE NEW PRODUCT IDEAS....................................................................229
Gather & Analyze New Product Ideas[DELETED]..........................................................229
Gather Product Ideas[DELETED]...................................................................................230
Identify Opportunities and Requirements[DELETED]....................................................230
Develop New Opportunity Concepts[DELETED]............................................................230
1.2.3.4 DEVELOP PRODUCT COMMERCIALIZATION STRATEGY........................................................231
Develop Product Commercialization Strategy[DELETED].............................................231
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Develop Product Commercialization Case[DELETED]...................................................232

Gain Product Commercialization Case Approval[DELETED]..........................................232
1.2.3.7 LAUNCH NEW PRODUCTS........................................................................................... 233
Launch New Products[DELETED]..................................................................................233
Identify Product Issues[DELETED]................................................................................234
Manage Product Improvements[DELETED]...................................................................234
Manage Product Handover[DELETED]..........................................................................235
1.2.3.8 MANAGE PRODUCT EXIT............................................................................................ 235
Manage Product Exit[DELETED]...................................................................................235
Identify Unviable Products[DELETED]...........................................................................236
Identify Impacted Product Customers[DELETED].........................................................236
Develop Product Transition Strategies[DELETED].........................................................237
Manage Product Exit Process[DELETED]......................................................................237
1.2.4 PRODUCT SUPPORT & READINESS...................................................................................238
Product Support & Readiness.......................................................................................238
Support Customer QoS/SLA.......................................................................................... 239
Manage Product Offering Inventory.............................................................................240
1.2.4.1 SUPPORT CUSTOMER QOS/SLA..................................................................................242
Support Customer QoS/SLA.......................................................................................... 242
Ensure Customer QoS/SLA Capability...........................................................................243
1.2.4.2 MANAGE PRODUCT OFFERING INVENTORY.....................................................................244
Manage Product Offering Inventory.............................................................................244
Identify Relevant Product Offering Inventory Information............................................246
Maintain Product Offering Inventory facilities..............................................................246
Manage Product Offering Inventory Capture................................................................247
Control Product Offering Inventory Access...................................................................247
Ensure Product Offering Inventory Data Quality..........................................................247
Track Product Offering Inventory Usage.......................................................................248
Identify Product Offering Inventory Shortcomings.......................................................249
1.2.5 PRODUCT CONFIGURATION MANAGEMENT.........................................................................250
Product Configuration Management.............................................................................251
1.2.6 PRODUCT PERFORMANCE MANAGEMENT...........................................................................251
Product Performance Management..............................................................................251
Monitor Product Offerings............................................................................................ 252
Monitoring Product Offering Performance Analyses.....................................................253
Aggregate QoS Performance Analysis..........................................................................253
Assist Trend Analysis Development..............................................................................254
Log Product Offering Analysis Results..........................................................................254
Agree Service Outages................................................................................................. 254
Track Customer QoS/SLA Management Process Capability..........................................255
Manage Customer QoS/SLA Management Notification.................................................255
Undertake QoS/SLA Performance Trend Analysis.........................................................256
1.2.7 PRODUCT SPECIFICATION & OFFERING DEVELOPMENT & RETIREMENT....................................257
Product Specification & Offering Development & Retirement......................................257
Product Specification Development & Retirement.......................................................258
Product Offering Development & Retirement...............................................................259
1.2.7.1 PRODUCT SPECIFICATION DEVELOPMENT & RETIREMENT..................................................260
Product Specification Development & Retirement.......................................................260
Gather & Analyze New Product Specification Ideas......................................................261
Develop New Product Specification Business Proposal.................................................262
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Develop Detailed Product Specification.......................................................................263

Manage Product Specification Development................................................................264
Remove Product Specification......................................................................................264
1.2.7.1.1 GATHER & ANALYZE NEW PRODUCT SPECIFICATION IDEAS.............................................265
Gather & Analyze New Product Specification Ideas......................................................265
Gather Product Specification Ideas..............................................................................266
Identify Product Specification Opportunities and Requirements..................................267
Develop New Product Specification Opportunity Concepts..........................................267
Identify New Product Specification Requirements........................................................268
Identify New Product Specification Development Costs and Anticipated Benefits........268
Assess New Product Specification Risks and Competitive Positioning..........................269
Develop New Product Specification Feasibility Assessment.........................................269
Prepare New Product Specification Business Proposal.................................................270
Issue New Product Specification Business Proposal Notification..................................270
Approve New Product Specification Business Proposal................................................271
1.2.7.1.2.5 PREPARE NEW PRODUCT SPECIFICATION BUSINESS PROPOSAL.....................................272
Prepare New Product Specification Business Proposal.................................................272
Provide New Product Specification Business Proposal Notification...............................273
Manage New Product Specification Involved Party.......................................................273
1.2.7.1.3 DEVELOP DETAILED PRODUCT SPECIFICATION..............................................................274
Develop Detailed Product Specification.......................................................................274
Develop Detailed Product Commercial Specifications..................................................275
Develop Detailed Product Technical Specifications......................................................276
Develop Detailed Product Performance Specifications.................................................277
Develop Detailed Product Operational Specifications..................................................277
Develop Detailed Product Customer Manuals..............................................................278
1.2.7.1.3.1 DEVELOP DETAILED PRODUCT COMMERCIAL SPECIFICATIONS.......................................279
Develop Detailed Product Commercial Specifications..................................................279
Define Product Specification........................................................................................280
Define Product Specification Features/Properties........................................................280
Define Product Specification Type................................................................................281
Associate Price to Product Specification.......................................................................282
Define Inter-Product Specification Association.............................................................282
Ensure Product Specification Documentation Production.............................................283
1.2.7.2 PRODUCT OFFERING DEVELOPMENT & RETIREMENT........................................................283
Product Offering Development & Retirement...............................................................283
Product Offering Lifecycle Management......................................................................284
Product Offering Pricing............................................................................................... 285
Product Offering Cataloging......................................................................................... 286
Product Offering Agreement Management...................................................................287
Product Offering Prototyping........................................................................................ 288
Product Offering Promotion Development....................................................................288
Define Product Offering Promotion Scope....................................................................289
Ensure Product Offering Promotion Capability.............................................................289
Develop Product Offering Promotion............................................................................290
Start Product Offering Promotion.................................................................................291
Monitor Product Offering Promotion Effectiveness.......................................................291
Modify Product Offering Promotion..............................................................................292
End Product Offering Promotion...................................................................................292
Undertake Product Offering Promotion Trend Analysis.................................................293
1.2.7.2.1 PRODUCT OFFERING LIFECYCLE MANAGEMENT.............................................................294
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Product Offering Lifecycle Management......................................................................294

Gather & Analyze New Product Offering Ideas.............................................................295
Develop New Product Offering Business Proposal........................................................296
Develop Detailed Product Offering...............................................................................297
Conduct Product Offering Acceptance Testing.............................................................297
Assess Performance of Existing Product Offering.........................................................298
Manage Product Offering Exit......................................................................................299
Rollout/Launch Product Offering..................................................................................299
Manage Product Offering Development.......................................................................300
1.2.7.2.1.1 GATHER & ANALYZE NEW PRODUCT OFFERING IDEAS................................................301
Gather & Analyze New Product Offering Ideas.............................................................301
Gather Product Offering Ideas......................................................................................302
Identify Product Offering Opportunities and Requirements..........................................302
Develop New Product Offering Opportunity Concepts..................................................303
1.2.7.2.1.2 DEVELOP NEW PRODUCT OFFERING BUSINESS PROPOSAL..........................................304
Develop New Product Offering Business Proposal........................................................304
Identify New Product Offering Requirements...............................................................305
Identify New Product Offering Development Costs and Anticipated Benefits...............305
Assess New Product Offering Risks and Competitive Positioning.................................306
Develop New Product Offering Feasibility Assessment.................................................306
Prepare New Product Offering Business Proposal.........................................................307
Provide New Product Offering Business Proposal Notification......................................307
Approve New Product Offering Business Proposal........................................................308
1.2.7.2.1.2.6 PROVIDE NEW PRODUCT OFFERING BUSINESS PROPOSAL NOTIFICATION.....................309
Provide New Product Offering Business Proposal Notification......................................309
Manage New Product Offering Involved Party..............................................................310
Issue New Product Offering Business Proposal Notification..........................................310
1.2.7.2.1.3 DEVELOP DETAILED PRODUCT OFFERING.................................................................311
Develop Detailed Product Offering...............................................................................311
Develop Detailed Product Offering Commercial Specifications....................................312
Develop Detailed Product Offering Performance Specifications...................................313
1.2.7.2.1.3.1 DEVELOP DETAILED PRODUCT OFFERING COMMERCIAL SPECIFICATIONS......................314
Develop Detailed Product Offering Commercial Specifications....................................314
Define Product Offering............................................................................................... 315
Define Product Offering Features/Properties................................................................315
Associate Price to Product Offering..............................................................................316
Define Inter-Product Offering Association....................................................................316
Define Product Offering Associations...........................................................................317
Ensure Product Offering Documentation Production....................................................317
1.2.7.2.1.4 CONDUCT PRODUCT OFFERING ACCEPTANCE TESTING...............................................318
Conduct Product Offering Acceptance Testing.............................................................318
Manage Product Offering Acceptance Testing..............................................................319
Identify Product Offering Issues...................................................................................320
Manage Product Offering Improvements......................................................................320
Approve Product Offering for Launch/Rollout...............................................................321
1.2.7.2.1.4.1 MANAGE PRODUCT OFFERING ACCEPTANCE TESTING..............................................321
Manage Product Offering Acceptance Testing..............................................................321
Define Product Offering Acceptance Test.....................................................................322
Identify Product Offering Acceptance Test Participants................................................322
Conduct Product Offering Acceptance Test..................................................................323
1.2.7.2.1.6 MANAGE PRODUCT OFFERING EXIT........................................................................324
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Manage Product Offering Exit......................................................................................324

Identify Unviable Product Offering...............................................................................325
Identify Product Offering Exit Impact...........................................................................325
Develop Product Offering Exit Strategies.....................................................................325
Exit Product Offering from Market................................................................................326
1.2.7.2.1.7 ROLLOUT/LAUNCH PRODUCT OFFERING...................................................................327
Rollout/Launch Product Offering..................................................................................327
Develop Product Offering Procedures..........................................................................328
Support Product Offering Operational Introduction......................................................328
Conduct Operational Readiness Testing.......................................................................329
Accept Product Offering Process Capabilities...............................................................329
1.2.7.2.2 PRODUCT OFFERING PRICING...................................................................................330
Product Offering Pricing............................................................................................... 330
Standard Product Offering Pricing................................................................................331
Policy-based Product Offering Pricing...........................................................................331
Algorithmic Product Offering Pricing............................................................................332
Feature/Property Product Offering Pricing....................................................................333
1.2.7.2.2.1 STANDARD PRODUCT OFFERING PRICING.................................................................334
Standard Product Offering Pricing................................................................................334
Set Product Offering Price............................................................................................ 335
Develop Product Offering Pricing Plan..........................................................................336
Modify Product Offering Price.......................................................................................337
Obtain Product Offering Price Approval........................................................................337
Provide Product Offering Price Notification..................................................................338
Discontinue Product Offering Price...............................................................................338
1.2.7.2.2.1.1 SET PRODUCT OFFERING PRICE..........................................................................339
Set Product Offering Price............................................................................................ 339
Create Product Offering Price.......................................................................................340
Define Product Offering Price Event.............................................................................340
Associate Product Offering Price with Geographic Area...............................................341
1.2.7.2.2.1.2 DEVELOP PRODUCT OFFERING PRICING PLAN........................................................342
Develop Product Offering Pricing Plan..........................................................................342
Define Product Offering Price Plan...............................................................................343
Modify Product Offering Price Plan...............................................................................343
1.2.7.2.2.1.3 MODIFY PRODUCT OFFERING PRICE.....................................................................344
Modify Product Offering Price.......................................................................................344
Suggest Product Offering Price Modification................................................................345
Make Product Offering Price Modification.....................................................................346
1.2.7.2.2.1.5 PROVIDE PRODUCT OFFERING PRICE NOTIFICATION................................................346
Provide Product Offering Price Notification..................................................................347
Manage Pricing Notification Involved Party..................................................................347
Issue Pricing Notification.............................................................................................. 348
1.2.7.2.2.2 POLICY-BASED PRODUCT OFFERING PRICING............................................................349
Policy-based Product Offering Pricing...........................................................................349
Develop Product Offering Price Condition....................................................................350
Develop Product Offering Price Action.........................................................................350
Develop Product Offering Price Variable.......................................................................351
Develop Product Offering Price Value...........................................................................352
Manage Pricing Policy Association with Product Offering.............................................352
1.2.7.2.2.3 ALGORITHMIC PRODUCT OFFERING PRICING.............................................................353
Algorithmic Product Offering Pricing............................................................................353
Page 12 of 1540

Develop Algorithmic Product Offering Pricing Matrix Specification..............................354

Develop Algorithmic Product Offering Pricing Matrix....................................................355
1.2.7.2.2.3.1 DEVELOP ALGORITHMIC PRODUCT OFFERING PRICING MATRIX SPECIFICATION..............356
Develop Algorithmic Product Offering Pricing Matrix Specification..............................356
Develop Algorithmic Product Offering Pricing Matrix Specification Definition..............357
Develop Algorithmic Product Offering Pricing Matrix Specification Structure...............357
1.2.7.2.2.3.2 DEVELOP ALGORITHMIC PRODUCT OFFERING PRICING MATRIX..................................359
Develop Algorithmic Product Offering Pricing Matrix....................................................359
Develop Algorithmic Product Offering Pricing Matrix Definition...................................360
Develop Algorithmic Product Offering Pricing Matrix Cells...........................................360
1.2.7.2.2.4 FEATURE/PROPERTY PRODUCT OFFERING PRICING.....................................................361
Feature/Property Product Offering Pricing....................................................................362
Develop Simple Feature/Property Product Offering Pricing..........................................362
Develop Complex Feature/Property Product Offering Pricing.......................................363
1.2.7.2.3 PRODUCT OFFERING CATALOGING.............................................................................364
Product Offering Cataloging......................................................................................... 364
Develop Product Offering Catalog Specification...........................................................365
Develop Product Offering Catalog................................................................................365
Exchange Product Offering Catalog.............................................................................366
1.2.7.2.3.2 DEVELOP PRODUCT OFFERING CATALOG..................................................................367
Develop Product Offering Catalog................................................................................367
Define Product Offering Catalog..................................................................................368
Associate Product Offering with Product Offering Catalog...........................................368
1.2.7.2.4 PRODUCT OFFERING AGREEMENT MANAGEMENT..........................................................369
Product Offering Agreement Management...................................................................369
Define Product Offering Agreement Terms/Conditions.................................................370
Associate Product Offering and Price with Product Offering Agreement......................371
1.2.7.2.6.3 DEVELOP PRODUCT OFFERING PROMOTION..............................................................372
Develop Product Offering Promotion............................................................................372
Create Product Offering Promotion..............................................................................373
Select Product Offering Promotion Delivery Channels..................................................373
Obtain Product Offering Promotion Agreement............................................................374
1.2.7.2.6.4 START PRODUCT OFFERING PROMOTION..................................................................374
Start Product Offering Promotion.................................................................................374
Manage Product Offering Promotion Channel Capability..............................................375
Manage Product Offering Promotion Channel Resources.............................................376
Wrap-up Start of Product Offering Promotion...............................................................376
1.2.7.2.6.5 MONITOR PRODUCT OFFERING PROMOTION EFFECTIVENESS........................................377
Monitor Product Offering Promotion Effectiveness.......................................................377
Develop Product Offering Promotion Metrics................................................................378
Gather Product Offering Promotion Metrics..................................................................378
Analyze Product Offering Promotion Metrics................................................................378
Suggest Product Offering Promotion Change...............................................................379
1.2.8 PRODUCT CAPACITY MANAGEMENT..................................................................................380
Product Capacity Management....................................................................................380
Develop Product Capacity............................................................................................ 381
Develop Product Capacity Demand..............................................................................381
1.3.1 CUSTOMER SUPPORT & READINESS.................................................................................382
Customer Support & Readiness...................................................................................382
Support Customer Interface Management...................................................................383
Support Order Handling............................................................................................... 384
Page 13 of 1540

Support Problem Handling........................................................................................... 386

Support Retention & Loyalty........................................................................................387
Manage Customer Inventory........................................................................................387
Support Bill Invoice Management.................................................................................388
Support Bill Payments & Receivables Management.....................................................389
Support Bill Inquiry Handling........................................................................................ 390
Support Charging......................................................................................................... 391
Support Manage Billing Events.....................................................................................391
Support Manage Balance............................................................................................. 392
1.3.1.1 SUPPORT CUSTOMER INTERFACE MANAGEMENT..............................................................393
Support Customer Interface Management...................................................................393
Ensure Customer Interface Capability..........................................................................394
Undertake Customer Contacts Trend Analysis.............................................................395
1.3.1.2 SUPPORT ORDER HANDLING.......................................................................................395
Support Order Handling............................................................................................... 395
Ensure Order Handling Capability................................................................................397
Forecast Order Handling Requirements.......................................................................397
Capacity Plan Order Handling Infrastructure................................................................398
Manage Order Handling Organizational Changes.........................................................398
Support Order Handling Infrastructure Deployment.....................................................399
Approve Order Handling Procedures............................................................................399
Accept Order Handling Infrastructure..........................................................................400
Address Order Handling infrastructure Issues..............................................................400
Roll-out Order Handling Infrastructure.........................................................................401
Detect Order Handling infrastructure Shortfalls...........................................................401
Rebalance Order Handling Infrastructure Utilization....................................................402
Remove Order Handling Infrastructure........................................................................402
Report Order Handling Infrastructure Capacity............................................................403
Track Third-Party Order Handling Infrastructure Deployment......................................403
Report Order Handling Infrastructure Deployment Process Capability.........................404
Manage Order Handling Notification............................................................................404
Undertake Order Handling Trend Analysis....................................................................405
1.3.1.3 SUPPORT PROBLEM HANDLING....................................................................................405
Support Problem Handling........................................................................................... 405
Ensure Product Offering Operation..............................................................................406
Undertake Product Offering Trend Analysis..................................................................407
Request Product Offering Data Collection....................................................................407
Request Product Offering Performance Testing............................................................408
Manage Product Offering Maintenance Programs........................................................408
Request Provisioning Intervention................................................................................409
Report Product Offering Trend Analysis........................................................................409
Track Problem Handling Process Capability..................................................................410
Manage Problem Handling Notification........................................................................410
Undertake Problem Handling Trend Analysis................................................................411
1.3.1.4 SUPPORT RETENTION & LOYALTY.................................................................................412
Support Retention & Loyalty........................................................................................412
Ensure Retention & Loyalty Capability.........................................................................413
Undertake Retention & Loyalty Trend Analysis............................................................413
1.3.1.5 MANAGE CUSTOMER INVENTORY..................................................................................414
Manage Customer Inventory........................................................................................414
Identify Relevant Customer Inventory Information.......................................................415
Page 14 of 1540

Maintain Customer Inventory facilities.........................................................................416

Manage Customer Inventory Capture..........................................................................416
Control Customer Inventory Access.............................................................................416
Ensure Customer Inventory Data Quality.....................................................................417
Track Customer Inventory Usage.................................................................................418
Identify Customer Inventory Shortcomings..................................................................418
1.3.1.6 SUPPORT BILL INVOICE MANAGEMENT...........................................................................419
Support Bill Invoice Management.................................................................................419
Determine Bill Invoice Management Capability............................................................420
Establish & Maintain Bill Invoice Format......................................................................420
Maintain Bill Customers List......................................................................................... 421
Define Billing Cycle...................................................................................................... 421
Analyze Billing Trend.................................................................................................... 422
Design & Develop Invoicing Process............................................................................422
1.3.1.7 SUPPORT BILL PAYMENTS & RECEIVABLES MANAGEMENT..................................................423
Support Bill Payments & Receivables Management.....................................................424
Determine Bill Payments & Receivables Management Capability................................424
Analyze Customer Payment Trend...............................................................................425
Administer Customer Payment Processes....................................................................425
1.3.1.8 SUPPORT BILL INQUIRY HANDLING................................................................................426
Support Bill Inquiry Handling........................................................................................ 426
Determine Bill Inquiry Handling Capability...................................................................427
Manage Billing Policy................................................................................................... 428
Analyze Bill Inquiry Trend............................................................................................. 428
1.3.2 CUSTOMER EXPERIENCE MANAGEMENT............................................................................429
Customer Experience Management.............................................................................429
Customer Experience Maturity Assessment.................................................................430
Customer Experience Journey Design & Lifecycle........................................................430
Customer Experience Metrics Analysis.........................................................................431
1.3.2.1 CUSTOMER EXPERIENCE MATURITY ASSESSMENT............................................................432
Customer Experience Maturity Assessment.................................................................432
Prepare Maturity Assessment......................................................................................432
Capture CE Maturity Assessment Input........................................................................433
Determine Maturity Level per Dimension.....................................................................433
Identify CE Related Operational Pain points.................................................................434
1.3.2.1.1 PREPARE MATURITY ASSESSMENT.............................................................................435
Prepare Maturity Assessment......................................................................................435
Prepare Matrix............................................................................................................. 435
Prepare Questions........................................................................................................ 436
Define Key Capability Indicators..................................................................................436
1.3.2.1.2 CAPTURE CE MATURITY ASSESSMENT INPUT...............................................................437
Capture CE Maturity Assessment Input........................................................................437
Conduct Interviews...................................................................................................... 438
Conduct Surveys.......................................................................................................... 438
Conduct technical reviews........................................................................................... 439
Review Documents...................................................................................................... 439
1.3.2.2 CUSTOMER EXPERIENCE JOURNEY DESIGN & LIFECYCLE...................................................440
Customer Experience Journey Design & Lifecycle........................................................440
Define Journey Building Blocks.....................................................................................440
Define Journeys Objective............................................................................................ 441
Design Journeys........................................................................................................... 442
Page 15 of 1540

1.3.2.2 DEFINE JOURNEY BUILDING BLOCKS.............................................................................442

Define Journey Building Blocks.....................................................................................442
Define Target Personas................................................................................................ 443
Define steps................................................................................................................. 444
Define touch points...................................................................................................... 444
Define Channels........................................................................................................... 444
1.3.2.3 CUSTOMER EXPERIENCE METRICS ANALYSIS...................................................................445
Customer Experience Metrics Analysis.........................................................................445
Define Customer Experience KCI/KQI...........................................................................446
Capture Customer Experience KCIs/KPIs......................................................................446
Analyze Customer Experience KCI/KQI.........................................................................447
1.3.3 ORDER HANDLING....................................................................................................... 448
Order Handling............................................................................................................. 448
Determine Customer Order Feasibility.........................................................................449
Authorize Credit........................................................................................................... 449
Track & Manage Customer Order Handling..................................................................450
Complete Customer Order........................................................................................... 451
Issue Customer Orders................................................................................................. 452
Report Customer Order Handling.................................................................................453
Close Customer Order.................................................................................................. 453
1.3.3.1 DETERMINE CUSTOMER ORDER FEASIBILITY...................................................................454
Determine Customer Order Feasibility.........................................................................454
Perform Impact Analysis.............................................................................................. 455
1.3.3.4 TRACK & MANAGE CUSTOMER ORDER HANDLING...........................................................456
Track & Manage Customer Order Handling..................................................................456
Manage Customer Order.............................................................................................. 457
Track Customer Order.................................................................................................. 458
Update Order Repository............................................................................................. 458
1.3.3.6 ISSUE CUSTOMER ORDERS......................................................................................... 459
Issue Customer Orders................................................................................................. 459
Assess Customer Order................................................................................................ 460
Issue Customer Order.................................................................................................. 461
1.3.3.7 REPORT CUSTOMER ORDER HANDLING.........................................................................462
Report Customer Order Handling.................................................................................462
Monitor Customer Order Status....................................................................................463
Manage Customer Order Status Notification................................................................463
Report Customer Order Status.....................................................................................464
1.3.4 CUSTOMER MANAGEMENT.............................................................................................464
Customer Management................................................................................................ 465
Enable Retention & Loyalty.......................................................................................... 465
Establish Customer Relationship..................................................................................466
Re-establish Customer Relationship.............................................................................466
Terminate Customer Relationship................................................................................467
1.3.4.1 ENABLE RETENTION & LOYALTY...................................................................................468
Enable Retention & Loyalty.......................................................................................... 468
Build Customer Insight................................................................................................. 469
Analyze & Manage Customer Risk................................................................................469
Personalize Customer Profile for Retention & Loyalty..................................................470
Validate Customer Satisfaction....................................................................................471
1.3.4.1.1 BUILD CUSTOMER INSIGHT......................................................................................472
Build Customer Insight................................................................................................. 472
Page 16 of 1540

Gather Customer Information......................................................................................473

Report Customer Information.......................................................................................473
1.3.4.1.2 ANALYZE & MANAGE CUSTOMER RISK.......................................................................474
Analyze & Manage Customer Risk................................................................................474
Ensure Risk Analysis Basis........................................................................................... 475
Ensure Consistent Risk Analysis...................................................................................475
Determine Customer Risk............................................................................................ 476
Identify Risk Management Treatment..........................................................................476
1.3.4.1.3 PERSONALIZE CUSTOMER PROFILE FOR RETENTION & LOYALTY.......................................477
Personalize Customer Profile for Retention & Loyalty..................................................477
Collect Customer Personalization Information..............................................................478
Provide Customer Personalization Information.............................................................479
Ensure Customer Personalization Opportunities..........................................................479
1.3.4.1.4 VALIDATE CUSTOMER SATISFACTION..........................................................................481
Validate Customer Satisfaction....................................................................................481
Validate Solution Predicted/Expected Value.................................................................482
Validate Satisfaction of Customer................................................................................482
Initialize after-sales processes.....................................................................................483
1.3.4.2 ESTABLISH CUSTOMER RELATIONSHIP...........................................................................483
Establish Customer Relationship..................................................................................484
Verify Customer........................................................................................................... 484
Establish New Customer Identity.................................................................................485
Clean-up & Archive Customer Identifying Information.................................................485
De-duplicate Customer Identity...................................................................................486
Issue Unique Customer ID............................................................................................ 486
Gather Authentication Information...............................................................................487
1.3.5 CUSTOMER INTERACTION MANAGEMENT...........................................................................488
Customer Interaction Management..............................................................................488
Create Customer Interaction........................................................................................ 489
Update Customer Interaction.......................................................................................489
Close Customer Interaction.......................................................................................... 490
Log Customer Interaction............................................................................................. 490
Notify Customer........................................................................................................... 491
Track and Manage Customer Interaction......................................................................491
Report Customer interaction........................................................................................ 492
Authenticate User........................................................................................................ 492
Customer Interface Management.................................................................................493
1.3.5.9 CUSTOMER INTERFACE MANAGEMENT...........................................................................494
Customer Interface Management.................................................................................494
Manage Request (Including Self Service).....................................................................494
Analyze & Report on Customer....................................................................................495
Mediate & Orchestrate Customer Interactions.............................................................496
1.3.5.9.2 MANAGE REQUEST (INCLUDING SELF SERVICE)............................................................497
Manage Request (Including Self Service).....................................................................497
Handle Request............................................................................................................ 497
Provide Request Status................................................................................................ 498
Close Request.............................................................................................................. 499
1.3.5.9.3 ANALYZE & REPORT ON CUSTOMER...........................................................................500
Analyze & Report on Customer....................................................................................500
Analyze Customer Requests & Contacts......................................................................501
Report Customer Requests & Contacts........................................................................501
Page 17 of 1540

1.3.5.9.4 MEDIATE & ORCHESTRATE CUSTOMER INTERACTIONS...................................................502

Mediate & Orchestrate Customer Interactions.............................................................502
Identify Customer Interactions Data Formats...............................................................503
Orchestrate Customer Interactions..............................................................................503
Mediate Customer Interactions....................................................................................504
1.3.6 CUSTOMER INFORMATION MANAGEMENT..........................................................................505
Customer Information Management.............................................................................505
Create Customer Record.............................................................................................. 506
Update Customer Data................................................................................................. 506
Notify Customer Data Change......................................................................................507
Archive Customer Data................................................................................................ 507
Build a unified customer view......................................................................................508
1.3.7 PROBLEM HANDLING.................................................................................................... 508
Problem Handling......................................................................................................... 508
Isolate Customer Problem............................................................................................ 509
Report Customer Problem............................................................................................ 510
Track & Manage Customer Problem.............................................................................511
Close Customer Problem Report..................................................................................512
Create Customer Problem Report................................................................................512
Correct & Recover Customer Problem..........................................................................513
1.3.7.1 ISOLATE CUSTOMER PROBLEM.....................................................................................514
Isolate Customer Problem............................................................................................ 514
Verify Product Configuration........................................................................................515
Perform Specific Customer Problem Diagnostics..........................................................515
Perform Specific Customer Problem Tests....................................................................516
Notify T&M Root Cause Customer Problem..................................................................516
Categorize Customer Problem......................................................................................517
Identify Root Cause / Check for Workarounds..............................................................518
Obtain permanent fix or workarounds.........................................................................518
Create customer problem restoration plan..................................................................519
Create Known record................................................................................................... 519
1.3.7.2 REPORT CUSTOMER PROBLEM.....................................................................................520
Report Customer Problem............................................................................................ 520
Monitor Customer Problem........................................................................................... 521
Distribute Customer Problem Notifications..................................................................521
Distribute Customer Problem Management Reports & Summaries..............................522
Notify Customer Problem............................................................................................. 522
Issue Customer Problem Management Summaries......................................................523
Generate Customer Problem Management Reports.....................................................523
1.3.7.3 TRACK & MANAGE CUSTOMER PROBLEM.......................................................................524
Track & Manage Customer Problem.............................................................................524
Coordinate Customer Problem.....................................................................................525
Cancel Customer Problem............................................................................................ 526
Escalate/End Customer Problem..................................................................................527
Monitor Customer Problem Jeopardy Status.................................................................527
Prioritize Customer Problem......................................................................................... 528
Escalate Customer Problem to support team...............................................................528
1.3.7.4 CLOSE CUSTOMER PROBLEM REPORT...........................................................................529
Close Customer Problem Report..................................................................................529
Contact Customer for Feedback...................................................................................530
Complete and Validate Customer Problem Report.......................................................530
Page 18 of 1540

Update Time to Restore Service...................................................................................531

Finalize Customer Problem Report...............................................................................531
Communicate Service improvement Opportunity........................................................532
1.3.7.5 CREATE CUSTOMER PROBLEM REPORT..........................................................................533
Create Customer Problem Report................................................................................533
Generate Customer Problem Report............................................................................534
Obtain Configuration Information.................................................................................534
Check for major outage................................................................................................ 535
1.3.7.6 CORRECT & RECOVER CUSTOMER PROBLEM..................................................................535
Correct & Recover Customer Problem..........................................................................535
Manage Product Restoration........................................................................................536
Report Product Restoration Results..............................................................................537
Determine Resolution Feasibility and Justification........................................................537
Implement Customer Problem Workaround.................................................................538
Test & Validate Implemented Solution..........................................................................538
Initiate Change Request............................................................................................... 539
Review Major Customer Problem.................................................................................539
1.3.8 CUSTOMER QOS/SLA MANAGEMENT...............................................................................540
Customer QoS/SLA Management.................................................................................540
Assess Customer QoS/SLA Performance......................................................................541
Manage QoS/SLA Violation........................................................................................... 542
Report Customer QoS Performance.............................................................................542
Create Customer QoS Performance Degradation Report..............................................543
Track & Manage Customer QoS Performance Resolution.............................................544
Close Customer QoS Performance Degradation Report................................................545
1.3.8.1 ASSESS CUSTOMER QOS/SLA PERFORMANCE................................................................546
Assess Customer QoS/SLA Performance......................................................................546
Collect QoS Information............................................................................................... 547
Convert QoS Information.............................................................................................. 547
Check QoS Thresholds Met........................................................................................... 548
Maintain Overview of Product Offering Quality............................................................548
Prepare/Follow-up for Performance Reviews................................................................549
Carry Out Performance Reviews..................................................................................549
1.3.8.2 MANAGE QOS/SLA VIOLATION....................................................................................550
Manage QoS/SLA Violation........................................................................................... 550
Analyze QoS Violation.................................................................................................. 551
Take QoS Violation Action............................................................................................ 551
Follow-up QoS Violation Action.....................................................................................551
Inform Customer on QoS Impacts................................................................................552
1.3.8.3 REPORT CUSTOMER QOS PERFORMANCE.......................................................................553
Report Customer QoS Performance.............................................................................553
Monitor Customer QoS Report Status...........................................................................554
Notify Changes on Customer QoS Report Status..........................................................554
Distribute Customer QoS/SLA Management Reports & Summaries..............................555
1.3.8.4 CREATE CUSTOMER QOS PERFORMANCE DEGRADATION REPORT........................................556
Create Customer QoS Performance Degradation Report..............................................556
Create Customer QoS Report.......................................................................................557
Modify Customer QoS Report.......................................................................................557
Request Cancellation of Customer QoS Report............................................................558
1.3.8.5 TRACK & MANAGE CUSTOMER QOS PERFORMANCE RESOLUTION.......................................559
Track & Manage Customer QoS Performance Resolution.............................................559
Page 19 of 1540

Update Customer QoS Report with Analysis Results....................................................560

Co-ordinate Customer QoS Analysis, Restoration & Repair..........................................561
Modify Customer QoS Report Information....................................................................561
Modify Customer QoS Report Status............................................................................562
Cancel Customer QoS Report.......................................................................................562
Escalate/End Customer QoS Report.............................................................................562
Engage External Product Suppliers..............................................................................563
Clear Customer QoS Report Status..............................................................................564
1.3.9 BILL INVOICE MANAGEMENT........................................................................................... 565
Bill Invoice Management.............................................................................................. 565
Apply Pricing, Discounting, Adjustments & Rebates.....................................................566
Create Customer Bill Invoice........................................................................................567
Produce & Distribute Bill.............................................................................................. 568
1.3.9.1 APPLY PRICING, DISCOUNTING, ADJUSTMENTS & REBATES................................................569
Apply Pricing, Discounting, Adjustments & Rebates.....................................................569
Obtain Billing Events.................................................................................................... 570
Apply Pricing, Discounting, Adjustments & Rebates to Customer Account...................570
Apply Agreed Customer Bill Adjustment.......................................................................571
1.3.9.2 CREATE CUSTOMER BILL INVOICE................................................................................572
Create Customer Bill Invoice........................................................................................572
Render & Format Invoice............................................................................................. 573
Deliver Electronic Invoice............................................................................................. 573
Verify Invoice Quality................................................................................................... 574
Manage Customer Invoice Archive...............................................................................574
1.3.9.3 PRODUCE & DISTRIBUTE BILL.....................................................................................575
Produce & Distribute Bill.............................................................................................. 575
Co-ordinate Billing Insertion......................................................................................... 576
Establish & Manage Bill Production Cycle.....................................................................577
Deliver Invoice Information.......................................................................................... 577
Administer Commercial Arrangement for Production and Distribution Capability........578
Manage Paper and Envelope Availability......................................................................579
Manage Production Run to Create Bill..........................................................................579
Manage Physical Production & Distribution Quality......................................................580
1.3.10 BILL PAYMENTS & RECEIVABLES MANAGEMENT................................................................581
Bill Payments & Receivables Management...................................................................581
Manage Customer Billing............................................................................................. 582
Manage Customer Payments.......................................................................................582
Manage Customer Debt Collection...............................................................................583
1.3.10.2 MANAGE CUSTOMER PAYMENTS.................................................................................585
Manage Customer Payments.......................................................................................585
Manage Customer Payment Plan.................................................................................586
Collect Customer Payment........................................................................................... 586
Reconcile Customer Payment......................................................................................587
Manage Back-End Bank Account..................................................................................588
Administer Commercial Arrangement for Third Party Supplier.....................................588
1.3.10.3 MANAGE CUSTOMER DEBT COLLECTION......................................................................589
Manage Customer Debt Collection...............................................................................589
Identify Overdue Invoice.............................................................................................. 590
Administer Overdue Invoice Follow-Up.........................................................................591
Manage Overdue Invoice Payment...............................................................................592
Initiate Customer Debt Recovery Activities..................................................................592
Page 20 of 1540

Manage Aged Customer Debt Portfolio........................................................................593

Establish & Manage Customer Debt Profiles................................................................594
Establish & Manage Commercial Debt Recovery Arrangement....................................594
1.3.11 BILL INQUIRY HANDLING............................................................................................. 595
Bill Inquiry Handling..................................................................................................... 595
Create Customer Bill Inquiry Report.............................................................................596
Assess Customer Bill Inquiry Report.............................................................................597
Authorize Customer Bill Invoice Adjustment................................................................597
Track & Manage Customer Bill Inquiry Resolution........................................................598
Report Customer Bill Inquiry........................................................................................599
Close Customer Bill Inquiry Report...............................................................................600
1.3.11.1 CREATE CUSTOMER BILL INQUIRY REPORT...................................................................601
Create Customer Bill Inquiry Report.............................................................................601
Generate Customer Bill Inquiry....................................................................................602
Convert Customer Bill Inquiry......................................................................................602
Request Additional Bill Inquiry Information..................................................................603
1.3.11.2 ASSESS CUSTOMER BILL INQUIRY REPORT...................................................................604
Assess Customer Bill Inquiry Report.............................................................................604
Verify Customer Bill Inquiry.......................................................................................... 605
Assess and Investigate Customer Bill Inquiry...............................................................605
Identify Customer Bill Inquiry Root Cause....................................................................606
Complete Customer Bill Inquiry Assessment................................................................606
1.3.11.3 AUTHORIZE CUSTOMER BILL INVOICE ADJUSTMENT........................................................607
Authorize Customer Bill Invoice Adjustment................................................................607
Record Customer Bill Invoice Adjustment....................................................................608
Determine Automated Bill Adjustment.........................................................................609
Analyze Detailed Bill Inquiry........................................................................................610
1.3.11.4 TRACK & MANAGE CUSTOMER BILL INQUIRY RESOLUTION...............................................611
Track & Manage Customer Bill Inquiry Resolution........................................................611
Schedule Customer Bill Inquiry Analysis and Adjustment Activities.............................612
Assign Customer Bill Inquiry Analysis and Adjustment Activities.................................613
Coordinate Customer Bill Inquiry Analysis and Adjustment Activities..........................613
Monitor Customer Bill Inquiry Jeopardy Status.............................................................614
Initiate S/P Customer Bill Inquiry Resolution Request...................................................614
Modify Customer Bill Inquiry........................................................................................615
Cancel Customer Bill Inquiry........................................................................................615
1.3.11.5 REPORT CUSTOMER BILL INQUIRY..............................................................................616
Report Customer Bill Inquiry........................................................................................616
Monitor Customer Bill Inquiries....................................................................................617
Provide Customer Bill Inquiry Change Notification.......................................................618
Provide Management Reports......................................................................................618
1.3.12 MANAGE BILLING EVENTS........................................................................................... 619
Manage Billing Events.................................................................................................. 619
Enrich Billing Events..................................................................................................... 620
Guide Billing Events..................................................................................................... 621
Mediate Billing Events.................................................................................................. 621
Report Billing Event Records........................................................................................ 622
1.3.12.1 ENRICH BILLING EVENTS..........................................................................................623
Enrich Billing Events..................................................................................................... 623
Add Billing Event Data................................................................................................. 624
Assign Billing Event Price............................................................................................. 624
Page 21 of 1540

1.3.12.2 GUIDE BILLING EVENTS...........................................................................................625

Guide Billing Events..................................................................................................... 625
Ensure Billing Event Usage.......................................................................................... 626
Distribute Billing Event................................................................................................. 627
1.3.12.3 MEDIATE BILLING EVENTS........................................................................................628
Mediate Billing Events.................................................................................................. 628
Edit Billing Event.......................................................................................................... 629
Reformat Billing Event................................................................................................. 629
1.3.12.4 REPORT BILLING EVENT RECORDS.............................................................................630
Report Billing Event Records........................................................................................ 630
Generate Billing Event Report......................................................................................631
Investigate Billing Event Related Problem....................................................................631
Support Billing Event Related Process..........................................................................632
1.3.13 CHARGING............................................................................................................... 633
Charging...................................................................................................................... 633
Perform Rating............................................................................................................. 634
Apply Rate Level Discounts.......................................................................................... 634
Aggregate Items For Charging.....................................................................................635
Manage Customer Charging Hierarchy.........................................................................635
Provide Advice of Charge/Rate.....................................................................................636
1.3.14 MANAGE BALANCES................................................................................................... 637
Manage Balances......................................................................................................... 637
Manage Balance Containers......................................................................................... 638
Manage Balance Policies.............................................................................................. 638
Manage Balance Operations........................................................................................639
Authorize Transaction Based on Balance......................................................................639
1.4.1 SERVICE STRATEGY & PLANNING....................................................................................640
Service Strategy & Planning......................................................................................... 640
Gather & Analyze Service Information.........................................................................641
Manage Service Research............................................................................................ 642
Establish Service Strategy & Goals..............................................................................643
Define Service Support Strategies...............................................................................643
Produce Service Business Plans...................................................................................644
Develop Service Partnership Requirements.................................................................645
Gain Enterprise Commitment to Service Strategies.....................................................646
1.4.1.1 GATHER & ANALYZE SERVICE INFORMATION...................................................................646
Gather & Analyze Service Information.........................................................................646
Gather Service Information.......................................................................................... 647
Analyze new service directions/enhance existing service............................................648
Analyze to develop new service requirements.............................................................648
Analyze service growth................................................................................................ 649
1.4.1.2 MANAGE SERVICE RESEARCH......................................................................................650
Manage Service Research............................................................................................ 650
Manage service research investigations......................................................................651
Manage administration of service research..................................................................651
Define service research assessment methodologies....................................................652
1.4.1.3 ESTABLISH SERVICE STRATEGY & GOALS.......................................................................653
Establish Service Strategy & Goals..............................................................................653
Establish service strategy............................................................................................ 654
Develop Service Strategy............................................................................................. 654
Establish Service goals................................................................................................. 655
Page 22 of 1540

Determine Service Strategy Perspective......................................................................655

Formulate Strategic Position........................................................................................656
Produce Service Strategic Plan....................................................................................656
Determine Actionable Patterns....................................................................................657
1.4.1.4 DEFINE SERVICE SUPPORT STRATEGIES.........................................................................658
Define Service Support Strategies...............................................................................658
Define service support Principles.................................................................................659
Define service support Policies....................................................................................659
Define Service Support performance standards...........................................................660
1.4.1.5 PRODUCE SERVICE BUSINESS PLANS............................................................................660
Produce Service Business Plans...................................................................................661
Develop & Deliver annual/multiyear service business plans........................................661
Forecast service demand & capture new opportunities...............................................662
Asses impact of service business plan.........................................................................662
Identify timetables for new service capability introduction..........................................663
Identify logistics for new service capability introduction..............................................663
1.4.1.6 DEVELOP SERVICE PARTNERSHIP REQUIREMENTS............................................................664
Develop Service Partnership Requirements.................................................................664
Identify the requirements for service aspects..............................................................665
Recommend Service Partnership.................................................................................665
Determine extent of service aspect sourcing...............................................................666
1.4.1.7 GAIN ENTERPRISE COMMITMENT TO SERVICE STRATEGIES.................................................667
Gain Enterprise Commitment to Service Strategies.....................................................667
Identify Stakeholders to service strategy and service plans........................................667
Gain service strategy and service plans Stakeholders approval...................................668
Gain Enterprise Commitment to service strategy and service plans............................668
1.4.2 SERVICE CAPABILITY DELIVERY.......................................................................................669
Service Capability Delivery.......................................................................................... 669
Map & Analyze Service Requirements..........................................................................670
Capture Service Capability Shortfalls...........................................................................671
Gain Service Capability Investment Approval..............................................................671
Design Service Capabilities.......................................................................................... 672
Enable Service Support & Operations..........................................................................673
Manage Service Capability Delivery.............................................................................673
Manage Handover to Service Operations.....................................................................674
1.4.2.1 MAP & ANALYZE SERVICE REQUIREMENTS.....................................................................675
Map & Analyze Service Requirements..........................................................................675
Capture Service Demand & Performance Requirements..............................................676
Agree Service Infrastructure Requirements.................................................................677
Report Service Infrastructure Requirements................................................................677
1.4.2.2 CAPTURE SERVICE CAPABILITY SHORTFALLS...................................................................678
Capture Service Capability Shortfalls...........................................................................678
Capture Service Capacity Shortfalls.............................................................................678
Capture Service Performance Shortfalls.......................................................................679
Capture Service Operational Support Shortfalls...........................................................679
1.4.2.3 GAIN SERVICE CAPABILITY INVESTMENT APPROVAL..........................................................681
Gain Service Capability Investment Approval..............................................................681
Develop Service Capability Investment Proposals........................................................682
Approve Service Capability Investment........................................................................683
1.4.2.4 DESIGN SERVICE CAPABILITIES....................................................................................684
Design Service Capabilities.......................................................................................... 684
Page 23 of 1540

Define Service Capability Requirements......................................................................685

Specify Service Capability Infrastructure.....................................................................685
Select Service Capability At Parties..............................................................................686
1.4.2.5 ENABLE SERVICE SUPPORT & OPERATIONS....................................................................686
Enable Service Support & Operations..........................................................................687
Design Service Operational Support Process Improvements........................................687
Identify Service Support Groups, Skills & Training........................................................688
Identify Service Support Requirements........................................................................688
1.4.2.6 MANAGE SERVICE CAPABILITY DELIVERY........................................................................689
Manage Service Capability Delivery.............................................................................689
Co-ordinate Service Capability Delivery.......................................................................690
Ensure Service Capability Quality................................................................................690
Establish Service Capability Sourcing..........................................................................691
Develop Service Capability Timetables........................................................................691
Track and Report Service Capability Delivery...............................................................692
Ensure Service Capability Costs...................................................................................692
1.4.2.7 MANAGE HANDOVER TO SERVICE OPERATIONS...............................................................693
Manage Handover to Service Operations.....................................................................693
Co-ordinate Service Operational Handover..................................................................694
Validate Service Infrastructure Design.........................................................................694
Ensure Service Handover Support................................................................................695
1.4.3 SERVICE DEVELOPMENT & RETIREMENT...........................................................................696
Service Development & Retirement.............................................................................696
Gather & Analyze New Service Ideas...........................................................................696
Assess Performance of Existing Services.....................................................................697
Develop New Service Business Proposal......................................................................698
Develop Detailed Service Specifications......................................................................698
Manage Service Development.....................................................................................699
Manage Service Deployment.......................................................................................700
Manage Service Exit..................................................................................................... 701
1.4.3.1 GATHER & ANALYZE NEW SERVICE IDEAS......................................................................702
Gather Service Information.......................................................................................... 702
Gather & Analyze New Service Ideas...........................................................................702
Analyze Service Classes............................................................................................... 703
Develop Service Classes.............................................................................................. 704
1.4.3.3 DEVELOP NEW SERVICE BUSINESS PROPOSAL................................................................705
Develop New Service Business Proposal......................................................................705
Develop Service Business Proposal..............................................................................706
Gain Service Business Proposal Approval.....................................................................707
1.4.3.4 DEVELOP DETAILED SERVICE SPECIFICATIONS.................................................................707
Develop Detailed Service Specifications......................................................................707
Develop Detailed Service Technical Specifications.......................................................708
Develop Detailed Service Support Specifications.........................................................709
Develop Detailed Service Operational Specifications...................................................709
Develop Detailed Service Customer Manuals...............................................................710
1.4.3.5 MANAGE SERVICE DEVELOPMENT.................................................................................711
Manage Service Development.....................................................................................711
Identify Required Processes & Procedures for Services................................................712
Develop Required Processes & Procedures for Services...............................................712
Develop Service & Operational Agreements for Services.............................................713
Gain Service & Operational Agreements Approval for Services....................................713
Page 24 of 1540

Produce Supporting Documentation & Training Packages for Services........................714

1.4.3.6 MANAGE SERVICE DEPLOYMENT...................................................................................715
Manage Service Deployment.......................................................................................715
Manage Service Process & Procedure Implementation................................................716
Manage Service Operational Staff Training..................................................................716
Develop Service Party Operational Support.................................................................717
Manage Service Acceptance Testing............................................................................717
1.4.4 SM&O SUPPORT & READINESS......................................................................................718
SM&O Support & Readiness......................................................................................... 718
Manage Service Inventory............................................................................................ 719
Enable Service Configuration & Activation...................................................................720
Support Service Problem Management........................................................................721
Enable Service Quality Management............................................................................722
Support Service & Specific Instance Rating..................................................................724
1.4.4.1 MANAGE SERVICE INVENTORY.....................................................................................724
Manage Service Inventory............................................................................................ 725
Manage Service Inventory Database and Processes....................................................726
Perform Service Inventory Audit Tests.........................................................................726
Track and Monitor Service Inventory Capabilities.........................................................727
Identify Service Inventory Issues and Provide Reports and Warnings..........................727
1.4.4.2 ENABLE SERVICE CONFIGURATION & ACTIVATION............................................................728
Enable Service Configuration & Activation...................................................................728
Plan & Forecast Service Infrastructure Requirements and Manage Capacity Planning.730
Establish, Manage, and Develop Service Infrastructure Organization, Tools and
Processes..................................................................................................................... 730
Develop and Implement Service Infrastructure Capacity and Operational Rules and
Procedures................................................................................................................... 731
Perform Service Infrastructure Acceptance Test and Address & Monitor the Change...731
Monitor, Report and Release Mgmt. of Service Infrastructure and Capacity Utilization 732
Optimize Existing Service Infrastructure Utilization.....................................................732
Update Service Inventory Record.................................................................................733
1.4.4.3 SUPPORT SERVICE PROBLEM MANAGEMENT...................................................................734
Support Service Problem Management........................................................................734
Manage Service Problem & Performance Data Collection............................................735
Manage Service Infrastructure, Provisioning and Preventive Maintenance Schedules. 735
Report Service Problem Trends....................................................................................736
Track, Monitor and Manage Service Problem Processes...............................................737
Provide Support for Service Problem Processes...........................................................737
1.4.4.4 ENABLE SERVICE QUALITY MANAGEMENT......................................................................738
Enable Service Quality Management............................................................................738
Establish and Maintain Service Performance Threshold Standards..............................739
Monitor and Analyze Service Performance Reports, and Identify Issues......................740
Correlate the Service Performance Problem Reports & Manage Inventory Repository. 740
Manage Service Performance Data Collection..............................................................741
Assess and Report Service Quality Management Processes.........................................741
1.4.5 SERVICE CONFIGURATION & ACTIVATION..........................................................................742
Service Configuration & Activation...............................................................................742
Design Solution............................................................................................................ 743
Allocate Specific Service Parameters to Services.........................................................745
Track & Manage Service Provisioning...........................................................................745
Implement, Configure & Activate Service....................................................................746
Page 25 of 1540

Test Service End-to-End............................................................................................... 747

Issue Service Orders.................................................................................................... 748
Report Service Provisioning......................................................................................... 749
Close Service Order..................................................................................................... 750
Recover Service........................................................................................................... 750
1.4.5.1 DESIGN SOLUTION.................................................................................................... 751
Design Solution............................................................................................................ 751
Develop Overall Service Design...................................................................................752
Develop Service Implementation Plan..........................................................................753
Develop Detailed Service Design.................................................................................754
1.4.5.2 ALLOCATE SPECIFIC SERVICE PARAMETERS TO SERVICES...................................................755
Allocate Specific Service Parameters to Services.........................................................755
Determine Service Parameter Availability....................................................................756
Reserve Service Parameters........................................................................................756
Release Service Parameter.......................................................................................... 757
Allocate Service Parameters........................................................................................757
1.4.5.3 TRACK & MANAGE SERVICE PROVISIONING....................................................................758
Track & Manage Service Provisioning...........................................................................758
Assign Service Provisioning Activity.............................................................................759
Track Service Provisioning Activity...............................................................................760
Manage Service Provisioning Activity...........................................................................760
1.4.5.4 IMPLEMENT, CONFIGURE & ACTIVATE SERVICE................................................................762
Implement, Configure & Activate Service....................................................................762
Configure Service......................................................................................................... 763
Implement Service....................................................................................................... 764
Activate Service........................................................................................................... 764
1.4.5.5 TEST SERVICE END-TO-END.......................................................................................765
Test Service End-to-End............................................................................................... 766
Test Service.................................................................................................................. 766
Develop Service Test Plans........................................................................................... 767
Capture Service Test Results........................................................................................ 767
1.4.5.6 ISSUE SERVICE ORDERS............................................................................................. 768
Issue Service Orders.................................................................................................... 769
Assess Service Request................................................................................................ 770
Create Service Orders.................................................................................................. 770
Mark Service Order for Special Handling......................................................................771
1.4.5.7 REPORT SERVICE PROVISIONING..................................................................................772
Report Service Provisioning......................................................................................... 773
Monitor Service Order Status.......................................................................................773
Distribute Service Order Notification............................................................................774
Distribute Service Provisioning Reports.......................................................................774
1.4.5.9 RECOVER SERVICE.................................................................................................... 775
Recover Service........................................................................................................... 775
Develop Service Recovery Plan....................................................................................776
Provide Service Recovery Proposal Notification...........................................................776
Request Service Recovery Authorization......................................................................777
Commence Service Recovery.......................................................................................777
Complete Service Recovery......................................................................................... 778
1.4.6 SERVICE PROBLEM MANAGEMENT...................................................................................779
Service Problem Management.....................................................................................779
Create Service Trouble Report.....................................................................................780
Page 26 of 1540

Diagnose Service Problem........................................................................................... 781

Correct & Resolve Service Problem..............................................................................782
Track & Manage Service Problem.................................................................................782
Report Service Problem................................................................................................ 784
Close Service Trouble Report.......................................................................................785
Survey & Analyze Service Problem..............................................................................785
1.4.6.1 CREATE SERVICE TROUBLE REPORT..............................................................................787
Create Service Trouble Report.....................................................................................787
Generate Service Problem........................................................................................... 788
Convert Report To Service Problem Format..................................................................788
Estimate Time For Restoring Service...........................................................................789
1.4.6.2 DIAGNOSE SERVICE PROBLEM.....................................................................................790
Diagnose Service Problem........................................................................................... 790
Verify Service Configuration......................................................................................... 791
Perform Specific Service Problem Diagnostics.............................................................791
Perform Specific Service Problem Tests.......................................................................792
Schedule Routine Service Problem Tests......................................................................792
Stop And Start Audit On Services.................................................................................793
Notify T&M Root Cause Service Problem......................................................................793
Categorize Service Problem......................................................................................... 794
1.4.6.3 CORRECT & RESOLVE SERVICE PROBLEM......................................................................795
Correct & Resolve Service Problem..............................................................................795
Reassign / Reconfigure Failed Service..........................................................................796
Manage Service Restoration........................................................................................796
Implement Service Problem Work Arounds..................................................................797
Invoke Support Service Problem Management Processes............................................798
Review Major Service Problem.....................................................................................798
Monitor Service Alarms Events.....................................................................................799
Categorize Service Alarm Event...................................................................................799
1.4.6.4 TRACK & MANAGE SERVICE PROBLEM..........................................................................800
Track & Manage Service Problem.................................................................................800
Coordinate Service Problem......................................................................................... 802
Perform First in Service Testing....................................................................................802
Cancel Service Problem............................................................................................... 803
Escalate/End Service Problem......................................................................................803
Perform Final Service Test............................................................................................ 804
Prioritize Service Problem............................................................................................ 804
1.4.6.5 REPORT SERVICE PROBLEM......................................................................................... 805
Report Service Problem................................................................................................ 805
Monitor Service Problem.............................................................................................. 806
Distribute Service Problem Notifications......................................................................807
Distribute Service Problem Management Reports & Summaries..................................807
1.4.6.7 SURVEY & ANALYZE SERVICE PROBLEM........................................................................808
Survey & Analyze Service Problem..............................................................................808
Manage Service Alarm Event Notifications...................................................................809
Filter Service Alarm Event Notifications.......................................................................810
Correlate Service Alarm Event Notifications.................................................................811
Abate Service Alarm Event Records.............................................................................811
Trigger Defined Service Alarm Action...........................................................................812
1.4.7 SERVICE QUALITY MANAGEMENT.....................................................................................813
Service Quality Management.......................................................................................813
Page 27 of 1540

Monitor Service Quality................................................................................................ 813

Analyze Service Quality............................................................................................... 815
Improve Service Quality............................................................................................... 816
Report Service Quality Performance............................................................................816
Create Service Performance Degradation Report.........................................................817
Track & Manage Service Quality Performance Resolution............................................818
Close Service Performance Degradation Report...........................................................819
1.4.7.1 MONITOR SERVICE QUALITY........................................................................................ 820
Monitor Service Quality................................................................................................ 820
Manage Service Performance Quality Data..................................................................821
Record Service Performance Quality Data...................................................................822
Correlate Service Performance Event Notifications......................................................823
1.4.7.2 ANALYZE SERVICE QUALITY.........................................................................................824
Analyze Service Quality............................................................................................... 824
Perform Specific Service Performance Diagnostics......................................................825
Manage Service Performance Data Collection Schedules.............................................826
1.4.7.3 IMPROVE SERVICE QUALITY.........................................................................................827
Improve Service Quality............................................................................................... 827
Reassign / Reconfigure Service or Service Parameters................................................828
Manage Service Improvement Notification and Authorization......................................828
Develop Service Improvement Plans............................................................................829
1.4.7.4 REPORT SERVICE QUALITY PERFORMANCE.....................................................................830
Report Service Quality Performance............................................................................830
Monitor Service Performance Degradation Report.......................................................831
Report Constraints to Other Processes.........................................................................831
Distribute Service Quality Management Reports & Summaries....................................832
1.4.7.5 CREATE SERVICE PERFORMANCE DEGRADATION REPORT...................................................833
Create Service Performance Degradation Report.........................................................833
Generate Service Performance Degradation Problem..................................................834
Convert Report To Service Performance Degradation Report Format...........................834
1.4.7.6 TRACK & MANAGE SERVICE QUALITY PERFORMANCE RESOLUTION......................................835
Track & Manage Service Quality Performance Resolution............................................836
Coordinate Service Quality........................................................................................... 837
Request Service Performance Degradation Report Creation and Update.....................837
Update First in Service Testing Results........................................................................838
Cancel Service Performance Degradation Report........................................................838
Escalate/End Service Performance Degradation Report...............................................839
Clear Service Performance Degradation Report Status................................................839
Engage External Service Suppliers...............................................................................840
1.4.8 SERVICE GUIDING & MEDIATION.....................................................................................841
Service Guiding & Mediation........................................................................................841
Mediate Service Usage Records...................................................................................842
Report Service Usage Records.....................................................................................842
Guide Resource Usage Records...................................................................................843
1.4.8.1 MEDIATE SERVICE USAGE RECORDS.............................................................................844
Mediate Service Usage Records...................................................................................844
Validate Service Usage Record.....................................................................................844
Normalize Service Usage Record.................................................................................845
Convert Service Usage Record.....................................................................................845
Correlate Service Usage Record...................................................................................846
Remove Duplicate Service Usage Record.....................................................................847
Page 28 of 1540

1.5.1 RESOURCE STRATEGY & PLANNING.................................................................................847

Resource Strategy & Planning......................................................................................848
Gather & Analyze Resource Information......................................................................849
Manage Resource Research......................................................................................... 849
Establish Resource Strategy & Architecture.................................................................850
Define Resource Support Strategies............................................................................851
Produce Resource Business Plans................................................................................852
Develop Resource Partnership Requirements..............................................................852
Gain Enterprise Commitment to Resource Plans..........................................................853
1.5.1.1 GATHER & ANALYZE RESOURCE INFORMATION................................................................854
Gather & Analyze Resource Information......................................................................854
Gather Resource Information.......................................................................................855
Analyze new resource requirements............................................................................855
Analyze to develop new/enhance resource requirements............................................856
1.5.1.2 MANAGE RESOURCE RESEARCH...................................................................................857
Manage Resource Research......................................................................................... 857
Manage resource research investigations....................................................................858
Manage administration of resource research...............................................................858
Define Resource research assessment methodologies................................................859
1.5.1.3 ESTABLISH RESOURCE STRATEGY & ARCHITECTURE.........................................................860
Establish Resource Strategy & Architecture.................................................................860
Establish Resource strategy......................................................................................... 861
Develop Resource Strategy.......................................................................................... 861
Establish Resource delivery goals................................................................................862
Establish resource implementation policies.................................................................862
1.5.1.4 DEFINE RESOURCE SUPPORT STRATEGIES......................................................................863
Define Resource Support Strategies............................................................................863
Define Resource support Principles..............................................................................864
Define Resource support Policies.................................................................................864
Define Resource Support performance standards........................................................865
1.5.1.5 PRODUCE RESOURCE BUSINESS PLANS.........................................................................866
Produce Resource Business Plans................................................................................866
Develop & Deliver annual/multiyear resource business plans......................................867
Forecast high level resource demand & capture new opportunities.............................867
Assess impact of Resource Business plans..................................................................868
Identify timetables for new resource capability introduction........................................869
Identify logistics for new resource capability introduction...........................................869
1.5.1.6 DEVELOP RESOURCE PARTNERSHIP REQUIREMENTS.........................................................870
Develop Resource Partnership Requirements..............................................................870
Identify the requirements for resource capabilities......................................................871
Recommend Resource partnership..............................................................................871
Determine extent of resource capabilities sourcing.....................................................872
1.5.1.7 GAIN ENTERPRISE COMMITMENT TO RESOURCE PLANS.....................................................872
Gain Enterprise Commitment to Resource Plans..........................................................873
Identify Stakeholders to Resource strategy and resource plans...................................873
Gain resource strategy and resource plans Stakeholders approval..............................873
Gain Enterprise Commitment to resource strategy and resource plans.......................874
1.5.2 RESOURCE CAPABILITY DELIVERY....................................................................................875
Resource Capability Delivery.......................................................................................875
Map & Analyze Resource Requirements.......................................................................876
Capture Resource Capability Shortfalls........................................................................877
Page 29 of 1540

Gain Resource Capability Investment Approval...........................................................877

Design Resource Capabilities.......................................................................................878
Enable Resource Support & Operations.......................................................................879
Manage Resource Capability Delivery..........................................................................879
Manage Handover to Resource Operations..................................................................880
1.5.2.1 MAP & ANALYZE RESOURCE REQUIREMENTS..................................................................882
Map & Analyze Resource Requirements.......................................................................882
Capture Resource Demand & Performance Requirements...........................................883
Agree Resource Infrastructure Requirements..............................................................884
1.5.2.2 CAPTURE RESOURCE CAPABILITY SHORTFALLS................................................................885
Capture Resource Capability Shortfalls........................................................................885
Capture Resource Capacity Shortfalls..........................................................................885
Capture Resource Performance Shortfalls....................................................................886
Capture Resource Operational Support Shortfalls........................................................886
1.5.2.3 GAIN RESOURCE CAPABILITY INVESTMENT APPROVAL.......................................................888
Gain Resource Capability Investment Approval...........................................................888
Develop Resource Capability Investment Proposals.....................................................889
Approve Resource Capability Investment.....................................................................890
1.5.2.4 DESIGN RESOURCE CAPABILITIES.................................................................................891
Design Resource Capabilities.......................................................................................891
Define Resource Capability Requirements...................................................................892
Specify Resource Capability Infrastructure..................................................................892
Select Resource Capability at Other Parties.................................................................893
1.5.2.5 ENABLE RESOURCE SUPPORT & OPERATIONS.................................................................894
Enable Resource Support & Operations.......................................................................894
Design Resource Operational Support Process Improvements.....................................895
Identify Resource Support Groups, Skills & Training.....................................................895
Identify Resource Support Requirements.....................................................................896
1.5.2.6 MANAGE RESOURCE CAPABILITY DELIVERY.....................................................................896
Manage Resource Capability Delivery..........................................................................896
Co-ordinate Resource Capability Delivery....................................................................897
Ensure Resource Capability Quality.............................................................................898
Manage Commissioning of New Resource Infrastructure.............................................898
Establish Resource Capability Sourcing........................................................................899
1.5.2.7 MANAGE HANDOVER TO RESOURCE OPERATIONS............................................................900
Manage Handover to Resource Operations..................................................................900
Co-ordinate Resource Operational Handover...............................................................901
Validate Resource Infrastructure Design......................................................................901
Ensure Resource Handover Support.............................................................................902
1.5.3 RESOURCE DEVELOPMENT & RETIREMENT........................................................................902
Resource Development & Retirement..........................................................................902
Gather & Analyze New Resource Ideas........................................................................903
Assess Performance of Existing Resources..................................................................904
Develop New Resource Business Proposal...................................................................904
Develop Detailed Resource Specifications...................................................................905
Manage Resource Development..................................................................................906
Manage Resource Deployment....................................................................................907
Manage Resource Exit.................................................................................................. 907
1.5.3.1 GATHER & ANALYZE NEW RESOURCE IDEAS..................................................................908
Gather Resource Information.......................................................................................908
Gather & Analyze New Resource Ideas........................................................................909
Page 30 of 1540

Analyze Resource Classes............................................................................................ 910

Develop Resource Classes........................................................................................... 910
1.5.3.3 DEVELOP NEW RESOURCE BUSINESS PROPOSAL.............................................................911
Develop New Resource Business Proposal...................................................................911
Develop Resource Business Proposal...........................................................................912
Gain Resource Business Proposal Approval..................................................................913
1.5.3.4 DEVELOP DETAILED RESOURCE SPECIFICATIONS..............................................................913
Develop Detailed Resource Specifications...................................................................913
Develop Detailed Resource Technical Specifications....................................................914
Develop Detailed Resource Support Specifications......................................................915
Develop Detailed Resource Operational Specifications................................................915
Develop Detailed Resource Manuals............................................................................916
1.5.3.5 MANAGE RESOURCE DEVELOPMENT..............................................................................916
Manage Resource Development..................................................................................917
Identify Required Processes & Procedures for Resources.............................................917
Develop Required Processes & Procedures for Resources............................................918
Develop Service & Operational Agreements for Resources..........................................919
Gain Service & Operational Agreements Approval for Resources.................................919
Produce Supporting Documentation & Training Packages for Resources.....................920
1.5.3.6 MANAGE RESOURCE DEPLOYMENT...............................................................................921
Manage Resource Deployment....................................................................................921
Manage Resource Process & Procedure Implementation.............................................922
Manage Resource Operational Staff Training...............................................................922
Develop Resource Supplier/Partner Operational Support.............................................923
Manage Resource Acceptance Testing.........................................................................923
1.5.3.7 MANAGE RESOURCE EXIT........................................................................................... 924
Manage Resource Exit.................................................................................................. 924
Identify Unviable Resources......................................................................................... 925
Identify Impacted Resource Customers........................................................................925
Develop Resource Transition Strategies.......................................................................925
Manage Resource Exit Process.....................................................................................926
1.5.4 RM&O SUPPORT & READINESS.....................................................................................927
RM&O Support & Readiness......................................................................................... 927
Enable Resource Provisioning......................................................................................928
Enable Resource Performance Management................................................................929
Support Resource Trouble Management......................................................................931
Enable Resource Data Collection & Distribution...........................................................932
Manage Resource Inventory......................................................................................... 933
Manage Logistics......................................................................................................... 934
1.5.4.1 ENABLE RESOURCE PROVISIONING...............................................................................936
Enable Resource Provisioning......................................................................................936
Plan & Forecast Resource Infrastructure Requirements and Manage Capacity Planning
.................................................................................................................................... 938
Establish, Manage, and Develop Organization, Tools and Processes............................938
Develop and Implement Capacity and Operational Rules and Procedures...................939
Perform Acceptance Test and Address & Monitor the Change......................................940
Track & Supervise the Rollout of new and/or Modified Infrastructure...........................940
Monitor, Report and Release Mgmt. of Resource Infrastructure and Capacity Utilization
.................................................................................................................................... 941
Optimize Existing Resource Infrastructure Utilization..................................................941
Track, Monitor and Report Resource Provisioning........................................................942
Page 31 of 1540

Update Inventory Record............................................................................................. 942

1.5.4.2 ENABLE RESOURCE PERFORMANCE MANAGEMENT...........................................................943
Enable Resource Performance Management................................................................943
Monitor & Manage Regulatory Issues...........................................................................945
Establish and Maintain Performance Threshold Standards...........................................945
Undertake Performance Trend Analysis.......................................................................946
Monitor and Analyze Resource Performance Reports, and Identify Issues...................946
Correlate the Performance Problem Reports & Manage Inventory Repository.............947
Manage Resource Performance Data Collection...........................................................947
Establish, Maintain and Manage the Support Plans......................................................948
Assess and Report Resource Performance Management Processes.............................948
Provide Supporting Procedures and Quality Management Support..............................949
1.5.4.3 SUPPORT RESOURCE TROUBLE MANAGEMENT.................................................................950
Support Resource Trouble Management......................................................................950
Manage Resource Trouble & Performance Data Collection...........................................951
Manage Resource Infrastructure, Provisioning and Preventive Maintenance Schedules
.................................................................................................................................... 952
Create Report............................................................................................................... 952
Establish Warehouse and Manage Spares Including other Parties................................953
Track, Monitor and Manage RTM Processes Including other Parties.............................953
Provide Support for RTM and SPM Processes...............................................................954
1.5.4.4 ENABLE RESOURCE DATA COLLECTION & DISTRIBUTION...................................................955
Enable Resource Data Collection & Distribution...........................................................955
Manage and Administer Resource Data Collection and Distribution.............................956
Manage Resource Data Storage Facilities and Associated Processes...........................957
Track, Monitor and Report Resource Data Collection Processes and Capabilities.........957
Identify Data Collection Issues and Report...................................................................958
1.5.4.5 MANAGE RESOURCE INVENTORY..................................................................................958
Manage Resource Inventory......................................................................................... 959
Manage Resource Inventory Database and Processes.................................................960
Track and Monitor Resource Repository Capabilities....................................................960
Identify Repository Issues and Provide Reports and Warnings.....................................961
1.5.4.7 MANAGE LOGISTICS.................................................................................................. 962
Manage Logistics......................................................................................................... 962
Manage Warehousing................................................................................................... 963
Manage Orders............................................................................................................ 964
Track and Monitor Logistics and Manage Resource Inventory......................................965
Identify Logistic Issues and Provide Reports................................................................965
1.5.5 WORKFORCE MANAGEMENT........................................................................................... 966
Workforce Management............................................................................................... 966
Manage Schedules & Appointments.............................................................................968
Plan and Forecast Workforce Management..................................................................968
Administer and Configure Workforce Management......................................................969
Report Workforce Management...................................................................................970
Manage Work Order Lifecycle......................................................................................971
1.5.5.1 MANAGE SCHEDULES & APPOINTMENTS........................................................................972
Manage Schedules & Appointments.............................................................................972
Workforce Management Schedule...............................................................................972
Determine Work Schedule........................................................................................... 973
Manage Reservations................................................................................................... 974
Manage Appointments................................................................................................. 974
Page 32 of 1540

1.5.5.4 PLAN AND FORECAST WORKFORCE MANAGEMENT...........................................................976

Plan and Forecast Workforce Management..................................................................976
Forecast Demand......................................................................................................... 977
Forecast Workforce Availability....................................................................................977
Adjust Durations.......................................................................................................... 978
1.5.5.5 ADMINISTER AND CONFIGURE WORKFORCE MANAGEMENT................................................979
Administer and Configure Workforce Management......................................................979
Configure Work Catalog............................................................................................... 980
Administer Human Resources Catalog.........................................................................981
Administer Organizations Catalog................................................................................981
Administer Tools and Materials Catalog........................................................................982
Configure Skill Catalog................................................................................................. 982
Configure Schedules.................................................................................................... 983
Administer Registration and Access.............................................................................984
Configure Logging and Audit........................................................................................ 984
1.5.5.7 MANAGE WORK ORDER LIFECYCLE...............................................................................985
Manage Work Order Lifecycle......................................................................................986
Issue Work Order......................................................................................................... 987
Analyze and Decompose Work Order...........................................................................987
Assign Task.................................................................................................................. 988
Dispatch Task............................................................................................................... 989
Track and Manage Work Order.....................................................................................990
Close Work Order......................................................................................................... 990
Report on Work Order.................................................................................................. 991
1.5.6 RESOURCE PROVISIONING.............................................................................................992
Resource Provisioning.................................................................................................. 992
Allocate & Install Resource........................................................................................... 993
Configure & Activate Resource....................................................................................994
Test Resource............................................................................................................... 995
Track & Manage Resource Provisioning........................................................................996
Report Resource Provisioning......................................................................................997
Close Resource Order.................................................................................................. 997
Issue Resource Orders................................................................................................. 998
Recover Resource........................................................................................................ 999
1.5.6.1 ALLOCATE & INSTALL RESOURCE...............................................................................1000
Allocate & Install Resource.........................................................................................1000
Determine Resource Availability................................................................................1001
Reserve Resource...................................................................................................... 1002
Release Resource....................................................................................................... 1002
Allocate Resource...................................................................................................... 1003
Install and Commission Resource...............................................................................1003
1.5.6.2 CONFIGURE & ACTIVATE RESOURCE...........................................................................1004
Configure & Activate Resource..................................................................................1004
Configure Resource.................................................................................................... 1005
Implement Resource..................................................................................................1006
Activate Resource...................................................................................................... 1006
1.5.6.3 TEST RESOURCE..................................................................................................... 1007
Test Resource............................................................................................................. 1008
Test Specific Resources.............................................................................................. 1008
Develop Test Plans..................................................................................................... 1009
Capture Test Results..................................................................................................1009
Page 33 of 1540

1.5.6.4 TRACK & MANAGE RESOURCE PROVISIONING...............................................................1010

Track & Manage Resource Provisioning......................................................................1010
Coordinate Resource Provisioning Activity.................................................................1011
Track Resource Provisioning Activity..........................................................................1012
Manage Resource Provisioning Activity......................................................................1012
Update Resource Repository......................................................................................1013
1.5.6.5 REPORT RESOURCE PROVISIONING.............................................................................1014
Report Resource Provisioning....................................................................................1014
Monitor Resource Order Status..................................................................................1015
Distribute Resource Order Notification.......................................................................1015
Distribute Resource Provisioning Reports..................................................................1016
1.5.6.7 ISSUE RESOURCE ORDERS........................................................................................ 1016
Issue Resource Orders...............................................................................................1017
Assess Resource Request........................................................................................... 1018
Create Resource Orders............................................................................................. 1018
Mark Resource Order for Special Handling.................................................................1019
1.5.6.8 RECOVER RESOURCE............................................................................................... 1020
Recover Resource...................................................................................................... 1020
Develop Resource Recovery Plan...............................................................................1021
Provide Resource Recovery Proposal Notification......................................................1021
Request Resource Recovery Authorization.................................................................1022
Commence Resource Recovery..................................................................................1022
Complete Resource Recovery....................................................................................1023
Recover Specific Resource.........................................................................................1023
1.5.7 RESOURCE DATA COLLECTION & DISTRIBUTION...............................................................1024
Resource Data Collection & Distribution....................................................................1024
Collect Management and Security Information & Data..............................................1025
Process Management and Security Information & Data.............................................1026
Distribute Management and Security Information & Data..........................................1026
Audit Management and Security Data Collection & Distribution................................1027
1.5.7.1 COLLECT MANAGEMENT INFORMATION & DATA.............................................................1028
Collect Management and Security Information & Data..............................................1028
Intercept Events/Information......................................................................................1029
Deliver Management Information...............................................................................1029
1.5.7.2 PROCESS MANAGEMENT INFORMATION & DATA.............................................................1030
Process Management and Security Information & Data.............................................1030
Determine Recipients for Information/Data................................................................1031
Filter Information/Data...............................................................................................1032
Aggregate Information/Data......................................................................................1032
Format Information/Data............................................................................................1033
1.5.7.3 DISTRIBUTE MANAGEMENT INFORMATION & DATA.........................................................1033
Distribute Management and Security Information & Data..........................................1033
Distribute Information/Data.......................................................................................1034
Manage Distribution................................................................................................... 1035
Confirm Distribution and Clean-up.............................................................................1035
1.5.8 RESOURCE TROUBLE MANAGEMENT..............................................................................1036
Resource Trouble Management..................................................................................1036
Survey & Analyze Resource Trouble...........................................................................1037
Localize Resource Trouble.......................................................................................... 1039
Correct & Resolve Resource Trouble..........................................................................1040
Track & Manage Resource Trouble.............................................................................1041
Page 34 of 1540

Report Resource Trouble............................................................................................1042

Close Resource Trouble Report..................................................................................1042
Create Resource Trouble Report................................................................................1043
1.5.8.1 SURVEY & ANALYZE RESOURCE TROUBLE....................................................................1044
Survey & Analyze Resource Trouble...........................................................................1044
Manage Resource Alarm Event Notifications..............................................................1046
Filter Resource Alarm Event Notifications..................................................................1046
Correlate Resource Alarm Event Notifications............................................................1047
Abate Alarm Event Records.......................................................................................1048
Trigger Defined Action...............................................................................................1048
Monitor Resource Alarms Events................................................................................1049
Categorize Resource Alarm Event..............................................................................1049
Review Major Resource Trouble.................................................................................1050
1.5.8.2 LOCALIZE RESOURCE TROUBLE.................................................................................1051
Localize Resource Trouble.......................................................................................... 1051
Verify Resource Configuration....................................................................................1052
Perform Specific Resource Trouble Diagnostics..........................................................1052
Perform Specific Resource Trouble Tests....................................................................1053
Stop And Start Audit On Resources............................................................................1053
Schedule Routine Resource Trouble Tests..................................................................1054
Notify T&M Root Cause Resource Trouble..................................................................1054
Categorize Resource Trouble.....................................................................................1055
1.5.8.3 CORRECT & RESOLVE RESOURCE TROUBLE.................................................................1056
Correct & Resolve Resource Trouble..........................................................................1056
Repair / Replace Failed Resource...............................................................................1057
Isolate Unit with Fault................................................................................................1057
Manage Standby Resource Units................................................................................1058
Implement Resource Trouble Work Arounds..............................................................1058
Invoke Support Resource Trouble Management Processes........................................1059
1.5.8.4 TRACK & MANAGE RESOURCE TROUBLE......................................................................1060
Track & Manage Resource Trouble.............................................................................1060
Coordinate Resource Trouble.....................................................................................1061
Perform First in Testing.............................................................................................. 1062
Cancel Resource Trouble............................................................................................ 1062
Escalate/End Resource Trouble..................................................................................1063
Perform Final Test...................................................................................................... 1063
Engaging External Suppliers......................................................................................1064
Prioritize Resource Trouble.........................................................................................1064
1.5.8.5 REPORT RESOURCE TROUBLE....................................................................................1065
Report Resource Trouble............................................................................................1065
Monitor Resource Trouble..........................................................................................1066
Distribute Notifications.............................................................................................. 1067
Distribute Management Reports & Summaries..........................................................1067
1.5.8.6 CREATE RESOURCE TROUBLE REPORT.........................................................................1068
Create Resource Trouble Report................................................................................1068
Generate Resource Trouble........................................................................................1069
Convert Report To Resource Trouble Format..............................................................1070
Estimate Time For Restoring Resource......................................................................1070
1.5.9 RESOURCE PERFORMANCE MANAGEMENT.......................................................................1071
Resource Performance Management.........................................................................1071
Monitor Resource Performance..................................................................................1072
Page 35 of 1540

Analyze Resource Performance..................................................................................1073

Control Resource Performance...................................................................................1074
Report Resource Performance...................................................................................1075
Create Resource Performance Degradation Report....................................................1075
Track & Manage Resource Performance Resolution...................................................1076
Close Resource Performance Degradation Report......................................................1077
1.5.9.1 MONITOR RESOURCE PERFORMANCE..........................................................................1078
Monitor Resource Performance..................................................................................1078
Manage Resource Performance Data.........................................................................1079
Record Resource Performance Data...........................................................................1080
Correlate Resource Performance Event Notifications.................................................1081
1.5.9.2 ANALYZE RESOURCE PERFORMANCE...........................................................................1082
Analyze Resource Performance..................................................................................1082
Perform Specific Resource Performance Diagnostics.................................................1083
Manage Resource Performance Data Collection Schedules........................................1084
1.5.9.3 CONTROL RESOURCE PERFORMANCE..........................................................................1085
Control Resource Performance...................................................................................1085
Instantiate Resource Performance Controls...............................................................1086
Instantiate Resource Trouble Controls........................................................................1086
1.5.9.4 REPORT RESOURCE PERFORMANCE............................................................................1088
Report Resource Performance...................................................................................1088
Monitor Resource Performance Degradation Report..................................................1089
Distribute Resource Quality Management Reports & Summaries...............................1089
1.5.9.5 CREATE RESOURCE PERFORMANCE DEGRADATION REPORT..............................................1091
Create Resource Performance Degradation Report....................................................1091
Generate Resource Performance Degradation Problem.............................................1092
Convert Report To Resource Performance Degradation Report Format......................1092
1.5.9.6 TRACK & MANAGE RESOURCE PERFORMANCE RESOLUTION.............................................1094
Track & Manage Resource Performance Resolution...................................................1094
Coordinate Resource Performance.............................................................................1095
Request Other Parties Performance Degradation Report Creation and Update..........1096
Update First in Resource Testing Results...................................................................1096
Cancel Resource Performance Degradation Report....................................................1097
Escalate/End Resource Performance Degradation Report..........................................1097
Clear Resource Performance Degradation Report Status...........................................1098
Engage External Party Resource................................................................................1098
1.5.10 RESOURCE MEDIATION & REPORTING..........................................................................1099
Resource Mediation & Reporting................................................................................1100
Mediate Resource Usage Records..............................................................................1100
Report Resource Usage Records................................................................................1101
1.5.10.1 MEDIATE RESOURCE USAGE RECORDS......................................................................1101
Mediate Resource Usage Records..............................................................................1101
Validate Resource Usage Records..............................................................................1102
Normalize Resource Usage Records...........................................................................1103
Convert Resource Usage Records..............................................................................1103
Correlate Resource Usage Records............................................................................1104
Remove Duplicate Resource Usage Records..............................................................1104
1.6.1 PARTY STRATEGY & PLANNING.....................................................................................1105
Child process(es) to be determined...........................................................................1105
Party Strategy & Planning..........................................................................................1106
1.6.2 PARTY TENDER MANAGEMENT......................................................................................1107
Page 36 of 1540

Party Tender Management......................................................................................... 1107

Determine the Sourcing Requirements......................................................................1108
Determine Potential Parties.......................................................................................1108
Manage the Tender Process.......................................................................................1109
Gain Tender Decision Approval..................................................................................1110
1.6.2.1 DETERMINE THE SOURCING REQUIREMENTS.................................................................1111
Determine the Sourcing Requirements......................................................................1111
Capture Sourcing Requirements................................................................................1112
Finalize Sourcing Requirements.................................................................................1113
Prepare Tender Document.........................................................................................1113
1.6.2.2 DETERMINE POTENTIAL PARTIES................................................................................1114
Determine Potential Parties.......................................................................................1114
Analyze Potential Parties............................................................................................1115
Short List Potential Parties.........................................................................................1116
Identify Potential Parties............................................................................................1116
Issue Tender Document.............................................................................................. 1117
Receive Tender Document Response.........................................................................1117
Select Short-listed Party.............................................................................................1118
1.6.2.3 MANAGE THE TENDER PROCESS................................................................................1119
Manage the Tender Process.......................................................................................1119
Specify the Tender Process........................................................................................1120
Administer the Tender Process...................................................................................1120
1.6.2.4 GAIN TENDER DECISION APPROVAL............................................................................1121
Gain Tender Decision Approval..................................................................................1121
Provide Management Oversight on Tenders...............................................................1122
Approve Tender Decisions..........................................................................................1123
1.6.3 PARTY RELATIONSHIP DEVELOPMENT & RETIREMENT........................................................1123
Party Relationship Development & Retirement..........................................................1123
Party Relationship Management................................................................................1124
Party Demographic Collection....................................................................................1125
Party Profiling............................................................................................................. 1125
1.6.3.1 PARTY RELATIONSHIP MANAGEMENT...........................................................................1126
Party Relationship Management................................................................................1126
Establish Party Relationship.......................................................................................1127
Manage Party Relationship......................................................................................... 1128
Re-establish Party Relationship..................................................................................1128
Terminate Party Relationship.....................................................................................1129
Collect Party Data...................................................................................................... 1130
1.6.3.1.2 MANAGE PARTY RELATIONSHIP...............................................................................1130
Manage Party Relationship......................................................................................... 1131
Monitor Party Relationship......................................................................................... 1131
Review Party Relationship.......................................................................................... 1132
Approve Party Relationship........................................................................................1132
1.6.3.1.5 COLLECT PARTY DATA.......................................................................................... 1133
Collect Party Data...................................................................................................... 1133
Collect Basic Party Data............................................................................................. 1133
Collect Party Identification......................................................................................... 1134
Collect Party Contact................................................................................................. 1134
Collect Party Skill....................................................................................................... 1135
Collect Additional Party Attribute...............................................................................1135
1.6.3.2 PARTY DEMOGRAPHIC COLLECTION............................................................................1136
Page 37 of 1540

Party Demographic Collection....................................................................................1136

Specify Party Demographic Definition........................................................................1137
Specify Party Demographic Definition Group.............................................................1138
Remove Party Demographic Definition......................................................................1138
Collect Party Demographic.........................................................................................1139
Remove Party Demographic......................................................................................1139
1.6.3.3 PARTY PROFILING................................................................................................... 1140
Remove Party Profile.................................................................................................. 1140
Party Profiling............................................................................................................. 1141
Define Party Profile Type............................................................................................1141
Define Party Profile Type Attribute Group..................................................................1142
Remove Party Profile Type.........................................................................................1142
Collect Party Profile.................................................................................................... 1143
1.6.4 PARTY OFFERING DEVELOPMENT & RETIREMENT..............................................................1144
Party Offering Development & Retirement.................................................................1144
On-board Party Product Specification & Offering.......................................................1145
Off-Board Party Offering & Specification....................................................................1146
1.6.4.1 ON-BOARD PARTY PRODUCT SPECIFICATION & OFFERING...............................................1148
On-board Party Product Specification & Offering.......................................................1148
Define Party Product Specification Involvement.........................................................1149
Define Party Product Offering Involvement................................................................1150
1.6.4.2 OFF-BOARD PARTY OFFERING & SPECIFICATION............................................................1151
Off-Board Party Offering & Specification....................................................................1152
Off-Board Party Product Offering................................................................................1152
Off-Board Party Product Specification........................................................................1153
1.6.4.2.2 OFF-BOARD PARTY PRODUCT SPECIFICATION.............................................................1154
Off-Board Party Product Specification........................................................................1154
Remove Party Product Specification..........................................................................1155
De-activate Off-boarded Preconfigured Services........................................................1156
Return Remaining Off-boarded Product (Resource) Inventory...................................1156
1.6.5 PARTY AGREEMENT MANAGEMENT................................................................................1157
Party Agreement Management..................................................................................1157
Prepare Party Agreement...........................................................................................1158
Manage Party Agreement Commercial Negotiations..................................................1159
Gain Approval for Party Agreement............................................................................1160
Manage Party Agreement Variation............................................................................1160
Terminate Party Agreement.......................................................................................1161
1.6.5.1 PREPARE PARTY AGREEMENT....................................................................................1162
Prepare Party Agreement...........................................................................................1162
Begin Party Agreement Preparation...........................................................................1163
Specify Party Agreement Terms and Conditions.........................................................1164
Specify Agreement Items...........................................................................................1164
Specify Type Specific Agreement Component............................................................1165
1.6.5.1.1 BEGIN PARTY AGREEMENT PREPARATION..................................................................1166
Begin Party Agreement Preparation...........................................................................1166
Prepare Common Agreement Attributes....................................................................1167
Specify Agreement Parties......................................................................................... 1167
Specify Template Agreement Party Types..................................................................1168
Define Inter-Agreement Relationship.........................................................................1168
1.6.5.2 MANAGE PARTY AGREEMENT COMMERCIAL NEGOTIATIONS..............................................1169
Manage Party Agreement Commercial Negotiations..................................................1170
Page 38 of 1540

Establish Commercial Negotiating Strategy...............................................................1170

Manage Commercial Negotiations..............................................................................1171
1.6.5.3 GAIN APPROVAL FOR PARTY AGREEMENT.....................................................................1172
Gain Approval for Party Agreement............................................................................1172
Report to Party Agreement Stakeholders...................................................................1173
Commit & Approve Party Agreement.........................................................................1173
1.6.6 PARTY SUPPORT & READINESS.....................................................................................1174
Party Support & Readiness.........................................................................................1174
Support Party Requisition Management.....................................................................1175
Support Party Problem Reporting & Management......................................................1176
Support Party Performance Management..................................................................1177
Support Party Settlements & Payments Management................................................1179
Support Party Interface Management........................................................................1180
Manage Party Inventory.............................................................................................1180
1.6.6.1 SUPPORT PARTY REQUISITION MANAGEMENT................................................................1182
Support Party Requisition Management.....................................................................1182
Arrange and Manage Access from external parties to Service Provider Provisioning Tools
and Processes............................................................................................................ 1183
Supervise Party Rollout & and Report Party Capacity................................................1184
Monitoring Party Requested Infrastructure Deployment............................................1184
Reporting Party Deployment Capability.....................................................................1185
Detect impact on Party Inventory Infrastructure and Update.....................................1185
Analyzing Party Requisition Processes Performance..................................................1186
1.6.6.2 SUPPORT PARTY PROBLEM REPORTING & MANAGEMENT.................................................1187
Support Party Problem Reporting & Management......................................................1187
Arrange and Manage Access for Party to Service Provider Problem Mgmt. Tools and
Processes................................................................................................................... 1188
Arrange and Manage Access to Party Tools and Processes........................................1189
Monitor, Report for Party Performance and Provide Recommendations.....................1189
Analyzing Party Problem Processes Performance.......................................................1190
1.6.6.3 SUPPORT PARTY PERFORMANCE MANAGEMENT.............................................................1191
Support Party Performance Management..................................................................1191
Arrange and Manage Access for Party to Service Performance Mgmt. Tools and
Processes................................................................................................................... 1192
Arrange and Manage Access to Party Service Performance Mgmt. Tools and Processes
.................................................................................................................................. 1193
Monitor and Report Party Performance Issues and Provide Recommendations..........1193
Detect Change on Party Inventory Infrastructure and Update....................................1194
Analyzing Party Performance Processes' Performance...............................................1194
1.6.6.4 SUPPORT PARTY SETTLEMENTS & PAYMENTS MANAGEMENT............................................1195
Support Party Settlements & Payments Management................................................1195
Arrange Facilities, Tools and Systems to Support Processes......................................1196
Analyze Party Settlements & Payments Process Performance...................................1197
1.6.6.5 SUPPORT PARTY INTERFACE MANAGEMENT...................................................................1198
Support Party Interface Management........................................................................1198
Check Interface List, Status and Availability..............................................................1199
Identify Contact Changes and Update........................................................................1199
Assess Party Interface Performance...........................................................................1200
1.6.6.6 MANAGE PARTY INVENTORY......................................................................................1201
Manage Party Inventory.............................................................................................1201
Manage S/P Inventory Repository..............................................................................1202
Page 39 of 1540

Manage and Administer Party Inventory....................................................................1202

Perform Audit Tests.................................................................................................... 1203
Track and Monitor Party Inventory.............................................................................1204
Identify Issues and Provide Reports...........................................................................1204
1.6.7 PARTY PRIVACY MANAGEMENT......................................................................................1205
Party Privacy Management........................................................................................1205
Party Privacy Management Definition........................................................................1206
Party Privacy Profile Type Development.....................................................................1207
Party Privacy Profile Management.............................................................................1207
Party Privacy Profile Agreement.................................................................................1208
1.6.7.1 PARTY PRIVACY MANAGEMENT DEFINITION...................................................................1209
Party Privacy Management Definition........................................................................1209
Define Party Privacy Location, Jurisdiction and Regulation.........................................1210
Define Party PII Privacy Standards.............................................................................1211
1.6.7.2 PARTY PRIVACY PROFILE TYPE DEVELOPMENT...............................................................1212
Party Privacy Profile Type Development.....................................................................1212
Define Default Privacy Information............................................................................1213
Define Default Privacy Profile Rules...........................................................................1213
Define Privacy Policy Rules Values.............................................................................1214
1.6.7.3 PARTY PRIVACY PROFILE MANAGEMENT.......................................................................1215
Party Privacy Profile Management.............................................................................1215
Enforce Party Privacy Profile......................................................................................1216
Send Party Privacy Profile..........................................................................................1216
Receive Party Privacy Profile......................................................................................1217
Request Party Privacy Profile Extension.....................................................................1218
Modify Party Privacy Policy........................................................................................1218
Erase Party Privacy Profile Information......................................................................1219
Import Data Subject Party Privacy Profile...................................................................1219
1.6.8 PARTY ORDER HANDLING............................................................................................ 1220
Party Order Handling.................................................................................................1220
Select External Party for Party Order.........................................................................1221
Determine Party Pre-Order Feasibility........................................................................1221
Track & Manage Party Orders.....................................................................................1222
Receive & Accept Party Order....................................................................................1223
Issue Party Order....................................................................................................... 1224
Report Party Orders................................................................................................... 1225
Close Party Order....................................................................................................... 1225
1.6.8.1 SELECT EXTERNAL PARTY FOR PARTY ORDER...............................................................1226
Select External Party for Party Order.........................................................................1226
Identify External Party for Order................................................................................1227
Select Most Appropriate Party....................................................................................1227
1.6.8.2 DETERMINE PARTY PRE-ORDER FEASIBILITY.................................................................1228
Determine Party Pre-Order Feasibility........................................................................1228
Assess Party Delivery Capabilities..............................................................................1229
Verify Party Inventory Availability..............................................................................1230
Evaluate Party Against Business Needs.....................................................................1230
1.6.8.3 TRACK & MANAGE PARTY ORDERS.............................................................................1231
Track & Manage Party Orders.....................................................................................1231
Modify Party Order..................................................................................................... 1232
Cancel Party Order..................................................................................................... 1233
Escalate Party Order.................................................................................................. 1233
Page 40 of 1540

Manage Party Orders................................................................................................. 1234

Monitor Jeopardy Status............................................................................................. 1234
Track Party Orders..................................................................................................... 1235
Complete Party Order................................................................................................1235
1.6.8.4 RECEIVE & ACCEPT PARTY ORDER.............................................................................1236
Receive & Accept Party Order....................................................................................1236
Receive Party Order................................................................................................... 1237
Accept Party Order..................................................................................................... 1237
Negotiate Party Order Problem..................................................................................1238
Facilitate Party Product Configuration........................................................................1238
1.6.8.6 REPORT PARTY ORDERS........................................................................................... 1239
Report Party Orders................................................................................................... 1239
Monitor Party Orders Status.......................................................................................1240
Manage Party Order Status Notification.....................................................................1240
Report Party Orders Status........................................................................................1241
1.6.9 PARTY INTERACTION MANAGEMENT...............................................................................1242
Party Interaction Management...................................................................................1242
Log Party Interaction.................................................................................................. 1243
Notify Party................................................................................................................ 1243
Track and Manage Party Interaction...........................................................................1244
Handle Party Interaction (Including Self Service).......................................................1244
Analyze & Report Party Interactions...........................................................................1245
Mediate & Orchestrate Party Interactions..................................................................1245
1.6.9.1 LOG PARTY INTERACTION......................................................................................... 1247
Log Party Interaction.................................................................................................. 1247
Create Party Interaction Log......................................................................................1248
Update Party Interaction............................................................................................1248
1.6.9.5 HANDLE PARTY INTERACTION (INCLUDING SELF SERVICE)...............................................1249
Handle Party Interaction (Including Self Service).......................................................1249
Handle Interaction...................................................................................................... 1249
Monitor Interaction Status.......................................................................................... 1250
Close Interaction........................................................................................................ 1251
1.6.9.6 ANALYZE & REPORT PARTY INTERACTIONS...................................................................1252
Analyze & Report Party Interactions...........................................................................1252
Analyze Party Interactions.........................................................................................1253
Report Party Interaction............................................................................................. 1253
1.6.9.7 MEDIATE & ORCHESTRATE PARTY INTERACTIONS...........................................................1254
Mediate & Orchestrate Party Interactions..................................................................1254
Identify Party Interactions Data Formats....................................................................1255
Orchestrate Party Interactions...................................................................................1255
Mediate Party Interactions.........................................................................................1256
1.6.10 PARTY PROBLEM HANDLING.......................................................................................1257
Party Problem Handling.............................................................................................. 1257
Initiate Party Problem................................................................................................. 1258
Receive Party Problem...............................................................................................1258
Track & Manage Party Problem Resolution.................................................................1259
Report Party Problem Resolution...............................................................................1259
Close Party Problem................................................................................................... 1260
1.6.10.1 INITIATE PARTY PROBLEM.......................................................................................1261
Initiate Party Problem................................................................................................. 1261
Generate Party Problem.............................................................................................1262
Page 41 of 1540

Communicate Party Problem......................................................................................1262

1.6.10.2 RECEIVE PARTY PROBLEM.......................................................................................1263
Receive Party Problem...............................................................................................1263
Receive Party Problem Notification............................................................................1264
Forward Party Problem Notification............................................................................1264
1.6.10.3 TRACK & MANAGE PARTY PROBLEM RESOLUTION........................................................1265
Track & Manage Party Problem Resolution.................................................................1265
Modify Party Problem.................................................................................................1266
Cancel Party Problem................................................................................................. 1266
Escalate Party Problem Resolution.............................................................................1267
Manage Party Problem Resolution..............................................................................1267
Monitor Party Problem Jeopardy Status......................................................................1268
Clear Party Problem................................................................................................... 1268
1.6.10.4 REPORT PARTY PROBLEM RESOLUTION......................................................................1269
Report Party Problem Resolution..............................................................................1269
Monitor Party Problem................................................................................................1270
Provide Party Problem Management Summaries.......................................................1270
Provide Party Problem Management Reports.............................................................1271
Provide Party Problem Status Change Notification.....................................................1271
1.6.11 PARTY PERFORMANCE MANAGEMENT...........................................................................1272
Party Performance Management................................................................................1272
Monitor & Control Party Performance.........................................................................1273
Track & Manage Party Performance Resolution..........................................................1273
Report Party Performance..........................................................................................1274
Close Party Performance Degradation Report............................................................1275
Initiate Party Performance Degradation Report..........................................................1275
1.6.11.1 MONITOR & CONTROL PARTY PERFORMANCE.............................................................1277
Monitor & Control Party Performance.........................................................................1277
Collect Party Performance Data.................................................................................1277
Analyze Party Performance Data................................................................................1278
Initiate Party Performance Corrective Actions............................................................1278
1.6.11.2 TRACK & MANAGE PARTY PERFORMANCE RESOLUTION.................................................1279
Track & Manage Party Performance Resolution..........................................................1279
Modify Party Performance Degradation Report..........................................................1280
Cancel Party Performance Degradation Report..........................................................1281
Escalate Party Performance Degradation Report.......................................................1281
Manage Party Performance Degradation Report........................................................1281
Monitor Party Performance Jeopardy Status...............................................................1282
Modify Party Performance Degradation Report Status...............................................1282
1.6.11.3 REPORT PARTY PERFORMANCE................................................................................1283
Report Party Performance..........................................................................................1283
Monitor Party Performance........................................................................................1284
Distribute Party Performance Management Summaries.............................................1285
Distribute Party Performance Management Reports..................................................1285
1.6.11.4 CLOSE PARTY PERFORMANCE DEGRADATION REPORT...................................................1286
Close Party Performance Degradation Report............................................................1286
Monitor Party Performance Degradation Report.........................................................1287
Close Cleared Party Performance Degradation Report...............................................1287
1.6.11.5 INITIATE PARTY PERFORMANCE DEGRADATION REPORT.................................................1288
Initiate Party Performance Degradation Report..........................................................1288
Create Party Performance Degradation Report..........................................................1289
Page 42 of 1540

Issue Party Performance Degradation Report............................................................1289

1.6.12 PARTY SETTLEMENTS & PAYMENTS MANAGEMENT..........................................................1290
Child process(es) to be determined...........................................................................1290
Party Settlements & Payments Management.............................................................1291
1.6.13 PARTY BILL INQUIRY HANDLING..................................................................................1292
Party Bill Inquiry Handling.......................................................................................... 1292
Prepare & Submit Party Bill Inquiry............................................................................1293
Track & Manage Party Bill Inquiry Resolution.............................................................1293
Receive & Process Party Bill Inquiry Notifications and Responses..............................1294
1.6.13.1 PREPARE & SUBMIT PARTY BILL INQUIRY...................................................................1295
Prepare & Submit Party Bill Inquiry............................................................................1295
Generate Party Bill Inquiry......................................................................................... 1296
Submit Bill Inquiry Information...................................................................................1296
Verify party Bill Inquiry...............................................................................................1297
Determine Automated Bill Adjustment.......................................................................1297
Analyze Detailed Bill Inquiry......................................................................................1298
Record Party Bill Invoice Adjustment.........................................................................1298
1.6.13.2 TRACK & MANAGE PARTY BILL INQUIRY RESOLUTION...................................................1299
Track & Manage Party Bill Inquiry Resolution.............................................................1299
Schedule Party Bill Inquiry Analysis and Adjustment Activities..................................1300
Coordinate Party Bill Inquiry and Adjustment Activities.............................................1301
Monitor Party Bill Inquiry Status.................................................................................1301
Modify Party Bill Inquiry............................................................................................. 1302
Cancel Party Bill Inquiry............................................................................................. 1302
1.6.13.3 RECEIVE & PROCESS PARTY BILL INQUIRY NOTIFICATIONS AND RESPONSES......................1303
Receive & Process Party Bill Inquiry Notifications and Responses..............................1303
Monitor Party Bill Inquiry Notifications.......................................................................1304
1.7.1.1 STRATEGIC BUSINESS PLANNING................................................................................1305
Strategic Business Planning.......................................................................................1305
Provide Strategic Business Direction..........................................................................1305
Create Actionable Strategy........................................................................................1306
Program-manage Strategy Implementation...............................................................1306
1.7.1.2 BUSINESS DEVELOPMENT......................................................................................... 1307
Business Development............................................................................................... 1307
Develop Concepts for Revenue Streams....................................................................1308
Focus or Broaden Customer Base..............................................................................1309
Identify Outsourcing Opportunities............................................................................1309
Investigate Potential Mergers & Acquisitions.............................................................1310
Facilitate Negotiation & Implementation of Potential Mergers & Acquisitions............1310
1.7.1.3 ENTERPRISE ARCHITECTURE MANAGEMENT..................................................................1311
Enterprise Architecture Management.........................................................................1311
Manage Enterprise Architecture Methodology...........................................................1312
Co-ordinate Enterprise Architecture...........................................................................1313
Manage Enterprise Architecture Toolsets and Associated Standards.........................1313
Manage & Administer Architecture Repositories........................................................1314
Manage Architecture Skillsets....................................................................................1314
Provide Reference Source for Standard Operating Environment................................1315
Co-ordinate Architecture Review................................................................................1315
1.7.1.4 GROUP ENTERPRISE MANAGEMENT............................................................................1316
Group Enterprise Management..................................................................................1316
Plan & Implement Cross-Business Unit Operation......................................................1317
Page 43 of 1540

Harmonize Processes & Communication Systems across Business Units...................1317

Manage Funding & Cross-Subsidies across Business Units.........................................1318
Manage Investment for Business Development.........................................................1318
Co-ordinate Business Activities..................................................................................1319
1.7.2.1 BUSINESS CONTINUITY MANAGEMENT.........................................................................1320
Business Continuity Management..............................................................................1320
Co-ordinate Business Continuity................................................................................1321
Plan Business Continuity............................................................................................1321
Plan Infrastructure Recovery......................................................................................1322
Plan Serious Incident Management............................................................................1322
Manage Business Continuity Methodologies..............................................................1323
1.7.2.2 SECURITY MANAGEMENT.......................................................................................... 1324
Security Management................................................................................................ 1324
Manage Proactive Security Management...................................................................1325
Monitor Industry Trends for Security Management.....................................................1326
Define Security Management Policies & Procedures..................................................1326
Assist with Security Management Deployment..........................................................1327
Manage Reactive Security Management....................................................................1328
Detect Potential Security Threats & Violations...........................................................1328
Investigate Potential Security Threats & Violations....................................................1329
Define Security Management Prevention...................................................................1329
Define Monitoring to Facilitate Security Management................................................1330
Define Security Management Analysis.......................................................................1330
Define Security Management policies & procedures to facilitate detection incidents 1331
Define Incident Management policies and procedures...............................................1331
1.7.2.3 FRAUD MANAGEMENT.............................................................................................. 1332
Fraud Management.................................................................................................... 1332
Fraud Policy Management.......................................................................................... 1333
Fraud Operations Support..........................................................................................1334
Fraud Operations Management..................................................................................1334
1.7.2.3.1 FRAUD POLICY MANAGEMENT.................................................................................1336
Fraud Policy Management.......................................................................................... 1336
Tool Policy Management............................................................................................. 1337
Analysis and Identification Policies.............................................................................1338
Fraud Classification Management..............................................................................1339
Internal Process Policies.............................................................................................1340
LEA (Law Enforcement Agency) Interaction Policies...................................................1340
External Operator Interaction Policies........................................................................1341
Internal Ethics Policies...............................................................................................1342
1.7.2.3.2 FRAUD OPERATIONS SUPPORT................................................................................1343
Fraud Operations Support..........................................................................................1343
Intelligence Gathering................................................................................................1344
Threat Reduction and Avoidance...............................................................................1345
System Configuration Management...........................................................................1347
1.7.2.3.3 FRAUD OPERATIONS MANAGEMENT.........................................................................1348
Information and Data Processing...............................................................................1348
Fraud Analysis............................................................................................................ 1349
Fraud Actions............................................................................................................. 1350
Fraud Operations Management..................................................................................1352
1.7.2.4 AUDIT MANAGEMENT............................................................................................... 1353
Audit Management..................................................................................................... 1353
Page 44 of 1540

Define Audit Policy..................................................................................................... 1354

Define Audit Mechanism............................................................................................ 1354
Assess Operational Activities.....................................................................................1355
Evaluate Operational Activities..................................................................................1355
Report Audits............................................................................................................. 1356
Apply Audit Mechanisms Proactively..........................................................................1356
1.7.2.5 INSURANCE MANAGEMENT........................................................................................1357
Insurance Management.............................................................................................. 1357
Identify Insurable Risks..............................................................................................1358
Analyze Insurance Cost/Benefits................................................................................1358
Provide Insurance Advice........................................................................................... 1359
Manage Insurance Portfolio........................................................................................ 1359
1.7.2.6 REVENUE ASSURANCE MANAGEMENT..........................................................................1360
Revenue Assurance Management..............................................................................1360
Manage Revenue Assurance Policy Framework..........................................................1361
Manage Revenue Assurance Operations....................................................................1362
Support Revenue Assurance Operations....................................................................1363
1.7.2.6.2 MANAGE REVENUE ASSURANCE OPERATIONS............................................................1365
Manage Revenue Assurance Operations....................................................................1365
Monitor Revenue Assurance Controls.........................................................................1366
Create Revenue Assurance Trouble Report................................................................1367
Assess Revenue Assurance Trouble...........................................................................1368
Resolve Revenue Assurance Trouble..........................................................................1368
Track & Manage Revenue Assurance Trouble Resolution...........................................1369
Report Revenue Assurance........................................................................................1370
Close Revenue Assurance Trouble Report..................................................................1371
1.7.3.2 ENTERPRISE QUALITY MANAGEMENT...........................................................................1372
Enterprise Quality Management.................................................................................1372
Verify Consistency of Information..............................................................................1373
1.7.3.3 PROGRAM & PROJECT MANAGEMENT..........................................................................1374
Program & Project Management................................................................................1374
Deliver Program/Project Methodologies & Support.....................................................1375
Select Program/Project Management Support Tools...................................................1376
Manage Program/Project Management Skill Sets.......................................................1376
Manage Program/Project Management Repository.....................................................1377
Manage Program/Project Management Metrics..........................................................1377
1.7.3.4 ENTERPRISE PERFORMANCE ASSESSMENT....................................................................1378
Enterprise Performance Assessment..........................................................................1378
Define Enterprise Performance Measures..................................................................1379
Manage Enterprise Performance Data........................................................................1379
Manage External Survey Companies..........................................................................1380
Report Balanced Scorecard, etc.................................................................................1380
Metric Management................................................................................................... 1381
1.7.3.4.5 METRIC MANAGEMENT.......................................................................................... 1382
Metric Management................................................................................................... 1382
Metric Definition Development...................................................................................1382
Metric Definition Measure Development....................................................................1383
Metric Measure Monitoring......................................................................................... 1383
Metric Measure Management.....................................................................................1384
1.7.3.4.5.1 METRIC DEFINITION DEVELOPMENT......................................................................1385
Metric Definition Development...................................................................................1385
Page 45 of 1540

Metric Definition Specification...................................................................................1386

Metric Dimension Specification..................................................................................1386
1.7.3.4.5.2 METRIC DEFINITION MEASURE DEVELOPMENT.........................................................1387
Metric Definition Measure Development....................................................................1387
Metric Definition Measure Specification.....................................................................1388
Metric Definition Measure Threshold Specification.....................................................1388
1.7.3.4.5.3 METRIC MEASURE MONITORING...........................................................................1390
Metric Measure Monitoring......................................................................................... 1390
Metric Monitoring Criteria Specification.....................................................................1391
Metric Collection Job Specification.............................................................................1391
1.7.4.2 RESEARCH MANAGEMENT......................................................................................... 1392
Research Management.............................................................................................. 1392
Evaluate R&D Business Value....................................................................................1393
Manage R&D Investment...........................................................................................1393
Manage R&D Program Activities................................................................................1394
1.7.4.3 TECHNOLOGY SCANNING.......................................................................................... 1395
Technology Scanning................................................................................................. 1395
Evaluate External Technology....................................................................................1396
Determine Business Value of Potential Technology....................................................1396
Assess Technology Acquisition...................................................................................1397
1.7.5.3 PROCUREMENT MANAGEMENT...................................................................................1397
Procurement Management.........................................................................................1397
Manage Corporate Procurement & Logistics Policies..................................................1398
Define Warehousing Policies......................................................................................1399
Develop Logistics/Transport Policies..........................................................................1399
Develop Stock/Inventory Management Policies..........................................................1400
Manage Goods Acceptance & Handling......................................................................1400
1.7.6.1 CORPORATE COMMUNICATIONS & IMAGE MANAGEMENT..................................................1401
Corporate Communications & Image Management....................................................1401
Promote Desired Corporate mage..............................................................................1402
Manage Spokespeople...............................................................................................1402
Manage Messaging.................................................................................................... 1403
1.7.6.2 COMMUNITY RELATIONS MANAGEMENT.......................................................................1404
Community Relations Management...........................................................................1404
Ensure Community Visibility......................................................................................1405
Communicate Community Messaging........................................................................1405
Handle Community Contacts......................................................................................1406
1.7.6.3 SHAREHOLDER RELATIONS MANAGEMENT....................................................................1407
Shareholder Relations Management..........................................................................1407
Manage Shareholder Relations...................................................................................1408
Manage Employee Share Plans..................................................................................1408
1.7.6.4 REGULATORY MANAGEMENT......................................................................................1409
Regulatory Management............................................................................................ 1409
Ensure Regulatory Compliance..................................................................................1410
Handle Pending Regulations......................................................................................1410
File Tariffs................................................................................................................... 1411
1.7.6.5 LEGAL MANAGEMENT.............................................................................................. 1411
Legal Management.................................................................................................... 1411
Ensure Legal Compliance...........................................................................................1412
Carry out Legal requests............................................................................................1412
Provide Legal Advice.................................................................................................. 1413
Page 46 of 1540

Notify Legal Environment Changes............................................................................1413

Manage Legal Actions................................................................................................1414
1.7.6.6 BOARD & SHARES/SECURITIES MANAGEMENT..............................................................1415
Board & Shares/Securities Management....................................................................1415
Manage Board Related Activities................................................................................1416
Manage Shares/Securities..........................................................................................1416
Manage Capital/Equity Activities................................................................................1417
Manage Share/Stock Registry....................................................................................1417
1.7.7.1 HR POLICIES & PRACTICES.......................................................................................1418
HR Policies & Practices...............................................................................................1418
Facilitate Performance Appraisal................................................................................1418
Facilitate Allowances & Benefits................................................................................1419
Facilitate Occupational Health & Safety.....................................................................1419
Facilitate Equal Employment Opportunity..................................................................1420
Facilitate Compensation Guidelines...........................................................................1420
Facilitate Code of Conduct.........................................................................................1421
Facilitate Hiring & Termination Guidelines.................................................................1421
Facilitate Employee Satisfaction Measurement & Management.................................1422
Facilitate Remuneration Policies & Levels..................................................................1422
1.7.7.3 WORKFORCE STRATEGY........................................................................................... 1423
Workforce Strategy.................................................................................................... 1423
Define Workforce Strategy Requirements..................................................................1424
Create Workforce Strategy.........................................................................................1424
Manage Workforce Change........................................................................................1425
1.7.7.4 WORKFORCE DEVELOPMENT.....................................................................................1426
Workforce Development............................................................................................ 1426
Apply Competency Modeling......................................................................................1426
Apply Skills Assessment.............................................................................................1427
Apply Strength Profiling.............................................................................................1427
Apply Succession Planning.........................................................................................1428
Apply Training............................................................................................................ 1428
Apply Career Development........................................................................................1429
Apply Work Design..................................................................................................... 1429
Apply Employee Recruitment.....................................................................................1430
1.7.7.5 EMPLOYEE & LABOR RELATIONS MANAGEMENT.............................................................1431
Employee & Labor Relations Management.................................................................1431
Manage Employee Relations......................................................................................1432
Manage Labor Relations............................................................................................. 1432
1.7.8.1 DATA ANALYTICS.................................................................................................... 1433
Data Analytics............................................................................................................ 1433
Data Ingestion............................................................................................................ 1434
Data Management..................................................................................................... 1435
Data Analysis............................................................................................................. 1435
Analytics Consumer & Distribution Management.......................................................1436
Data Governance....................................................................................................... 1437
1.7.8.1.1 DATA INGESTION................................................................................................. 1437
Data Ingestion............................................................................................................ 1437
Manage Data source specification and Integration....................................................1438
Perform Data Import.................................................................................................. 1439
Format and integrate data......................................................................................... 1439
1.7.8.1.2 DATA MANAGEMENT............................................................................................. 1440
Page 47 of 1540

Data Management..................................................................................................... 1440

Manage Data Quality................................................................................................. 1441
Transform Data.......................................................................................................... 1442
Manage Master Data.................................................................................................. 1442
1.7.8.1.3 DATA ANALYSIS................................................................................................... 1443
Data Analysis............................................................................................................. 1443
Modeling.................................................................................................................... 1444
Processing Complex Events.......................................................................................1444
Correlation and Features Engineering........................................................................1445
Calculate Metrics........................................................................................................ 1445
Interpret Insight......................................................................................................... 1446
1.7.8.1.4 ANALYTICS CONSUMER & DISTRIBUTION MANAGEMENT...............................................1447
Analytics Consumer & Distribution Management.......................................................1447
Representation Management.....................................................................................1448
Manage Analytics Consumer......................................................................................1448
Manage Analytics Distribution....................................................................................1449
1.8.1 CATALOGING............................................................................................................. 1450
Cataloging.................................................................................................................. 1450
Develop Catalog Specification....................................................................................1451
Develop Catalog......................................................................................................... 1451
Exchange Catalog...................................................................................................... 1452
1.8.1.1 DEVELOP CATALOG SPECIFICATION.............................................................................1453
Develop Catalog Specification....................................................................................1453
Define Catalog Specification......................................................................................1454
Define Additional Catalog Specification Attributes.....................................................1454
Define Catalog Specification Relationship..................................................................1455
1.8.1.2 DEVELOP CATALOG................................................................................................. 1456
Develop Catalog......................................................................................................... 1456
Define Catalog........................................................................................................... 1457
Define Catalog Attributes........................................................................................... 1457
1.8.2 CAPACITY MANAGEMENT............................................................................................. 1458
Capacity Management...............................................................................................1458
Define Capacity Time Period......................................................................................1459
Specify Available Capacity.........................................................................................1459
Capture Capacity Demand.........................................................................................1460
Consume Available Capacity......................................................................................1460
Monitor Capacity........................................................................................................ 1461
Adjust Capacity.......................................................................................................... 1462
Perform Capacity and Capacity Demand Trend Analysis............................................1462
1.8.2.2 SPECIFY AVAILABLE CAPACITY...................................................................................1463
Specify Available Capacity.........................................................................................1463
Define Available Capacity.......................................................................................... 1464
Associate Related Available Capacity.........................................................................1464
Specify Available Capacity Location...........................................................................1465
1.8.2.3 CAPTURE CAPACITY DEMAND....................................................................................1466
Capture Capacity Demand.........................................................................................1466
Define Capacity Demand...........................................................................................1467
Associate Related Capacity Demand..........................................................................1467
1.8.2.5 MONITOR CAPACITY................................................................................................ 1468
Monitor Capacity........................................................................................................ 1468
Monitor Available Capacity......................................................................................... 1469
Page 48 of 1540

Monitor Capacity Demand..........................................................................................1469

1.8.2.5.1 MONITOR AVAILABLE CAPACITY..............................................................................1471
Monitor Available Capacity......................................................................................... 1471
Monitor Planned Available Capacity...........................................................................1472
Monitor Actual Available Capacity..............................................................................1472
Suggest Available Capacity Adjustment.....................................................................1473
1.8.2.5.2 MONITOR CAPACITY DEMAND.................................................................................1474
Monitor Capacity Demand..........................................................................................1474
Monitor Planned Capacity Demand............................................................................1475
Monitor Actual Capacity Demand...............................................................................1475
Suggest Capacity Demand Adjustment......................................................................1476
1.8.2.6 ADJUST CAPACITY................................................................................................... 1477
Adjust Capacity.......................................................................................................... 1477
Adjust Available Capacity...........................................................................................1478
Adjust Capacity Demand............................................................................................ 1478
Communicate Available Capacity and Capacity Demand Adjustments......................1479
INDEX.......................................................................................................... 1480
Page 49 of 1540

List of Figures
Figure 1. 1.1.1 Market Strategy & Policy decomposition...................................................................
Figure 2. 1.1.1.1 Gather & Analyze Market Information decomposition...........................................
Figure 3. 1.1.1.2 Establish Market Strategy decomposition..............................................................
Figure 4. 1.1.1.3 Establish Market Segments decomposition............................................................
Figure 5. 1.1.1.4 Link Market Segments & Products decomposition................................................
Figure 6. 1.1.1.5 Gain Commitment to Marketing Strategy decomposition......................................
Figure 7. 1.1.2 Sales Strategy & Planning decomposition.................................................................
Figure 8. 1.1.3 Sales Forecasting decomposition...............................................................................
Figure 9. 1.1.3.2 Gather Forecast Data decomposition......................................................................
Figure 10. 1.1.3.3 Develop Sales Forecast decomposition................................................................
Figure 11. 1.1.5 Sales Development decomposition...........................................................................
Figure 12. 1.1.5.1 Monitor Sales & Channel Best Practice decomposition......................................
Figure 13. 1.1.5.2 Develop Sales & Channel Proposals decomposition.........................................
Figure 14. 1.1.5.3 Develop New Sales Channels & Processes decomposition..............................
Figure 15. 1.1.7 Market Sales Support & Readiness decomposition..............................................
Figure 16. 1.1.7.7 Support Selling decomposition............................................................................
Figure 17. 1.1.7.9 Manage Sales Inventory decomposition..............................................................
Figure 18. 1.1.9 Selling decomposition..............................................................................................
Figure 19. 1.1.9.1 Qualify & Educate Customer decomposition......................................................
Figure 20. 1.1.9.2 Negotiate Sales/Contract decomposition............................................................
Figure 21. 1.1.9.3 Cross/Up Selling decomposition..........................................................................
Figure 22. 1.1.9.4 Develop Sales Proposal decomposition..............................................................
Figure 23. 1.1.9.5 Manage Sales Accounts decomposition.............................................................
Page 50 of 1540

Figure 24. 1.1.9.6 Acquire Customer Data decomposition...............................................................
Figure 25. 1.1.10 Marketing Fulfillment Response decomposition.................................................
Figure 26. 1.1.11 Contact/Lead/Prospect Management decomposition.........................................
Figure 27. 1.1.11.1 Manage Contact decomposition.........................................................................
Figure 28. 1.1.11.2 Track Lead decomposition..................................................................................
Figure 29. 1.1.11.3 Manage Prospect decomposition.......................................................................
Figure 30. 1.1.12 Market Performance Management decomposition..............................................
Figure 31. 1.1.13 Sales Performance Management decomposition................................................
Figure 32. 1.1.14 Marketing Communications decomposition........................................................
Figure 33. 1.1.14.3 Develop Marketing Communication decomposition........................................
Figure 34. 1.1.14.4 Deliver Marketing Communication Collateral decomposition.........................
Figure 35. 1.1.14.5 Monitor Marketing Communication Effectiveness decomposition.................
Figure 36. 1.1.15 Marketing Campaign Management decomposition.............................................
Figure 37. 1.1.15.3 Develop Marketing Campaign decomposition..................................................
Figure 38. 1.1.15.4 Launch Marketing Campaign decomposition...................................................
Figure 39. 1.1.15.5 Monitor Marketing Campaign Effectiveness decomposition...........................
Figure 40. 1.2.1 Product & Offer Portfolio Planning decomposition...............................................
Figure 41. 1.2.1.1 Gather & Analyze Product Information decomposition.....................................
Figure 42. 1.2.1.2 Establish Product Portfolio Strategy decomposition.........................................
Figure 43. 1.2.1.3 Produce Product Portfolio Business Plans decomposition..............................
Figure 44. 1.2.1.4 Gain Commitment to Product Business Plans decomposition.........................
Figure 45. 1.2.2 Product & Offer Capability Delivery decomposition.............................................
Figure 46. 1.2.2.1 Define Product Capability Requirements decomposition..................................
Figure 47. 1.2.2.2 Capture Product Capability Shortfalls decomposition......................................
Figure 48. 1.2.2.3 Approve Product Business Case decomposition...............................................
Figure 49. 1.2.2.4 Deliver Product Capability decomposition..........................................................
Figure 50. 1.2.2.5 Manage Handover to Product Operations decomposition................................
Figure 51. 1.2.2.6 Manage Product Capability Delivery Methodology decomposition..................
Figure 52. 1.2.3 Product & Offer Development & Retirement decomposition................................
Figure 53. 1.2.3.1 Gather & Analyze New Product Ideas decomposition........................................
Figure 54. 1.2.3.4 Develop Product Commercialization Strategy decomposition.........................
Figure 55. 1.2.3.7 Launch New Products decomposition.................................................................
Figure 56. 1.2.3.8 Manage Product Exit decomposition...................................................................
Figure 57. 1.2.4 Product Support & Readiness decomposition......................................................
Figure 58. 1.2.4.1 Support Customer QoS/SLA decomposition......................................................
Figure 59. 1.2.4.2 Manage Product Offering Inventory decomposition..........................................
Page 51 of 1540

Figure 60. 1.2.5 Product Configuration Management decomposition............................................
Figure 61. 1.2.6 Product Performance Management decomposition..............................................
Figure 62. 1.2.7 Product Specification & Offering Development & Retirement decomposition
........................................................................................................................................................
Figure 63. 1.2.7.1 Product Specification Development & Retirement decomposition..................
Figure 64. 1.2.7.1.1 Gather & Analyze New Product Specification Ideas decomposition.............
Figure 65. 1.2.7.1.2.5 Prepare New Product Specification Business Proposal decomposition
........................................................................................................................................................
Figure 66. 1.2.7.1.3 Develop Detailed Product Specification decomposition................................
Figure 67. 1.2.7.1.3.1 Develop Detailed Product Commercial Specifications decomposition
........................................................................................................................................................
Figure 68. 1.2.7.2 Product Offering Development & Retirement decomposition...........................
Figure 69. 1.2.7.2.1 Product Offering Lifecycle Management decomposition...............................
Figure 70. 1.2.7.2.1.1 Gather & Analyze New Product Offering Ideas decomposition...................
Figure 71. 1.2.7.2.1.2 Develop New Product Offering Business Proposal decomposition...........
Figure 72. 1.2.7.2.1.2.6 Provide New Product Offering Business Proposal Notification
decomposition..............................................................................................................................
Figure 73. 1.2.7.2.1.3 Develop Detailed Product Offering decomposition......................................
Figure 74. 1.2.7.2.1.3.1 Develop Detailed Product Offering Commercial Specifications
decomposition..............................................................................................................................
Figure 75. 1.2.7.2.1.4 Conduct Product Offering Acceptance Testing decomposition..................
Figure 76. 1.2.7.2.1.4.1 Manage Product Offering Acceptance Testing decomposition................
Figure 77. 1.2.7.2.1.6 Manage Product Offering Exit decomposition..............................................
Figure 78. 1.2.7.2.1.7 Rollout/Launch Product Offering decomposition.........................................
Figure 79. 1.2.7.2.2 Product Offering Pricing decomposition..........................................................
Figure 80. 1.2.7.2.2.1 Standard Product Offering Pricing decomposition......................................
Figure 81. 1.2.7.2.2.1.1 Set Product Offering Price decomposition................................................
Figure 82. 1.2.7.2.2.1.2 Develop Product Offering Pricing Plan decomposition............................
Figure 83. 1.2.7.2.2.1.3 Modify Product Offering Price decomposition..........................................
Figure 84. 1.2.7.2.2.1.5 Provide Product Offering Price Notification decomposition....................
Figure 85. 1.2.7.2.2.2 Policy-based Product Offering Pricing decomposition...............................
Figure 86. 1.2.7.2.2.3 Algorithmic Product Offering Pricing decomposition..................................
Figure 87. 1.2.7.2.2.3.1 Develop Algorithmic Product Offering Pricing Matrix Specification
decomposition..............................................................................................................................
Figure 88. 1.2.7.2.2.3.2 Develop Algorithmic Product Offering Pricing Matrix decomposition
........................................................................................................................................................
Figure 89. 1.2.7.2.2.4 Feature/Property Product Offering Pricing decomposition.........................
Figure 90. 1.2.7.2.3 Product Offering Cataloging decomposition...................................................
Page 52 of 1540

Figure 91. 1.2.7.2.3.2 Develop Product Offering Catalog decomposition.......................................
Figure 92. 1.2.7.2.4 Product Offering Agreement Management decomposition............................
Figure 93. 1.2.7.2.6.3 Develop Product Offering Promotion decomposition..................................
Figure 94. 1.2.7.2.6.4 Start Product Offering Promotion decomposition........................................
Figure 95. 1.2.7.2.6.5 Monitor Product Offering Promotion Effectiveness decomposition..........
Figure 96. 1.2.8 Product Capacity Management decomposition.....................................................
Figure 97. 1.3.1 Customer Support & Readiness decomposition...................................................
Figure 98. 1.3.1.1 Support Customer Interface Management decomposition................................
Figure 99. 1.3.1.2 Support Order Handling decomposition.............................................................
Figure 100. 1.3.1.3 Support Problem Handling decomposition.......................................................
Figure 101. 1.3.1.4 Support Retention & Loyalty decomposition....................................................
Figure 102. 1.3.1.5 Manage Customer Inventory decomposition....................................................
Figure 103. 1.3.1.6 Support Bill Invoice Management decomposition............................................
Figure 104. 1.3.1.7 Support Bill Payments & Receivables Management decomposition..............
Figure 105. 1.3.1.8 Support Bill Inquiry Handling decomposition...................................................
Figure 106. 1.3.2 Customer Experience Management decomposition...........................................
Figure 107. 1.3.2.1 Customer Experience Maturity Assessment decomposition..........................
Figure 108. 1.3.2.1.1 Prepare Maturity Assessment decomposition...............................................
Figure 109. 1.3.2.1.2 Capture CE Maturity Assessment Input decomposition...............................
Figure 110. 1.3.2.2 Customer Experience Journey Design & Lifecycle decomposition................
Figure 111. 1.3.2.2 Define Journey Building Blocks decomposition...............................................
Figure 112. 1.3.2.3 Customer Experience Metrics Analysis decomposition..................................
Figure 113. 1.3.3 Order Handling decomposition.............................................................................
Figure 114. 1.3.3.1 Determine Customer Order Feasibility decomposition....................................
Figure 115. 1.3.3.4 Track & Manage Customer Order Handling decomposition............................
Figure 116. 1.3.3.6 Issue Customer Orders decomposition.............................................................
Figure 117. 1.3.3.7 Report Customer Order Handling decomposition............................................
Figure 118. 1.3.4 Customer Management decomposition................................................................
Figure 119. 1.3.4.1 Enable Retention & Loyalty decomposition......................................................
Figure 120. 1.3.4.1.1 Build Customer Insight decomposition..........................................................
Figure 121. 1.3.4.1.2 Analyze & Manage Customer Risk decomposition........................................
Figure 122. 1.3.4.1.3 Personalize Customer Profile for Retention & Loyalty decomposition.......
Figure 123. 1.3.4.1.4 Validate Customer Satisfaction decomposition.............................................
Figure 124. 1.3.4.2 Establish Customer Relationship decomposition............................................
Figure 125. 1.3.5 Customer Interaction Management decomposition............................................
Figure 126. 1.3.5.9 Customer Interface Management decomposition.............................................
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Figure 127. 1.3.5.9.2 Manage Request (Including Self Service) decomposition............................
Figure 128. 1.3.5.9.3 Analyze & Report on Customer decomposition.............................................
Figure 129. 1.3.5.9.4 Mediate & Orchestrate Customer Interactions decomposition....................
Figure 130. 1.3.6 Customer Information Management decomposition...........................................
Figure 131. 1.3.7 Problem Handling decomposition.........................................................................
Figure 132. 1.3.7.1 Isolate Customer Problem decomposition........................................................
Figure 133. 1.3.7.2 Report Customer Problem decomposition........................................................
Figure 134. 1.3.7.3 Track & Manage Customer Problem decomposition........................................
Figure 135. 1.3.7.4 Close Customer Problem Report decomposition.............................................
Figure 136. 1.3.7.5 Create Customer Problem Report decomposition...........................................
Figure 137. 1.3.7.6 Correct & Recover Customer Problem decomposition....................................
Figure 138. 1.3.8 Customer QoS/SLA Management decomposition...............................................
Figure 139. 1.3.8.1 Assess Customer QoS/SLA Performance decomposition...............................
Figure 140. 1.3.8.2 Manage QoS/SLA Violation decomposition......................................................
Figure 141. 1.3.8.3 Report Customer QoS Performance decomposition........................................
Figure 142. 1.3.8.4 Create Customer QoS Performance Degradation Report decomposition
........................................................................................................................................................
Figure 143. 1.3.8.5 Track & Manage Customer QoS Performance Resolution decomposition
........................................................................................................................................................
Figure 144. 1.3.9 Bill Invoice Management decomposition.............................................................
Figure 145. 1.3.9.1 Apply Pricing, Discounting, Adjustments & Rebates decomposition............
Figure 146. 1.3.9.2 Create Customer Bill Invoice decomposition...................................................
Figure 147. 1.3.9.3 Produce & Distribute Bill decomposition..........................................................
Figure 148. 1.3.10 Bill Payments & Receivables Management decomposition.............................
Figure 149. 1.3.10.2 Manage Customer Payments decomposition.................................................
Figure 150. 1.3.10.3 Manage Customer Debt Collection decomposition........................................
Figure 151. 1.3.11 Bill Inquiry Handling decomposition...................................................................
Figure 152. 1.3.11.1 Create Customer Bill Inquiry Report decomposition.....................................
Figure 153. 1.3.11.2 Assess Customer Bill Inquiry Report decomposition....................................
Figure 154. 1.3.11.3 Authorize Customer Bill Invoice Adjustment decomposition........................
Figure 155. 1.3.11.4 Track & Manage Customer Bill Inquiry Resolution decomposition..............
Figure 156. 1.3.11.5 Report Customer Bill Inquiry decomposition..................................................
Figure 157. 1.3.12 Manage Billing Events decomposition...............................................................
Figure 158. 1.3.12.1 Enrich Billing Events decomposition..............................................................
Figure 159. 1.3.12.2 Guide Billing Events decomposition...............................................................
Figure 160. 1.3.12.3 Mediate Billing Events decomposition............................................................
Figure 161. 1.3.12.4 Report Billing Event Records decomposition.................................................
Page 54 of 1540

Figure 162. 1.3.13 Charging decomposition......................................................................................
Figure 163. 1.3.14 Manage Balances decomposition.......................................................................
Figure 164. 1.4.1 Service Strategy & Planning decomposition.......................................................
Figure 165. 1.4.1.1 Gather & Analyze Service Information decomposition....................................
Figure 166. 1.4.1.2 Manage Service Research decomposition........................................................
Figure 167. 1.4.1.3 Establish Service Strategy & Goals decomposition.........................................
Figure 168. 1.4.1.4 Define Service Support Strategies decomposition..........................................
Figure 169. 1.4.1.5 Produce Service Business Plans decomposition.............................................
Figure 170. 1.4.1.6 Develop Service Partnership Requirements decomposition...........................
Figure 171. 1.4.1.7 Gain Enterprise Commitment to Service Strategies decomposition..............
Figure 172. 1.4.2 Service Capability Delivery decomposition.........................................................
Figure 173. 1.4.2.1 Map & Analyze Service Requirements decomposition....................................
Figure 174. 1.4.2.2 Capture Service Capability Shortfalls decomposition.....................................
Figure 175. 1.4.2.3 Gain Service Capability Investment Approval decomposition........................
Figure 176. 1.4.2.4 Design Service Capabilities decomposition.....................................................
Figure 177. 1.4.2.5 Enable Service Support & Operations decomposition....................................
Figure 178. 1.4.2.6 Manage Service Capability Delivery decomposition........................................
Figure 179. 1.4.2.7 Manage Handover to Service Operations decomposition...............................
Figure 180. 1.4.3 Service Development & Retirement decomposition............................................
Figure 181. 1.4.3.1 Gather & Analyze New Service Ideas decomposition......................................
Figure 182. 1.4.3.3 Develop New Service Business Proposal decomposition...............................
Figure 183. 1.4.3.4 Develop Detailed Service Specifications decomposition................................
Figure 184. 1.4.3.5 Manage Service Development decomposition..................................................
Figure 185. 1.4.3.6 Manage Service Deployment decomposition....................................................
Figure 186. 1.4.4 SM&O Support & Readiness decomposition.......................................................
Figure 187. 1.4.4.1 Manage Service Inventory decomposition........................................................
Figure 188. 1.4.4.2 Enable Service Configuration & Activation decomposition............................
Figure 189. 1.4.4.3 Support Service Problem Management decomposition..................................
Figure 190. 1.4.4.4 Enable Service Quality Management decomposition.......................................
Figure 191. 1.4.5 Service Configuration & Activation decomposition............................................
Figure 192. 1.4.5.1 Design Solution decomposition.........................................................................
Figure 193. 1.4.5.2 Allocate Specific Service Parameters to Services decomposition.................
Figure 194. 1.4.5.3 Track & Manage Service Provisioning decomposition....................................
Figure 195. 1.4.5.4 Implement, Configure & Activate Service decomposition...............................
Figure 196. 1.4.5.5 Test Service End-to-End decomposition...........................................................
Figure 197. 1.4.5.6 Issue Service Orders decomposition.................................................................
Page 55 of 1540

Figure 198. 1.4.5.7 Report Service Provisioning decomposition....................................................
Figure 199. 1.4.5.9 Recover Service decomposition........................................................................
Figure 200. 1.4.6 Service Problem Management decomposition....................................................
Figure 201. 1.4.6.1 Create Service Trouble Report decomposition.................................................
Figure 202. 1.4.6.2 Diagnose Service Problem decomposition.......................................................
Figure 203. 1.4.6.3 Correct & Resolve Service Problem decomposition.......................................
Figure 204. 1.4.6.4 Track & Manage Service Problem decomposition............................................
Figure 205. 1.4.6.5 Report Service Problem decomposition............................................................
Figure 206. 1.4.6.7 Survey & Analyze Service Problem decomposition........................................
Figure 207. 1.4.7 Service Quality Management decomposition......................................................
Figure 208. 1.4.7.1 Monitor Service Quality decomposition............................................................
Figure 209. 1.4.7.2 Analyze Service Quality decomposition............................................................
Figure 210. 1.4.7.3 Improve Service Quality decomposition...........................................................
Figure 211. 1.4.7.4 Report Service Quality Performance decomposition.......................................
Figure 212. 1.4.7.5 Create Service Performance Degradation Report decomposition..................
Figure 213. 1.4.7.6 Track & Manage Service Quality Performance Resolution decomposition
........................................................................................................................................................
Figure 214. 1.4.8 Service Guiding & Mediation decomposition.......................................................
Figure 215. 1.4.8.1 Mediate Service Usage Records decomposition..............................................
Figure 216. 1.5.1 Resource Strategy & Planning decomposition....................................................
Figure 217. 1.5.1.1 Gather & Analyze Resource Information decomposition.................................
Figure 218. 1.5.1.2 Manage Resource Research decomposition....................................................
Figure 219. 1.5.1.3 Establish Resource Strategy & Architecture decomposition..........................
Figure 220. 1.5.1.4 Define Resource Support Strategies decomposition.......................................
Figure 221. 1.5.1.5 Produce Resource Business Plans decomposition.........................................
Figure 222. 1.5.1.6 Develop Resource Partnership Requirements decomposition.......................
Figure 223. 1.5.1.7 Gain Enterprise Commitment to Resource Plans decomposition..................
Figure 224. 1.5.2 Resource Capability Delivery decomposition......................................................
Figure 225. 1.5.2.1 Map & Analyze Resource Requirements decomposition.................................
Figure 226. 1.5.2.2 Capture Resource Capability Shortfalls decomposition..................................
Figure 227. 1.5.2.3 Gain Resource Capability Investment Approval decomposition....................
Figure 228. 1.5.2.4 Design Resource Capabilities decomposition..................................................
Figure 229. 1.5.2.5 Enable Resource Support & Operations decomposition.................................
Figure 230. 1.5.2.6 Manage Resource Capability Delivery decomposition....................................
Figure 231. 1.5.2.7 Manage Handover to Resource Operations decomposition............................
Figure 232. 1.5.3 Resource Development & Retirement decomposition........................................
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Figure 233. 1.5.3.1 Gather & Analyze New Resource Ideas decomposition...................................
Figure 234. 1.5.3.3 Develop New Resource Business Proposal decomposition...........................
Figure 235. 1.5.3.4 Develop Detailed Resource Specifications decomposition.............................
Figure 236. 1.5.3.5 Manage Resource Development decomposition..............................................
Figure 237. 1.5.3.6 Manage Resource Deployment decomposition................................................
Figure 238. 1.5.3.7 Manage Resource Exit decomposition..............................................................
Figure 239. 1.5.4 RM&O Support & Readiness decomposition.......................................................
Figure 240. 1.5.4.1 Enable Resource Provisioning decomposition................................................
Figure 241. 1.5.4.2 Enable Resource Performance Management decomposition.........................
Figure 242. 1.5.4.3 Support Resource Trouble Management decomposition................................
Figure 243. 1.5.4.4 Enable Resource Data Collection & Distribution decomposition...................
Figure 244. 1.5.4.5 Manage Resource Inventory decomposition....................................................
Figure 245. 1.5.4.7 Manage Logistics decomposition......................................................................
Figure 246. 1.5.5 Workforce Management decomposition...............................................................
Figure 247. 1.5.5.1 Manage Schedules & Appointments decomposition.......................................
Figure 248. 1.5.5.4 Plan and Forecast Workforce Management decomposition............................
Figure 249. 1.5.5.5 Administer and Configure Workforce Management decomposition...............
Figure 250. 1.5.5.7 Manage Work Order Lifecycle decomposition..................................................
Figure 251. 1.5.6 Resource Provisioning decomposition................................................................
Figure 252. 1.5.6.1 Allocate & Install Resource decomposition....................................................1000
Figure 253. 1.5.6.2 Configure & Activate Resource decomposition..............................................1004
Figure 254. 1.5.6.3 Test Resource decomposition..........................................................................1008
Figure 255. 1.5.6.4 Track & Manage Resource Provisioning decomposition...............................1010
Figure 256. 1.5.6.5 Report Resource Provisioning decomposition...............................................1014
Figure 257. 1.5.6.7 Issue Resource Orders decomposition...........................................................1017
Figure 258. 1.5.6.8 Recover Resource decomposition...................................................................1020
Figure 259. 1.5.7 Resource Data Collection & Distribution decomposition.................................1024
Figure 260. 1.5.7.1 Collect Management Information & Data decomposition..............................1028
Figure 261. 1.5.7.2 Process Management Information & Data decomposition............................1030
Figure 262. 1.5.7.3 Distribute Management Information & Data decomposition.........................1033
Figure 263. 1.5.8 Resource Trouble Management decomposition................................................1036
Figure 264. 1.5.8.1 Survey & Analyze Resource Trouble decomposition....................................1044
Figure 265. 1.5.8.2 Localize Resource Trouble decomposition.....................................................1051
Figure 266. 1.5.8.3 Correct & Resolve Resource Trouble decomposition....................................1056
Figure 267. 1.5.8.4 Track & Manage Resource Trouble decomposition........................................1060
Figure 268. 1.5.8.5 Report Resource Trouble decomposition.......................................................1065
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Figure 269. 1.5.8.6 Create Resource Trouble Report decomposition...........................................1068
Figure 270. 1.5.9 Resource Performance Management decomposition.......................................1071
Figure 271. 1.5.9.1 Monitor Resource Performance decomposition.............................................1078
Figure 272. 1.5.9.2 Analyze Resource Performance decomposition.............................................1082
Figure 273. 1.5.9.3 Control Resource Performance decomposition.............................................1085
Figure 274. 1.5.9.4 Report Resource Performance decomposition..............................................1088
Figure 275. 1.5.9.5 Create Resource Performance Degradation Report decomposition............1091
Figure 276. 1.5.9.6 Track & Manage Resource Performance Resolution decomposition...........1094
Figure 277. 1.5.10 Resource Mediation & Reporting decomposition............................................1099
Figure 278. 1.5.10.1 Mediate Resource Usage Records decomposition.......................................1101
Figure 279. 1.6.1 Party Strategy & Planning decomposition.........................................................1105
Figure 280. 1.6.2 Party Tender Management decomposition.........................................................1107
Figure 281. 1.6.2.1 Determine the Sourcing Requirements decomposition.................................1111
Figure 282. 1.6.2.2 Determine Potential Parties decomposition....................................................1114
Figure 283. 1.6.2.3 Manage the Tender Process decomposition...................................................1119
Figure 284. 1.6.2.4 Gain Tender Decision Approval decomposition.............................................1121
Figure 285. 1.6.3 Party Relationship Development & Retirement decomposition.......................1123
Figure 286. 1.6.3.1 Party Relationship Management decomposition............................................1126
Figure 287. 1.6.3.1.2 Manage Party Relationship decomposition..................................................1130
Figure 288. 1.6.3.1.5 Collect Party Data decomposition.................................................................1133
Figure 289. 1.6.3.2 Party Demographic Collection decomposition...............................................1136
Figure 290. 1.6.3.3 Party Profiling decomposition..........................................................................1140
Figure 291. 1.6.4 Party Offering Development & Retirement decomposition...............................1144
Figure 292. 1.6.4.1 On-board Party Product Specification & Offering decomposition................1148
Figure 293. 1.6.4.2 Off-Board Party Offering & Specification decomposition..............................1152
Figure 294. 1.6.4.2.2 Off-Board Party Product Specification decomposition...............................1154
Figure 295. 1.6.5 Party Agreement Management decomposition..................................................1157
Figure 296. 1.6.5.1 Prepare Party Agreement decomposition........................................................1162
Figure 297. 1.6.5.1.1 Begin Party Agreement Preparation decomposition...................................1166
Figure 298. 1.6.5.2 Manage Party Agreement Commercial Negotiations decomposition...........1169
Figure 299. 1.6.5.3 Gain Approval for Party Agreement decomposition.......................................1172
Figure 300. 1.6.6 Party Support & Readiness decomposition.......................................................1174
Figure 301. 1.6.6.1 Support Party Requisition Management decomposition...............................1182
Figure 302. 1.6.6.2 Support Party Problem Reporting & Management decomposition...............1187
Figure 303. 1.6.6.3 Support Party Performance Management decomposition.............................1191
Figure 304. 1.6.6.4 Support Party Settlements & Payments Management decomposition.........1195
Page 58 of 1540

Figure 305. 1.6.6.5 Support Party Interface Management decomposition....................................1198
Figure 306. 1.6.6.6 Manage Party Inventory decomposition..........................................................1201
Figure 307. 1.6.7 Party Privacy Management decomposition........................................................1205
Figure 308. 1.6.7.1 Party Privacy Management Definition decomposition...................................1209
Figure 309. 1.6.7.2 Party Privacy Profile Type Development decomposition...............................1212
Figure 310. 1.6.7.3 Party Privacy Profile Management decomposition........................................1215
Figure 311. 1.6.8 Party Order Handling decomposition.................................................................1220
Figure 312. 1.6.8.1 Select External Party for Party Order decomposition....................................1226
Figure 313. 1.6.8.2 Determine Party Pre-Order Feasibility decomposition..................................1228
Figure 314. 1.6.8.3 Track & Manage Party Orders decomposition................................................1231
Figure 315. 1.6.8.4 Receive & Accept Party Order decomposition................................................1236
Figure 316. 1.6.8.6 Report Party Orders decomposition................................................................1239
Figure 317. 1.6.9 Party Interaction Management decomposition..................................................1242
Figure 318. 1.6.9.1 Log Party Interaction decomposition..............................................................1247
Figure 319. 1.6.9.5 Handle Party Interaction (Including Self Service) decomposition................1249
Figure 320. 1.6.9.6 Analyze & Report Party Interactions decomposition.....................................1252
Figure 321. 1.6.9.7 Mediate & Orchestrate Party Interactions decomposition.............................1254
Figure 322. 1.6.10 Party Problem Handling decomposition...........................................................1257
Figure 323. 1.6.10.1 Initiate Party Problem decomposition...........................................................1261
Figure 324. 1.6.10.2 Receive Party Problem decomposition.........................................................1263
Figure 325. 1.6.10.3 Track & Manage Party Problem Resolution decomposition........................1265
Figure 326. 1.6.10.4 Report Party Problem Resolution decomposition.......................................1269
Figure 327. 1.6.11 Party Performance Management decomposition.............................................1272
Figure 328. 1.6.11.1 Monitor & Control Party Performance decomposition.................................1277
Figure 329. 1.6.11.2 Track & Manage Party Performance Resolution decomposition.................1279
Figure 330. 1.6.11.3 Report Party Performance decomposition....................................................1283
Figure 331. 1.6.11.4 Close Party Performance Degradation Report decomposition...................1286
Figure 332. 1.6.11.5 Initiate Party Performance Degradation Report decomposition.................1288
Figure 333. 1.6.12 Party Settlements & Payments Management decomposition........................1290
Figure 334. 1.6.13 Party Bill Inquiry Handling decomposition......................................................1292
Figure 335. 1.6.13.1 Prepare & Submit Party Bill Inquiry decomposition.....................................1295
Figure 336. 1.6.13.2 Track & Manage Party Bill Inquiry Resolution decomposition....................1299
Figure 337. 1.6.13.3 Receive & Process Party Bill Inquiry Notifications and Responses
decomposition............................................................................................................................ 1303
Figure 338. 1.7.1.1 Strategic Business Planning decomposition..................................................1305
Figure 339. 1.7.1.2 Business Development decomposition...........................................................1307
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Figure 340. 1.7.1.3 Enterprise Architecture Management decomposition....................................1311
Figure 341. 1.7.1.4 Group Enterprise Management decomposition..............................................1316
Figure 342. 1.7.2.1 Business Continuity Management decomposition.........................................1320
Figure 343. 1.7.2.2 Security Management decomposition.............................................................1324
Figure 344. 1.7.2.3 Fraud Management decomposition.................................................................1332
Figure 345. 1.7.2.3.1 Fraud Policy Management decomposition...................................................1336
Figure 346. 1.7.2.3.2 Fraud Operations Support decomposition...................................................1343
Figure 347. 1.7.2.3.3 Fraud Operations Management decomposition..........................................1348
Figure 348. 1.7.2.4 Audit Management decomposition..................................................................1353
Figure 349. 1.7.2.5 Insurance Management decomposition..........................................................1357
Figure 350. 1.7.2.6 Revenue Assurance Management decomposition.........................................1360
Figure 351. 1.7.2.6.2 Manage Revenue Assurance Operations decomposition...........................1365
Figure 352. 1.7.3.2 Enterprise Quality Management decomposition............................................1372
Figure 353. 1.7.3.3 Program & Project Management decomposition............................................1374
Figure 354. 1.7.3.4 Enterprise Performance Assessment decomposition....................................1378
Figure 355. 1.7.3.4.5 Metric Management decomposition..............................................................1382
Figure 356. 1.7.3.4.5.1 Metric Definition Development decomposition.........................................1385
Figure 357. 1.7.3.4.5.2 Metric Definition Measure Development decomposition.........................1387
Figure 358. 1.7.3.4.5.3 Metric Measure Monitoring decomposition...............................................1390
Figure 359. 1.7.4.2 Research Management decomposition...........................................................1392
Figure 360. 1.7.4.3 Technology Scanning decomposition.............................................................1395
Figure 361. 1.7.5.3 Procurement Management decomposition.....................................................1397
Figure 362. 1.7.6.1 Corporate Communications & Image Management decomposition.............1401
Figure 363. 1.7.6.2 Community Relations Management decomposition......................................1404
Figure 364. 1.7.6.3 Shareholder Relations Management decomposition.....................................1407
Figure 365. 1.7.6.4 Regulatory Management decomposition.........................................................1409
Figure 366. 1.7.6.5 Legal Management decomposition..................................................................1411
Figure 367. 1.7.6.6 Board & Shares/Securities Management decomposition..............................1415
Figure 368. 1.7.7.1 HR Policies & Practices decomposition..........................................................1418
Figure 369. 1.7.7.3 Workforce Strategy decomposition.................................................................1423
Figure 370. 1.7.7.4 Workforce Development decomposition.........................................................1426
Figure 371. 1.7.7.5 Employee & Labor Relations Management decomposition...........................1431
Figure 372. 1.7.8.1 Data Analytics decomposition..........................................................................1433
Figure 373. 1.7.8.1.1 Data Ingestion decomposition.......................................................................1437
Figure 374. 1.7.8.1.2 Data Management decomposition.................................................................1440
Figure 375. 1.7.8.1.3 Data Analysis decomposition........................................................................1443
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Figure 376. 1.7.8.1.4 Analytics Consumer & Distribution Management decomposition.............1447
Figure 377. 1.8.1 Cataloging decomposition...................................................................................1450
Figure 378. 1.8.1.1 Develop Catalog Specification decomposition...............................................1453
Figure 379. 1.8.1.2 Develop Catalog decomposition......................................................................1456
Figure 380. 1.8.2 Capacity Management decomposition...............................................................1458
Figure 381. 1.8.2.2 Specify Available Capacity decomposition.....................................................1463
Figure 382. 1.8.2.3 Capture Capacity Demand decomposition......................................................1466
Figure 383. 1.8.2.5 Monitor Capacity decomposition.....................................................................1468
Figure 384. 1.8.2.5.1 Monitor Available Capacity decomposition..................................................1471
Figure 385. 1.8.2.5.2 Monitor Capacity Demand decomposition...................................................1474
Figure 386. 1.8.2.6 Adjust Capacity decomposition.......................................................................1477
Page 61 of 1540

Preface
eTOM Business Process Framework
The eTOM Business Process Framework is a reference framework for
categorizing all the business activities used by an enterprise involved in
delivering on-line Information, Communications and Entertainment services.
This is done through definition of each area of business activity, in the form of
process components or Process Elements that can be decomposed to expose
progressive detail. These process elements can then be positioned within a
model to show organizational, functional and other relationships, and can be
combined within process flows that trace activity paths through the business.
The eTOM framework can serve as the blueprint for standardizing and
categorizing business activities (or process elements) that will help set
direction and the starting point for development and integration of Business
and Operations Support Systems (BSS and OSS respectively). An important
additional application for the eTOM framework is that it helps to support and
guide work by TM Forum members and others to develop solutions. It provides
an industry-standard reference point, when considering internal process
reengineering needs, partnerships, alliances, and general working agreements
with other enterprises, and for suppliers into such enterprises, the eTOM
framework outlines potential boundaries of process solutions, and the required
functions, inputs, and outputs that must be supported by process solutions.
The eTOM Business Process Framework has grown to include a number of
components. The overall eTOM document set includes a number of
documents: see the website tmforum.org for more detail.
Note:
Addenda are adjuncts to the main document that are presented separately, to
avoid a single document becoming cumbersome due to its size.
Annexes and Appendices both allow material to be removed from a document
body, so that the reader is not distracted from the document flow by too much
detail. However, these have different statuses within a document: Annexes
have equivalent status to the material within the body of the document, i.e. an
Annex represents a formal agreement and requirements for the users of the
document. Appendices contain material included for information or general
guidance. Also, Addenda have the same status as Annexes.
Thus, a document body, together with its Annexes and Addenda (and their
Annexes, if any), represents the normative material presented, while any
Appendices in the main document or its Addenda represent non-normative
material, included for information only.
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In addition, Application Notes are a specific document type, used to provide

insight into how a specification or other agreed artifact is used in a particular
context or area of application. They are non-normative as they provide
information and guidance only within the area concerned.
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Introduction
This document stands as an Addendum to the "Enhanced Telecom Operations Map
(eTOM) The Business Process Framework for the Information and Communications
Services Industry", GB921. It provides further detail concerning the eTOM through
definition of the process elements within the eTOM Business Process Framework, at
several levels of detail.
This Addendum details the Frameworx domains and provides the Level 2 and 3
decompositions and descriptions for each of these domains process groupings.
This document is organized using the domain groupings as the prime categorization
and they cross the SIP and OPS groupings.
The Enterprise process groupings are considered individually and contain Level 1, 2
and 3.
Note that the process decomposition diagrams used in this Addendum can include
black dots within some of the process boxes. These are not a graphical error, but
are inserted automatically by a process-modeling tool, to indicate that a further
decomposition of that process has been made in the tool.
Process Associations and IDs

In Release 15.0.0, The Business Process Framework was renumbered. Processes
have been given a new process ID throughout this document. The format of the
numbering scheme work as follows:
.x.c.d.e.f where
x:
Digit representing the domain
c:
Digit representing Level 2 process
d:
e:
In the Enterprise Domain:

x:
Digit representing the domain
c:
d:
e:
f:
Note: Original Process IDs that where in use up to release 15.0.0 are kept for backward
compatibility. They are viewable in the GB921 Business Process Framework Processes
excel version and the clickable model.
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Page 65 of 1540

Process Decompositions & Descriptions

1.1.1 Market Strategy & Policy
Figure 1. 1.1.1 Market Strategy & Policy decomposition
Market Strategy & Policy

Process Identifier: 1.1.1
Brief Description
Enable the development of a strategic view of an enterprises existing
and desired market-place
Extended Description
Market Strategy & Policy processes enable the development of a
strategic view of an enterprises existing and desired market-place,
activities and aims. Market segmentation and analysis is performed, to
determine an enterprises target and addressable markets, along with
the development of marketing strategies for each market segment or
set of target customers. The decision is made as to which markets the
enterprise wants or needs to be in, and how it plans to enter or grow in
these markets and market segments. This will be achieved through
multiple inputs: including Enterprise Strategies, Market Research,
Market Analysis.
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Explanatory
Reserved for future use.
Mandatory
Optional
Interactions
Gather & Analyze Market Information

Process Identifier: 1.1.1.1
Brief Description
Research market information and develop market forecasts
Gather & Analyze Market Information processes develop enterprise and
business views of the market, based on the analysis of external and
internal information sources. These processes include the
establishment and management of relationships with external
providers of market information, and the management of internal
resources used for providing market information. Methodologies used
for developing market forecasts, as well as the development of
forecasts, are managed within these processes.
Explanatory
Mandatory
Optional
Interactions
Establish Market Strategy

Brief Description
Develop and document the enterprise market strategy
Establish Market Strategy processes result in agreement across the
Page 67 of 1540

enterprise with respect to the markets in which the enterprise will

participate, the objectives to be achieved, and the broad strategies to
be followed to achieve the objectives. A key subset of the market
strategy is the development of appropriate sales strategies to support
the market strategy. These processes also identify the areas across the
enterprise responsible for the achievement of specific objectives.
Explanatory
Mandatory
Optional
Interactions
Establish Market Segments

Brief Description
Establish the market segmentation to be used across the enterprise
Establish Market Segments processes identify the market
segmentation which will be used across the enterprise. These
processes identify the areas within the organization responsible for the
management of market segment outcomes, as well as identifying and
managing reporting processes for specific market segments.
Explanatory
Mandatory
Optional
Interactions
Link Market Segments & Products

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Brief Description
Analyze the basic consumption profiles of market segments and
associate these with the product families available
The Link Market Segment and Product processes analyze the basic
consumption profiles of market segments and associate these with the
product families available, as well as identify potential new product
families for the market segments. The processes analyze segment
purchase and decision issues, and their geographic locations.
Explanatory
Mandatory
Optional
Interactions
Gain Commitment to Marketing Strategy

Brief Description
Gain enterprise commitment to the market strategy and segmentation
The Gain Commitment to Market Strategy processes gain enterprise
commitment to the market strategy and segmentation. These
processes include all aspects of identification of stakeholders and
negotiation to gain stakeholder approval.
Explanatory
Mandatory
Optional
Interactions
Page 69 of 1540

1.1.1.1 Gather & Analyze Market

Information
Figure 2. 1.1.1.1 Gather & Analyze Market Information decomposition
Gather & Analyze Market Information

Brief Description
Research market information and develop market forecasts
Gather & Analyze Market Information processes develop enterprise and
business views of the market, based on the analysis of external and
internal information sources. These processes include the
establishment and management of relationships with external
providers of market information, and the management of internal
resources used for providing market information. Methodologies used
for developing market forecasts, as well as the development of
forecasts, are managed within these processes.
Explanatory
Mandatory
Page 70 of 1540

Optional
Interactions
Gather Market Information

Process Identifier: 1.1.1.1.1
Brief Description
Establish and Management of external Providers and internal resources
for providing market information
Gather Market information processes focus on establishment and
Management of relationships with external providers of market
information, and management of internal resources used for providing
market information.
Explanatory
Mandatory
Optional
Interactions
Analyze Market Information

Brief Description
Develop enterprise and business views of the market
Analyze Market information processes focus on developing enterprise
and business views of the market, based on the analysis of the
external and internal information sources. Methodologies used for
developing market forecasts, as well as the development of forecasts is
managed by this process.
Explanatory
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Mandatory
Optional
Interactions
1.1.1.2 Establish Market Strategy
Figure 3. 1.1.1.2 Establish Market Strategy decomposition
Establish Market Strategy

Brief Description
Develop and document the enterprise market strategy
Establish Market Strategy processes result in agreement across the
enterprise with respect to the markets in which the enterprise will
participate, the objectives to be achieved, and the broad strategies to
be followed to achieve the objectives. A key subset of the market
strategy is the development of appropriate sales strategies to support
the market strategy. These processes also identify the areas across the
enterprise responsible for the achievement of specific objectives.
Explanatory
Mandatory
Page 72 of 1540

Optional
Interactions
Establish Market Participation

Brief Description
Agreement on Markets in which Enterprise will participate.
Establish Market Participation processes focus on agreement across the
enterprise with respect to markets in which the enterprise will
participate.
Explanatory
Mandatory
Optional
Interactions
Establish Market Strategy Objectives

Brief Description
Define Objectives, strategies to be followed to achieve objectives
Establish Market Strategy Objectives processes focus on defining the
Objectives to be achieved and the broad strategies to be followed to
achieve the objectives
Explanatory
Mandatory
Optional
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Interactions
Support Market Strategy

Brief Description
Develop sales strategies to support market strategies
Support Market strategy processes focus on developing appropriate
sales strategies.
Explanatory
Mandatory
Optional
Interactions
Identify Enterprise areas to meet market strategy objectives

Brief Description
Identify the areas across the enterprise responsible for the
achievement of specific objectives
Not used for this process element
Explanatory
Mandatory
Optional
Interactions
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1.1.1.3 Establish Market Segments
Figure 4. 1.1.1.3 Establish Market Segments decomposition
Establish Market Segments

Brief Description
Establish the market segmentation to be used across the enterprise
Establish Market Segments processes identify the market
segmentation which will be used across the enterprise. These
processes identify the areas within the organization responsible for the
management of market segment outcomes, as well as identifying and
managing reporting processes for specific market segments.
Explanatory
Mandatory
Optional
Interactions
Identify Market Segments

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Brief Description
Identify the market segmentation
Identify Market Segments process are responsible for identifying the
market segmentation which will be used across the enterprise.
Explanatory
Mandatory
Optional
Interactions
Manage Market Segments outcome

Brief Description
Management of market segments outcome.
Manage Market Segments outcome process focus on identifying the
areas within the organization which are responsible for the
management of market segment outcomes.
Explanatory
Mandatory
Optional
Interactions
Reporting - Specific Market Segments

Brief Description
Identify and manage reporting process for specific market segments
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Explanatory
Mandatory
Optional
Interactions
1.1.1.4 Link Market Segments & Products
Figure 5. 1.1.1.4 Link Market Segments & Products decomposition
Link Market Segments & Products

Brief Description
Analyze the basic consumption profiles of market segments and
associate these with the product families available
The Link Market Segment and Product processes analyze the basic
consumption profiles of market segments and associate these with the
product families available, as well as identify potential new product
Page 77 of 1540

families for the market segments. The processes analyze segment

purchase and decision issues, and their geographic locations.
Explanatory
Mandatory
Optional
Interactions
Link consumption profiles & available product families

Brief Description
Link Market segments and available product families
Link Market segments & available product families processes analyze
the basic consumption profiles of market segments and associate
these with the product families available
Explanatory
Mandatory
Optional
Interactions
Identify potential new product families for market segments

Brief Description
Identify potential new product families for the market segments
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Explanatory
Mandatory
Optional
Interactions
Analyze Market Segment purchase and issues

Brief Description
Analyze segment purchase and decision issues, and their geographic
locations.
Explanatory
Mandatory
Optional
Interactions
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1.1.1.5 Gain Commitment to Marketing

Strategy
Figure 6. 1.1.1.5 Gain Commitment to Marketing Strategy decomposition
Gain Commitment to Marketing Strategy

Brief Description
Gain enterprise commitment to the market strategy and segmentation
The Gain Commitment to Market Strategy processes gain enterprise
commitment to the market strategy and segmentation. These
Explanatory
Mandatory
Optional
Interactions
Identify Stakeholders to Market Strategy

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Brief Description
Identify stakeholders of market strategy
Explanatory
Mandatory
Optional
Interactions
Gain Market Strategy Stakeholder approval

Brief Description
Negotiate & gain stakeholder approval for market strategy
Explanatory
Mandatory
Optional
Interactions
Gain Enterprise Commitment to Market Strategy

Brief Description
Gain Enterprise commitment to the market strategy and segmentation
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Explanatory
Mandatory
Optional
Interactions
1.1.2 Sales Strategy & Planning
Figure 7. 1.1.2 Sales Strategy & Planning decomposition
Sales Strategy & Planning

Brief Description
Sales Strategy & Planning involves developing sales partner/alliance
relationship, establish overall sales budgets, establish sales goals and
measures, establish customer management measures, set service
levels and standards and develop channel strategy, establish
revenue/coverage plan
Sales Strategy & Planning involves initiating the development of sales
relationships with other parties, establish overall sales budgets,
establish sales goals and measures, establish customer management
measures, set service levels and standards and develop channel
strategy, establish revenue/coverage plan.
Develop an appropriate sales strategy to complement the market
strategy.
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Explanatory
Mandatory
Optional
Interactions
Develop Sales Relationship

Brief Description
Develop Sales Relationship sets the overall relationship strategy. It
also initiates the development of sales relationships with other parties,
such as sales partnerships and brokering, in advance of entering into
formal agreements. Identifying and entering into agreements with
other parties are managed Party Tender Management and Party
Agreement Management. A party in the agreement may represent a
sales channel for the other. This process initiates flows to these other
processes as appropriate.
Strategies for managing relationships and relationship goals are
identified and agreed upon. Sales relationship opportunities are
identified along with the methods for selecting parties and for
managing the relationship. Candidate parties are also identified.
This process also periodically analyzes relationship strategies and
makes any necessary changes to them, including the removal of a
strategy.
Set the overall relationship strategy and Initiate the development of
sales relationships with other parties, such as sales partnerships and
brokering, in advance of entering into formal agreements. Identifying
and entering into agreements with other parties are managed Party
Tender Management and Party Agreement Management.
Explanatory
N/A
Mandatory
N/A
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Optional
N/A
Interactions
N/A
Establish Sales Budget

Brief Description
Establish Sales Budgets calculate product revenue targets for the
budget, determines variable and fixed costs and overhead budgets. It
uses these to estimate net profit. The combination of all of these
represents the sales budget for the enterprise.
This process also conducts reviews of the budget as appropriate and
makes any changes to elements that compose it.
Establish sales revenue, cost, and profit budgets for the enterprise.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Establish Sales Goals and Measures

Brief Description
Establish Sales Goals and Measures sets sales goals and how they will
be measured and how customer management sales related measures.
Additionally sales service levels and standards are set.
This process also conducts reviews of goals, measures, service levels,
and standards as appropriate and adjusts them if needed.
Establish goals and measures for sales, customer management
measures, and sales service level standards.
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Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Develop Sales Channel Strategy

Brief Description
Develop Sales Channel Strategy by assessing and analyzing revenue
models, profit impact based on possible channel sales channel
structures. It also plans and develops scenarios that are used to define
the final sales channel strategy.
This process also periodically analyzes the sales channel strategy and
makes any necessary changes to them, including the removal of parts
or all of the strategy. Removal of the complete strategy would require
its redevelopment.
Use revenue models assessment, analyze profit impact on possible
sales channel structures, and develop sales channel scenarios to
define sales channel strategy.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Establish Revenue Coverage Plan

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Brief Description
Establish Revenue Coverage Plan develops revenue targets, conducts
financial and operational planning to support revenue objectives, and
define sales account coverage plans.
Revenue targets are developed in order to meet revenue objectives.
Financial and operational plans are also developed to support revenue
objectives.
Sales account coverage plans, which include the enterprise sales
targets, are defined and communicated throughout the Sales
organization including any channels outside of the enterprise that may
have been developed by Develop Sales Relationship.
This process also conducts reviews of revenue coverage plan as
appropriate and adjusts them if needed.
Develop revenue targets, conduct financial and operational planning to
support revenue objectives, and define sales account coverage plans.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.1.3 Sales Forecasting
Figure 8. 1.1.3 Sales Forecasting decomposition
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Sales Forecasting
Brief Description
Sales Forecasting involves gathering current and historic order
information, analyzing sales trends and patterns generating sales
forecast and analyzing historical and planned promotions and events.
N/A
Explanatory
Mandatory
Optional
Interactions
Set Sales Forecast Goal

Brief Description
Set the purpose of the forecast and how is it to be used. Set the
accuracy required.
Set the purpose of the forecast and how is it to be used. Set the
accuracy required. This will depend on the sales strategy that is to be
implemented, which may be long term (cyclical/annual) or short term
(related to a promotion or planned event). Correct level of detail - not
too much, not too little
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
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Gather Forecast Data

Brief Description
Gather data relevant to the product to which the forecast is related
N/A
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Develop Sales Forecast

Brief Description
Develop sales forecast using a repeatable methodology
Develop sales forecast using a repeatable methodology, based on
relevant data
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Distribute Sales Forecast

Brief Description
Distribute the sales forecast to all areas that need to know
Page 88 of 1540

Distribute the sales forecast to all parties that need to know for
budgeting, resourcing, sourcing etc. For example, executives
responsible for fulfilling the sales forecast or need to be aware of the
forecast
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Evaluate Sales Forecast Outcomes

Brief Description
Evaluate how accurate the forecasting was and feedback into process
for future forecasts
N/A
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
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1.1.3.2 Gather Forecast Data
Figure 9. 1.1.3.2 Gather Forecast Data decomposition
Gather Forecast Data

Brief Description
Gather data relevant to the product to which the forecast is related
N/A
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Gather Industry Forecast Data

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Brief Description
Gather data from the industry relevant to the product to which the
forecast is related
Gather data from the telecommunications industry relevant to the
product/to which the forecast is related, including past sales data, any
previous forecast, industry body forecast, competitive information etc
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Gather Environmental Forecast Data

Brief Description
Gather data from the wider environment relevant to the product to
which the forecast is related
Gather data from the wider environment relevant to the product to
which the forecast is related. This will include economic, business,
social, regulatory/legislative, population, climatic etc data
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
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1.1.3.3 Develop Sales Forecast
Figure 10. 1.1.3.3 Develop Sales Forecast decomposition
Develop Sales Forecast

Brief Description
Develop sales forecast using a repeatable methodology
Develop sales forecast using a repeatable methodology, based on
relevant data
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Choose Forecast Model

Brief Description
Choose which forecast model is the most relevant to be used, from a
range of qualitative and quantitative ones available
Choose which forecast model is the most relevant to be used, from a
range of qualitative and quantitative ones available.
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Qualitative models - Used where data is scarce. For example

- Consumer or user survey
- Panel of executive opinion
- Salesforce composite, built up from internal areas
- Delphi
- Bayesian decision theory
- Product testing/Test marketing
Quantitative models - Used when there is a base of historical data to
draw on. For example
- Time series analysis
- Causal techniques
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Analyze Forecast Data

Brief Description
Analyze the data using the chosen methodology
N/A
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Prepare Sales Forecast

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Brief Description
Prepare sales forecast using the chosen methodology
N/A
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Approve Sales Forecast

Brief Description
Approve sales forecast, getting signed off by appropriate stakeholders
N/A
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
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1.1.5 Sales Development
Figure 11. 1.1.5 Sales Development decomposition
Sales Development
Brief Description
Develop the Sales support and response for new and existing products,
as well as existing and potential customers.
Sales Development processes develop the Sales support and response
for new and existing products and services, as well as existing and
potential customers.
Sales Development processes develop product related compensation
plans, define product revenue targets, develop product related sales
training, develop prospective customer identification methodology,
develop selling processes/methods and procedures for new products.
As an aspect of this Sales Development processes define channels for
selling the enterprises products. It develops or ensures development
of channel ability to sell and support products, including negotiating for
the specific channel, defining or updating the account management
process, developing pricing for a specific channel, etc.
Explanatory
Mandatory
Optional
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Interactions
Monitor Sales & Channel Best Practice

Brief Description
Ensure that the enterprise keeps abreast of sales and channel
practices and capabilities in the wider environment.
The Monitor Sales & Channel Best Practice processes ensure that the
enterprise keeps abreast of sales and channel practices and
capabilities in the wider environment. These processes can involve
externally provided research, as well as monitoring of various activities
within the enterprise. These processes develop the requirements for
the introduction of new sales approaches and sales channels, as well
as provide requirements for enhancements to existing sales
approaches and channels. This monitoring ensures that the enterprise
can provide sales and channel capabilities as effectively as possible at
all times. The monitoring captures issues such as compensation plans,
product related sales training approaches and techniques, prospective
customer identification methodologies, selling processes/methods and
procedures for new products.
Explanatory
Mandatory
Optional
Interactions
Develop Sales & Channel Proposals

Brief Description
Create and document proposals for sales processes and sales
channels, and gain approval for them
The Develop Sales & Channel Proposals processes create and
Page 96 of 1540

document proposals for sales processes and sales channels, and gain
approval for them. The processes define proposals to change existing
sales processes and/or channels, or to develop new sales processes
and/or channels. These processes undertake the necessary
identification of the needs of products, and an analysis of the existing
or proposed enterprise sales process and/or channel capabilities.
Depending on the proposal a business case process may be required to
gain the necessary approval.
The proposals can be based on industry analysis from the Monitoring
Sales & Channel Best Practice processes, on feedback of the
effectiveness of existing sales channels from the Selling processes, or
on specific requirements associated with the development of new or
enhanced products.
These processes include defining product sales targets for each
channel, as well as sales and sales personnel performance indicators
for each channel.
Explanatory
Mandatory
Optional
Interactions
Develop New Sales Channels & Processes

Brief Description
Develop and implement new or adapted sales processes and/or
channels to support new or enhanced products.
The Develop New Sales Channels & Processes develop and implement
new or adapted sales processes and/or channels to support new or
enhanced products. These processes include the development of
external relationships if required to provide the necessary sales
channel capability. The development and implementation may require
management of the coordination and integration of existing and new
sales processes and channels to ensure effective operations. These
processes include the definition of commercialization manpower
profile, training program development and sales methods and
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procedures, compensation plans, identification of product potential

customers to each channel and sale method
Explanatory
Mandatory
Optional
Interactions
1.1.5.1 Monitor Sales & Channel Best

Practice
Figure 12. 1.1.5.1 Monitor Sales & Channel Best Practice decomposition
Monitor Sales & Channel Best Practice

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Brief Description
Ensure that the enterprise keeps abreast of sales and channel
practices and capabilities in the wider environment.
The Monitor Sales & Channel Best Practice processes ensure that the
enterprise keeps abreast of sales and channel practices and
capabilities in the wider environment. These processes can involve
externally provided research, as well as monitoring of various activities
within the enterprise. These processes develop the requirements for
the introduction of new sales approaches and sales channels, as well
as provide requirements for enhancements to existing sales
approaches and channels. This monitoring ensures that the enterprise
can provide sales and channel capabilities as effectively as possible at
all times. The monitoring captures issues such as compensation plans,
product related sales training approaches and techniques, prospective
Explanatory
Mandatory
Optional
Interactions
Develop Sales & Channel Requirements

Brief Description
These processes develop the requirements for the introduction of new
sales approaches and sales channels, as well as provide requirements
for enhancements to existing sales approaches and channels.
Explanatory
Mandatory
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Optional
Interactions
Monitor Sales & Channel Practices

Brief Description
These processes ensure that the enterprise can provide sales and
channel capabilities as effectively as possible at all times. The
monitoring captures issues such as compensation plans, product
related sales training approaches and techniques, prospective
Explanatory
Mandatory
Optional
Interactions
Page 100 of 1540

1.1.5.2 Develop Sales & Channel

Proposals
Figure 13. 1.1.5.2 Develop Sales & Channel Proposals decomposition
Develop Sales & Channel Proposals

Brief Description
Create and document proposals for sales processes and sales
channels, and gain approval for them
The Develop Sales & Channel Proposals processes create and
document proposals for sales processes and sales channels, and gain
approval for them. The processes define proposals to change existing
or proposed enterprise sales process and/or channel capabilities.
Depending on the proposal a business case process may be required to
gain the necessary approval.
The proposals can be based on industry analysis from the Monitoring
Sales & Channel Best Practice processes, on feedback of the
effectiveness of existing sales channels from the Selling processes, or
on specific requirements associated with the development of new or
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enhanced products.
These processes include defining product sales targets for each
channel, as well as sales and sales personnel performance indicators
for each channel.
Explanatory
Mandatory
Optional
Interactions
Create Sales Proposals

Brief Description
These processes create and document proposals for sales processes
and sales channels. The processes define proposals to change existing
or proposed enterprise sales process and/or channel capabilities. The
proposals can be based on industry analysis from the Monitoring Sales
& Channel Best Practice processes, on feedback of the effectiveness of
existing sales channels from the Selling processes, or on specific
requirements associated with the development of new or enhanced
products. These processes include defining product sales targets for
each channel, as well as sales and sales personnel performance
indicators for each channel.
Explanatory
Mandatory
Optional
Interactions
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Gain Sales Proposals Approval

Brief Description
These processes gain approval for proposals for sales processes and
sales channels.
Explanatory
Mandatory
Optional
Interactions
1.1.5.3 Develop New Sales Channels &

Processes
Figure 14. 1.1.5.3 Develop New Sales Channels & Processes decomposition
Develop New Sales Channels & Processes

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Brief Description
Develop and implement new or adapted sales processes and/or
channels to support new or enhanced products.
The Develop New Sales Channels & Processes develop and implement
new or adapted sales processes and/or channels to support new or
enhanced products. These processes include the development of
external relationships if required to provide the necessary sales
channel capability. The development and implementation may require
management of the coordination and integration of existing and new
sales processes and channels to ensure effective operations. These
processes include the definition of commercialization manpower
Explanatory
Mandatory
Optional
Interactions
Develop External Relationships

Brief Description
these processes develop external relationships if required to provide
the necessary sales channel capability.
Explanatory
Mandatory
Optional
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Interactions
Manage Process & Channel Coordination

Brief Description
These processes manage the coordination and integration of existing
and new sales processes and channels to ensure effective operations.
Explanatory
Mandatory
Optional
Interactions
Define Processes & Channels

Brief Description
These processes include the definition of commercialization manpower
Explanatory
Mandatory
Optional
Interactions
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1.1.7 Market Sales Support & Readiness
Figure 15. 1.1.7 Market Sales Support & Readiness decomposition
Market Sales Support & Readiness

Brief Description
Market Sales Support & Readiness processes ensure the support
capability is in place to allow the CRM Fulfillment, Assurance and Billing
processes to operate effectively.
Market Sales Support & Readiness processes ensure the support
capability is in place to allow the Market Sales Fulfillment, Assurance
and Billing processes to operate effectively.
The responsibilities of these processes include, but are not limited to:
Provision of market and sales process infrastructure;,
Policy support and decision support knowledge for sales activity and
sales interactions
Management & analysis of sales campaigns (including direct and
outbound calling);
Management and analysis of sales activity and sales opportunities
(including funnel and prospect analysis and support);
Maintaining and managing stocks of marketing collateral to be
distributed using the Marketing Fulfillment processes;
Maintaining inventories to support the sales data required by the FAB
and CRM OS&R processes
Monitoring and reporting on the capabilities and costs of the
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individual Market FAB processes

Longer-term trend analysis on sales FAB processes in order to
establish the extent to which enterprise targets for these processes are
being achieved and/or the need for the processes to be modified.
These processes support the operational introduction of new processes
and infrastructure to support new and/or enhanced sales capability and
are responsible for conducting operations readiness testing and
acceptance. They develop the procedures for the specific Fulfillment,
Assurance and Billing processes and keep them up to date. After
successful testing, these processes accept the new or enhanced
process capabilities and manage a full-scale introduction for general
availability.
Explanatory
Mandatory
Optional
Interactions
Support Selling
Brief Description
Administer and manage the operation of the various sales channels
and to ensure that there is capability (for example, information,
materials, systems and resources) to support the Selling processes.
The purpose of the Support Selling processes is twofold - to administer
and manage the operation of the various sales channels and to ensure
that there is capability (for example, information, materials, systems
and resources) to support the Selling processes so that they can
operate effectively.
These processes monitor current selling trends, and are responsible for
the optimization and/or redistribution of existing sales channel
capability or for enabling new capability (people, facilities,
infrastructure). These processes undertake trend analysis on selling,
including problems, successes, profit and loss
Support Selling processes deal with the administration of the Selling
processes and the effectiveness of the channels to support new and
existing products, as well as existing and potential customers. The
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processes ensure the effectiveness of the sales staff and channels both
in terms of skill sets available, but also in terms of demand forecasting
and management of utilization. These processes are also responsible
for the administration and management of sales channel incentive,
compensation and reward schemes, and for assessing the performance
and effectiveness of sales channels.
Other marketing processes, such as Manage Campaign and Product
Marketing Communications & Promotion, are responsible for
determining the appropriate selling route or channel, and the required
selling method and mechanism for specific market segments and
channels, by product or product family, e.g., face-to-face contact,
telemarketing, etc. Support Selling processes are responsible for
ensuring that the sales channels are capable of implementing the
required selling method and have the necessary skills and capacity to
support the anticipated volumes and type of product in each market
segment. These processes are responsible for providing feedback on
the performance and effectiveness information as required to other
marketing processes.
Sales Channels managed by these processes include retail storefronts,
e.g. a third-party retailer or an enterprise's own storefront, various web
sites or ISPs, B2B marketplaces or direct relationships with external
parties, distributors for that product family, account teams, outbound
calling teams, direct sales teams, etc.
The Support Selling processes are responsible for the collection and
administration of sales lead s and the associated probabilities, and for
the distribution of leads to the appropriate sales channels. Leads are
collected from many processes both customer facing processes and
back-end processes. This process is responsible to ensure that
processes are operating to collect leads wherever they arise, for the
management of leads, and for the matching of the lead to the
appropriate sales channel. These processes are responsible for
distributing the lead into the appropriate sales channel.
Explanatory
Mandatory
Optional
Interactions
Manage Sales Inventory

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Brief Description
Establish, manage and administer the enterprise's inventory of sales
prospects, actual sales, channel management and sales commissions,
as embodied in the Sales Inventory Database, and monitor and report
on the usage and access to the sales inventory, and the quality of the
data maintained in it.
The purpose of the Manage Sales Inventory processes are twofold establish, manage and administer the enterprise's inventory of sales
The sales inventory maintains records of all sales, sales prospects and
sales leads, sales channel activity, marketing campaign targets and
performance, sales commissions and any other sales relatedinformation, required to support both the Support Selling and the
Selling processes.
The sales inventory is also responsible for maintaining the association
between customers and sales instances, created as a result of the
Selling processes.
Responsibilities of these processes include, but are not limited to:
Identifying and storing the inventory-relevant information
requirements to be captured for sales processes and sales commission
management ;
Identifying, establishing and maintaining sales inventory repository
facilities;
Establishing and managing the sales inventory management and
information capture processes;
Managing the registration and access control processes that enable
processes to create, modify, update, delete and/or download sales data
to and from the sales inventory;
Ensuring the sales inventory repository accurately captures and
records all identified sales details, through use of automated or manual
audits;
Tracking and monitoring of the usage of, and access to, the sales
inventory repository and associated costs, and reporting on the
findings
Identifying any technical driven shortcomings of the sales inventory
repository, and providing input to Resource Development &
Management processes to rectify these issues.
Explanatory
Page 109 of 1540

Mandatory
Optional
Interactions
1.1.7.7 Support Selling
Figure 16. 1.1.7.7 Support Selling decomposition
Support Selling
Brief Description
Administer and manage the operation of the various sales channels
and to ensure that there is capability (for example, information,
materials, systems and resources) to support the Selling processes.
The purpose of the Support Selling processes is twofold - to administer
and manage the operation of the various sales channels and to ensure
that there is capability (for example, information, materials, systems
and resources) to support the Selling processes so that they can
These processes monitor current selling trends, and are responsible for
the optimization and/or redistribution of existing sales channel
capability or for enabling new capability (people, facilities,
infrastructure). These processes undertake trend analysis on selling,
including problems, successes, profit and loss
Support Selling processes deal with the administration of the Selling
processes and the effectiveness of the channels to support new and
Page 110 of 1540

existing products, as well as existing and potential customers. The

processes ensure the effectiveness of the sales staff and channels both
in terms of skill sets available, but also in terms of demand forecasting
and management of utilization. These processes are also responsible
for the administration and management of sales channel incentive,
compensation and reward schemes, and for assessing the performance
and effectiveness of sales channels.
Other marketing processes, such as Manage Campaign and Product
The Support Selling processes are responsible for the collection and
administration of sales lead s and the associated probabilities, and for
the distribution of leads to the appropriate sales channels. Leads are
collected from many processes both customer facing processes and
back-end processes. This process is responsible to ensure that
processes are operating to collect leads wherever they arise, for the
management of leads, and for the matching of the lead to the
appropriate sales channel. These processes are responsible for
Explanatory
Mandatory
Optional
Interactions
Ensure Selling Capability

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Brief Description
Ensure that there is capability (for example, information, materials,
systems and resources) to support the Selling processes so that they
can operate effectively.
Explanatory
Mandatory
Optional
Interactions
Manage Sales Channels

Brief Description
Optimization and/or redistribution of existing sales channel capability
or for enabling new capability (people, facilities, infrastructure).
Administration of the Selling processes and the effectiveness of the
channels to support new and existing products, as well as existing and
potential customers. The processes ensure the effectiveness of the
sales staff and channels both in terms of skill sets available, but also in
terms of demand forecasting and management of utilization. These
processes are also responsible for the administration and management
of sales channel incentive, compensation and reward schemes, and for
assessing the performance and effectiveness of sales channels. Other
marketing processes, such as Manage Campaign and Product
Page 112 of 1540


Explanatory
Mandatory
Optional
Interactions
Manage Sales Leads

Brief Description
Collection and administration of sales lead s and the associated
probabilities, and for the distribution of leads to the appropriate sales
channels. Leads are collected from many processes both customer
facing processes and back-end processes. This process is responsible
to ensure that processes are operating to collect leads wherever they
arise, for the management of leads, and for the matching of the lead to
the appropriate sales channel. These processes are responsible for
Explanatory
Mandatory
Optional
Interactions
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Undertake Selling Trend Analysis

Brief Description
Undertake trend analysis on selling, including problems, successes,
profit and loss. Monitor current selling trends
Explanatory
Mandatory
Optional
Interactions
1.1.7.9 Manage Sales Inventory
Figure 17. 1.1.7.9 Manage Sales Inventory decomposition
Manage Sales Inventory

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Brief Description
Establish, manage and administer the enterprise's inventory of sales
The purpose of the Manage Sales Inventory processes are twofold establish, manage and administer the enterprise's inventory of sales
The sales inventory maintains records of all sales, sales prospects and
sales leads, sales channel activity, marketing campaign targets and
performance, sales commissions and any other sales relatedinformation, required to support both the Support Selling and the
Selling processes.
The sales inventory is also responsible for maintaining the association
between customers and sales instances, created as a result of the
Selling processes.
Identifying and storing the inventory-relevant information
requirements to be captured for sales processes and sales commission
management ;
facilities;
processes to create, modify, update, delete and/or download sales data
to and from the sales inventory;
audits;
findings
Explanatory
Mandatory
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Optional
Interactions
Identify Relevant Sales Inventory Information

Brief Description
Identifying the inventory-relevant information requirements to be
captured for sales inventory
Explanatory
Mandatory
Optional
Interactions
Maintain Sales Inventory facilities

Brief Description
facilities;
Explanatory
Mandatory
Optional
Page 116 of 1540

Interactions
Manage Sales Inventory Capture

Brief Description
Explanatory
Mandatory
Optional
Interactions
Control Sales Inventory Access

Managing the registration and access control processes that enable processes to create, modify,
update, delete and/or download sales data to and from the sales inventory;
Brief Description
Explanatory
Mandatory
Optional
Interactions
Page 117 of 1540

Ensure Sales Inventory Data Quality

Brief Description
audits. Monitoring and reporting on the quality of the data maintained
in the inventory. The sales inventory maintains records of all sales,
sales prospects and sales leads, sales channel activity, marketing
campaign targets and performance, sales commissions and any other
sales relatedinformation, required to support both the Support Selling
and the Selling processes. The sales inventory is also responsible for
maintaining the association between customers and sales instances,
created as a result of the Selling processes.
Explanatory
Mandatory
Optional
Interactions
Track Sales Inventory Usage

Brief Description
findings
Explanatory
Mandatory
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Optional
Interactions
Identify Sales Inventory Shortcomings

Brief Description
Explanatory
Mandatory
Optional
Interactions
1.1.9 Selling
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Figure 18. 1.1.9 Selling decomposition
Selling
Brief Description
Responsible for managing prospective customers, for qualifying and
educating customers, and matching customer expectations
Selling processes are responsible for managing prospective customers,
for the qualification and education of the customer and for matching
customer expectations to the enterprises products and services and
ability to deliver. These processes also manage the response to
customer RFPs.
Explanatory
Mandatory
Optional
Interactions
Qualify Opportunity
Brief Description
Ensure that the opportunity is qualified in terms of any associated risk
and the amount of effort required to achieve a sale
The purpose of the Qualify Opportunity process is to ensure that the
opportunity is qualified in terms of any associated risk, and the amount
of effort required (e.g. response to a Request for Proposal [RFP]) to
achieve a sale. The opportunity is explored with the customer to
ensure the offer meets the customers expectations, and to ensure that
the breadth of the customer requirement is understood. Extended
interactions with the customer may be required to achieve mutual
understanding and agreement. The opportunity may require the
development of alternative solutions or customization to the specific
customers requirements. The Qualify Opportunity process is
responsible for assessing the size of the potential development and its
risk. The resources, financing and potential on-going customer
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commitment to the developed solution are all factors that must be

assessed. These processes also need to assess the strategic
importance of the opportunity, the potential for wider application, and
the importance of the specific customer to the enterprise. The solution
alternatives must be available (e.g. capacity) or scheduled on a
product roadmap
Explanatory
Mandatory
Optional
Interactions
Negotiate Sales/Contract
Brief Description
Close the sale with terms that are understood by the customer, and are
mutually agreeable to both the customer and the service provider.
The purpose of this process is to close the sale with terms that are
understood by the customer, and are mutually agreeable to both the
customer and the service provider. This process may involve obtaining
customer agreement to standard terms and conditions. The
agreement process may require interaction with the customer to
ensure that the standard terms and conditions are understood by, and
are acceptable to, the customer.
In some cases this process may involve the development of, and
negotiation with the customer of, non-standard terms and conditions
associated with sales proposals specifically developed to meet specific
customer requirements. For complex sales proposals associated with
customer RFPs this process may extend over long time periods and
require extensive interaction with customers to achieve agreement.
Aspects of contract price determination may include issues of CPE
prices from third party vendors, allowances based on customer
location, etc. For RFPs, many of the commercial terms being sought
may be developed or originated by the customer, and the negotiating
team may need to develop strategies to achieve acceptable
commercial outcomes. .The sale is concluded through negotiations
and joint agreement on features, service levels, pricing and discounts,
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resulting in a sign-off formal agreement/contract between the

customer and service provider. Depending upon specific
circumstances, final agreement from the Service Providers perspective
may require escalation to, and agreement from, an appropriately
delegated manager. The formal agreement could include zero or more
confirmed orders from the customer. These orders are then passed on
as requests to allow formal Customer Orders to be generated and
processed...
Explanatory
Mandatory
Optional
Interactions
Cross/Up Selling
Brief Description
Ensure that the value of the relationship between the customer and
service provider is maximized by selling additional, or more of the
existing, products.
The purpose of this process is to ensure that the value of the
relationship between the customer and service provider is maximized
by selling additional, or more of the existing, products. The ongoing
analysis of customer trends (e.g. usage, problems, complaints) is used
to identify when the current offerings may no longer be appropriate for
the customer, or when the opportunity for a larger sale arises. Based
on the data collected, more appropriate offerings should be
recommended to the customer.
Explanatory
Mandatory
Optional
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Interactions
Develop Sales Proposal

Brief Description
Develop a sales proposal to respond to the customers requirements
The purpose of this process is to develop a sales proposal to respond to
the customers requirements. This process commences following
approval by the Qualify Customer process. The development of a sales
proposal may require the selection of a standard product offering, may
require the development of a non-standard offering, or may require the
creation of a project team to construct an offering in response to a
customers Request For Proposal. In all cases, the processes are
responsible for ascertaining the customers requirements, determining
the ability of the enterprise to support the customer requirements, and
developing a proposal (or proposals) for the customer which meets the
stated requirements. These processes assess the extent of enterprise
support required to develop the sales proposal, marshal the necessary
support across the enterprise and administer the sales proposal
development activity to ensure that any timing constraints associated
with eth customer requirements are achieved.
Note that development of a non-standard sales proposal or the
response to a customers RFP may require the development of unique
solution designs. The development of unique solutions, within the
context of current deployed capabilities, uses the Design Solutions
process within Service Management & Operations to undertake the
necessary feasibility studies. Where current capabilities are not able to
support customers requirements, the Product & Offer Capability
Delivery processes are invoked to undertake any necessary
assessment and business case development.
Explanatory
Mandatory
Optional
Interactions
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Manage Sales Accounts

Brief Description
Manage the sales accounts assigned to the sales channel on a day-day
basis
The purpose of the Manage Sales Accounts processes is to manage the
sales accounts assigned to the sales channel and/or sales manager on
a day-day basis. These processes are responsible for contacting the
customers associated with each sales account on a regular basis
appropriate for the type of account, to develop the appropriate
relationships and contacts, to prospect for leads, to promote the
enterprises product offerings, etc.
Explanatory
Mandatory
Optional
Interactions
Acquire Customer Data

Brief Description
Capture and record all pertinent customer data required for the
initiation, realization and deployment of the agreed sales proposal.
The purpose of this process is to capture and record all pertinent
customer data required for the initiation, realization and deployment of
the agreed sales proposal. In most standard offerings the necessary
customer data is often captured on the sales proposal agreement form
associated with the standard offerings. For non-standard and/or
complex sales agreements associated, for instance, with a customer
RFP, extensive customer information may be required to plan and rollout the agreed solution. For example, Centrex designs require
extensive capture of details surrounding deployment of handsets,
features associated with each handset, customer Centrex groups, etc.
In some cases the necessary level of precise detail may be available
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from the Develop Sales Proposal. Where this is not the case, this
process is responsible for determining the precise customer
information required to support the agreed proposal, capturing
(through forms, or customer interviews, etc.) the required customer
information, and storing the details in a form required by other
processes.
Explanatory
Mandatory
Optional
Interactions
1.1.9.1 Qualify & Educate Customer
Figure 19. 1.1.9.1 Qualify & Educate Customer decomposition
Qualify Opportunity
Brief Description
Ensure that the opportunity is qualified in terms of any associated risk
and the amount of effort required to achieve a sale
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The purpose of the Qualify Opportunity process is to ensure that the
opportunity is qualified in terms of any associated risk, and the amount
of effort required (e.g. response to a Request for Proposal [RFP]) to
achieve a sale. The opportunity is explored with the customer to
ensure the offer meets the customers expectations, and to ensure that
the breadth of the customer requirement is understood. Extended
interactions with the customer may be required to achieve mutual
understanding and agreement. The opportunity may require the
development of alternative solutions or customization to the specific
customers requirements. The Qualify Opportunity process is
responsible for assessing the size of the potential development and its
risk. The resources, financing and potential on-going customer
commitment to the developed solution are all factors that must be
assessed. These processes also need to assess the strategic
importance of the opportunity, the potential for wider application, and
the importance of the specific customer to the enterprise. The solution
alternatives must be available (e.g. capacity) or scheduled on a
product roadmap
Explanatory
Mandatory
Optional
Interactions
Define Alternative/Customized Solutions

Brief Description
Develop, as required, alternative solutions or customization to the
specific customers requirements. This focuses on the definition of
these solutions at this stage, and not the actual development of new
capabilities (which may follow on)
Explanatory
This focuses on the definition of these solutions at this stage, and not
the actual development of new capabilities (which may follow on)
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Mandatory
Develop, as required, alternative solutions or customization to the
specific customers requirements.
Optional
Interactions
Assess Potential Development & Risk

Brief Description
Assess the size of the potential development and its risk. The
resources, financing and potential on-going customer commitment to
the developed solution are all factors that must be assessed.
Explanatory
The resources, financing and potential on-going customer commitment
to the developed solution are all factors that must be assessed.
Mandatory
Assess the size of the potential development and its risk.
Optional
Interactions
Assess Strategic Impacts

Brief Description
Assess the strategic importance of the opportunity, the potential for
wider application, and the importance of the specific customer to the
enterprise. The solution alternatives must be available (e.g. capacity)
or scheduled on a product roadmap
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Explanatory
The solution alternatives must be available (e.g. capacity) or scheduled
on a product roadmap
Mandatory
Assess the strategic importance of the opportunity, the potential for
wider application, and the importance of the specific customer to the
enterprise.
Optional
Interactions
1.1.9.2 Negotiate Sales/Contract
Figure 20. 1.1.9.2 Negotiate Sales/Contract decomposition
Negotiate Sales/Contract
Brief Description
Close the sale with terms that are understood by the customer, and are
mutually agreeable to both the customer and the service provider.
The purpose of this process is to close the sale with terms that are
understood by the customer, and are mutually agreeable to both the
customer and the service provider. This process may involve obtaining
customer agreement to standard terms and conditions. The
agreement process may require interaction with the customer to
ensure that the standard terms and conditions are understood by, and
are acceptable to, the customer.
In some cases this process may involve the development of, and
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negotiation with the customer of, non-standard terms and conditions

associated with sales proposals specifically developed to meet specific
customer requirements. For complex sales proposals associated with
customer RFPs this process may extend over long time periods and
require extensive interaction with customers to achieve agreement.
Aspects of contract price determination may include issues of CPE
prices from third party vendors, allowances based on customer
location, etc. For RFPs, many of the commercial terms being sought
may be developed or originated by the customer, and the negotiating
team may need to develop strategies to achieve acceptable
commercial outcomes. .The sale is concluded through negotiations
and joint agreement on features, service levels, pricing and discounts,
resulting in a sign-off formal agreement/contract between the
customer and service provider. Depending upon specific
circumstances, final agreement from the Service Providers perspective
may require escalation to, and agreement from, an appropriately
delegated manager. The formal agreement could include zero or more
confirmed orders from the customer. These orders are then passed on
as requests to allow formal Customer Orders to be generated and
processed...
Explanatory
Mandatory
Optional
Interactions
Negotiate Standard Terms & Conditions

Brief Description
For standard terms and conditions, interact as necessary with the
customer to ensure that the standard terms and conditions are
understood by, and are acceptable to, the customer.
Explanatory
For complex sales proposals associated with customer RFPs this
process may extend over long time periods and require extensive
interaction with customers to achieve agreement. Aspects of contract
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price determination may include issues of CPE prices from third party
vendors, allowances based on customer location, etc. For RFPs, many
of the commercial terms being sought may be developed or originated
by the customer, and the negotiating team may need to develop
strategies to achieve acceptable commercial outcomes. .The sale is
concluded through negotiations and joint agreement on features,
service levels, pricing and discounts, resulting in a sign-off formal
agreement/contract between the customer and service provider.
Mandatory
For standard terms and conditions, interact as necessary with the
customer to ensure that the standard terms and conditions are
understood by, and are acceptable to, the customer.
Optional
Interactions
Develop & Negotiate Non-standard Terms & Conditions

Brief Description
Develop and negotiate with the customer (where required) nonstandard terms and conditions associated with sales proposals
specifically developed to meet specific customer requirements. For
complex sales proposals associated with customer RFPs this process
may extend over long time periods and require extensive interaction
with customers to achieve agreement. Aspects of contract price
determination may include issues of CPE prices from third party
vendors, allowances based on customer location, etc. For RFPs, many
of the commercial terms being sought may be developed or originated
by the customer, and the negotiating team may need to develop
strategies to achieve acceptable commercial outcomes. .The sale is
concluded through negotiations and joint agreement on features,
service levels, pricing and discounts, resulting in a sign-off formal
agreement/contract between the customer and service provider.
Explanatory
Mandatory
Develop and negotiate with the customer (where required) non TM Forum 2015. All Rights Reserved.
Page 130 of 1540

standard terms and conditions associated with sales proposals

specifically developed to meet specific customer requirements.
Optional
Interactions
Obtain Customer Agreement

Brief Description
For either standard or non-standard terms and conditions, obtain final
confirmation that the agreed terms and conditions are understood by,
and are acceptable to, the customer, and achieve sign-off. Depending
upon specific circumstances, final agreement from the Service
Providers perspective may require escalation to, and agreement from,
an appropriately delegated manager. The formal agreement could
include zero or more confirmed orders from the customer. These
orders are then passed on as requests to allow formal Customer Orders
to be generated and processed.
Explanatory
Depending upon specific circumstances, final agreement from the
Service Providers perspective may require escalation to, and
agreement from, an appropriately delegated manager. The formal
agreement could include zero or more confirmed orders from the
customer. These orders are then passed on as requests to allow formal
Customer Orders to be generated and processed.
Mandatory
For either standard or non-standard terms and conditions, obtain final
confirmation that the agreed terms and conditions are understood by,
and are acceptable to, the customer, and achieve sign-off.
Optional
Interactions
Create Customer Order

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Brief Description
Responsible for creating standard and/or non-standard orders (in ITIL,
"RFCs") for handover to be fulfilled
Explanatory
This process is responsible for creating standard orders (in ITIL, "RFC"s)
for non -custom orders and non-standard orders, for qualified custom
agreements This process will also interact with other processes for
fulfilling the customer expectations.
Mandatory
Responsible for creating standard and/or non-standard orders (in ITIL,
"RFCs") for handover to be fulfilled
Optional
Interactions
This process will interact with other Fulfillment processes (particularly,
Order Handling) to carry out customer orders.
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1.1.9.3 Cross/Up Selling
Figure 21. 1.1.9.3 Cross/Up Selling decomposition
Cross/Up Selling
Brief Description
Ensure that the value of the relationship between the customer and
service provider is maximized by selling additional, or more of the
existing, products.
The purpose of this process is to ensure that the value of the
relationship between the customer and service provider is maximized
by selling additional, or more of the existing, products. The ongoing
analysis of customer trends (e.g. usage, problems, complaints) is used
to identify when the current offerings may no longer be appropriate for
the customer, or when the opportunity for a larger sale arises. Based
on the data collected, more appropriate offerings should be
recommended to the customer.
Explanatory
Mandatory
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Optional
Interactions
Analyze Customer Trends

Brief Description
Use ongoing analysis of customer trends (e.g. usage, problems,
complaints) to identify when the current offerings may no longer be
appropriate for the customer, or when the opportunity for a larger sale
arises. The purpose is to ensure that the value of the relationship
between the customer and service provider is maximized by selling
additional, or more of the existing, products.
Explanatory
The purpose is to ensure that the value of the relationship between
the customer and service provider is maximized by selling additional,
or more of the existing, products.
Mandatory
Use ongoing analysis of customer trends (e.g. usage, problems,
complaints) to identify when the current offerings may no longer be
appropriate for the customer, or when the opportunity for a larger sale
arises.
Optional
Interactions
Recommend Appropriate Offerings

Brief Description
Based on the data collected, recommend more appropriate offerings to
the customer.
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Explanatory
Mandatory
Based on the data collected, recommend more appropriate offerings to
the customer.
Optional
Interactions
1.1.9.4 Develop Sales Proposal
Figure 22. 1.1.9.4 Develop Sales Proposal decomposition
Develop Sales Proposal

Brief Description
Develop a sales proposal to respond to the customers requirements
The purpose of this process is to develop a sales proposal to respond to
the customers requirements. This process commences following
approval by the Qualify Customer process. The development of a sales
customers Request For Proposal. In all cases, the processes are
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responsible for ascertaining the customers requirements, determining

the ability of the enterprise to support the customer requirements, and
developing a proposal (or proposals) for the customer which meets the
stated requirements. These processes assess the extent of enterprise
support required to develop the sales proposal, marshal the necessary
support across the enterprise and administer the sales proposal
development activity to ensure that any timing constraints associated
with eth customer requirements are achieved.
Note that development of a non-standard sales proposal or the
response to a customers RFP may require the development of unique
solution designs. The development of unique solutions, within the
context of current deployed capabilities, uses the Design Solutions
process within Service Management & Operations to undertake the
necessary feasibility studies. Where current capabilities are not able to
support customers requirements, the Product & Offer Capability
Delivery processes are invoked to undertake any necessary
Explanatory
Mandatory
Optional
Interactions
Ascertain Customer Requirements

Brief Description
Ascertain the customers requirements. This process commences
following approval by the Qualify Customer process. The development
of a sales proposal may require the selection of a standard product
offering, may require the development of a non-standard offering, or
may require the creation of a project team to construct an offering in
response to a customers Request For Proposal.
Explanatory
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Mandatory
Ascertain the customers requirements. The development of a sales
customers Request For Proposal.
Optional
Interactions
This process commences following approval by the Qualify Customer
process.
Determine Support for Customer Requirements

Brief Description
Determine the ability of the enterprise to support the customer
requirements. These processes assess the extent of enterprise support
required to develop the sales proposal, marshal the necessary support
across the enterprise and administer the sales proposal development
activity to ensure that any timing constraints associated with eth
customer requirements are achieved.
Explanatory
Mandatory
Determine the ability of the enterprise to support the customer
requirements. These processes assess the extent of enterprise support
required to develop the sales proposal, marshal the necessary support
across the enterprise and administer the sales proposal development
activity to ensure that any timing constraints associated with eth
customer requirements are achieved.
Optional
Interactions
Develop Proposal against Customer Requirements

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Brief Description
Develop a proposal (or proposals) for the customer which meets the
stated requirements. The development of a sales proposal may require
the selection of a standard product offering, may require the
development of a non-standard offering, or may require the creation of
a project team to construct an offering in response to a customers
Request For Proposal. Note that development of a non-standard sales
proposal or the response to a customers RFP may require the
development of unique solution designs. The development of unique
solutions, within the context of current deployed capabilities, uses the
Design Solutions process within Service Management & Operations to
undertake the necessary feasibility studies. Where current capabilities
are not able to support customers requirements, the Product & Offer
Capability Delivery processes are invoked to undertake any necessary
Explanatory
Mandatory
Develop a proposal (or proposals) for the customer which meets the
stated requirements. The development of a sales proposal may require
the selection of a standard product offering, may require the
development of a non-standard offering, or may require the creation of
a project team to construct an offering in response to a customers
Request For Proposal. Note that development of a non-standard sales
proposal or the response to a customers RFP may require the
development of unique solution designs. The development of unique
solutions, within the context of current deployed capabilities, uses the
Design Solutions process within Service Management & Operations to
undertake the necessary feasibility studies. Where current capabilities
are not able to support customers requirements, the Product & Offer
Capability Delivery processes are invoked to undertake any necessary
Optional
Interactions
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1.1.9.5 Manage Sales Accounts
Figure 23. 1.1.9.5 Manage Sales Accounts decomposition
Manage Sales Accounts

Brief Description
Manage the sales accounts assigned to the sales channel on a day-day
basis
The purpose of the Manage Sales Accounts processes is to manage the
sales accounts assigned to the sales channel and/or sales manager on
a day-day basis. These processes are responsible for contacting the
customers associated with each sales account on a regular basis
appropriate for the type of account, to develop the appropriate
relationships and contacts, to prospect for leads, to promote the
enterprises product offerings, etc.
Explanatory
Mandatory
Optional
Interactions
Contact Customer (on regular basis)

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Brief Description
Contact the customers associated with each sales account on a regular
basis appropriate for the type of account. The purpose is to manage
the sales accounts assigned to the sales channel and/or sales manager
on a day-day basis.
Explanatory
The purpose is to manage the sales accounts assigned to the sales
channel and/or sales manager on a day-day basis.
Mandatory
Contact the customers associated with each sales account on a regular
basis appropriate for the type of account.
Optional
Interactions
Develop Contacts & Leads

Brief Description
Develop the appropriate relationships and contacts, prospect for leads,
promote the enterprises product offerings, etc.
Explanatory
Mandatory
Develop the appropriate relationships and contacts, prospect for leads,
promote the enterprises product offerings, etc.
Optional
Interactions
Update Sales Repository

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Brief Description
Responsible for managing and updating sales repository / inventory
Explanatory
This process is reponsible for getting customer configuration
information and KPIs. This process will also update selling information
into repository
Mandatory
Manage and update sales repository
Optional
Interactions
This process will interact with ITIL and non-ITIL application for getting
and updating sale configurations.
1.1.9.6 Acquire Customer Data
Figure 24. 1.1.9.6 Acquire Customer Data decomposition
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Acquire Customer Data

Brief Description
Capture and record all pertinent customer data required for the
initiation, realization and deployment of the agreed sales proposal.
The purpose of this process is to capture and record all pertinent
customer data required for the initiation, realization and deployment of
the agreed sales proposal. In most standard offerings the necessary
customer data is often captured on the sales proposal agreement form
associated with the standard offerings. For non-standard and/or
complex sales agreements associated, for instance, with a customer
RFP, extensive customer information may be required to plan and rollout the agreed solution. For example, Centrex designs require
extensive capture of details surrounding deployment of handsets,
features associated with each handset, customer Centrex groups, etc.
In some cases the necessary level of precise detail may be available
from the Develop Sales Proposal. Where this is not the case, this
process is responsible for determining the precise customer
information required to support the agreed proposal, capturing
(through forms, or customer interviews, etc.) the required customer
information, and storing the details in a form required by other
processes.
Explanatory
Mandatory
Optional
Interactions
Determine Required Customer Data

Brief Description
In most standard offerings the necessary customer data is often
captured on the sales proposal agreement form associated with the
standard offerings. For non-standard and/or complex sales agreements
associated, for instance, with a customer RFP, extensive customer
information may be required to plan and roll-out the agreed solution.
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For example, Centrex designs require extensive capture of details

surrounding deployment of handsets, features associated with each
handset, customer Centrex groups, etc. In some cases the necessary
level of precise detail may be available from the Develop Sales
Proposal. Where this is not the case, this process is responsible for
determining the precise customer information required to support the
agreed proposal.
Explanatory
In most standard offerings the necessary customer data is often
captured on the sales proposal agreement form associated with the
standard offerings. For non-standard and/or complex sales agreements
associated, for instance, with a customer RFP, extensive customer
information may be required to plan and roll-out the agreed solution.
For example, Centrex designs require extensive capture of details
surrounding deployment of handsets, features associated with each
handset, customer Centrex groups, etc.
Mandatory
responsible for determining the precise customer information required
to support the agreed proposal. In some cases the necessary level of
precise detail may be available from the Develop Sales Proposal.
Optional
Interactions
Capture & Record Customer Data

Brief Description
Capture (through forms, or customer interviews, etc.) the required
customer information, and store the details in a form required by other
processes.
Explanatory
processes.
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Mandatory
processes.
Optional
Interactions
1.1.10 Marketing Fulfillment Response
Figure 25. 1.1.10 Marketing Fulfillment Response decomposition
Marketing Fulfillment Response

Brief Description
Responsible for the issue and distribution of marketing collateral
directly to a customer and the subsequent tracking of resultant leads.
Marketing Fulfillment Response processes are responsible for the issue
and distribution of marketing collateral (i.e., coupon, premium, sample,
toys, fliers, etc.) directly to a customer and the subsequent tracking of
resultant leads. These processes include campaign management
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activities from lead generation to product and literature fulfillment, and

hand-off of leads to the selling processes.
Explanatory
Mandatory
Optional
Interactions
1.1.11 Contact/Lead/Prospect
Management
Figure 26. 1.1.11 Contact/Lead/Prospect Management decomposition
Contact/Lead/Prospect Management
Brief Description
Contact/Lead/Prospect Management develops the appropriate
relationships with contacts, leads, and prospects and matches them
with the most appropriate products and ensure that they are handled
appropriately.
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Develops the appropriate relationships with contacts, leads, and
prospects.
Explanatory
Mandatory
Optional
Interactions
Manage Contact
Brief Description
Manage Contact manages all contacts between potential or existing
parties and the enterprise. It deals with the identification of a contact,
its development, enhancement and update
Manage all contacts between potential or existing Parties and the
enterprise
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Track Lead
Brief Description
Track Lead identifies a lead following on from marketing campaign
advertising, or one that arises otherwise in the course of business and
collected here. A lead is tracked, evaluated, and other processes are
notified (such as Selling) for further action.
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Track a lead generated through marketing, or that arise in the course
of business.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Manage Prospect
Brief Description
Manage Prospect matches an assigned lead with the most appropriate
products and ensure that a prospect is handled appropriately. A
prospect represents a pipeline of potential sales, each of which is
expressed in terms of the probability of successful sales closure and an
estimate of the total attainable revenue. The needs of a potential
prospect are analyzed. Based on these needs, potential solutions are
identified from the enterprises product catalog. The lifecycle of a
prospect is tracked, and the outcome (win or loss) for a prospect is
reported. A prospect is also assigned to the appropriate sales channel.
Match an assigned lead with the most appropriate products and ensure
that a prospect is handled appropriately
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
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1.1.11.1 Manage Contact
Figure 27. 1.1.11.1 Manage Contact decomposition
Manage Contact
Brief Description
Manage Contact manages all contacts between potential or existing
parties and the enterprise. It deals with the identification of a contact,
its development, enhancement and update
Manage all contacts between potential or existing Parties and the
enterprise
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Identify Contact
Brief Description
Identify Contact (Party) identifies a party contact with potential or
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existing parties and the enterprise. It deals with the registration of a

contact and the information for access and for authorization.
Register a contact and set access and authority details for a contact.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Develop Contact
Brief Description
Develop, enhance, and update a contact
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Maintain Contact Information

Brief Description
Maintenance of the contact information. E.g. Update and removal of
contacts. Enquiry and reporting related to the contact registering
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The purpose of this process is to keep the contact information up to
date. At request be able to list and report contact information.
Explanatory
Mandatory
Optional
Interactions
1.1.11.2 Track Lead
Figure 28. 1.1.11.2 Track Lead decomposition
Track Lead
Brief Description
Track Lead identifies a lead following on from marketing campaign
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advertising, or one that arises otherwise in the course of business and

collected here. A lead is tracked, evaluated, and other processes are
notified (such as Selling) for further action.
Track a lead generated through marketing, or that arise in the course
of business.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Track Marketing Lead

Brief Description
Track lead following on from marketing campaign advertising, or one
that arises otherwise in the course of business and collected here.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Evaluate Marketing Lead

Brief Description
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Evaluate and notify any other processes, such as Selling, that a lead
exists for further action.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.1.11.3 Manage Prospect
Figure 29. 1.1.11.3 Manage Prospect decomposition
Manage Prospect
Brief Description
Manage Prospect matches an assigned lead with the most appropriate
products and ensure that a prospect is handled appropriately. A
prospect represents a pipeline of potential sales, each of which is
expressed in terms of the probability of successful sales closure and an
estimate of the total attainable revenue. The needs of a potential
prospect are analyzed. Based on these needs, potential solutions are
identified from the enterprises product catalog. The lifecycle of a
prospect is tracked, and the outcome (win or loss) for a prospect is
reported. A prospect is also assigned to the appropriate sales channel.
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Match an assigned lead with the most appropriate products and ensure
that a prospect is handled appropriately
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Analyze Prospect Needs

Brief Description
Analyze Prospect Needs analyzes the needs of a potential prospect.
Based on these needs, potential solutions will be identified from the
enterprise's product catalog by Identify Potential Solutions.
Analyze the needs of a potential prospect.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Identify Potential Solutions

Brief Description
Identify potential solutions from the enterprise's product catalog
against a prospect's needs.
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Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Assign Prospect to Sales Channel

Brief Description
Assign a prospect to the appropriate sales channel to assist in
matching an assigned lead with the most appropriate product
offerings. Ensure that a prospect is handled appropriately.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Track & Report Prospect

Brief Description
Track & Report Prospect tracks the lifecycle of a prospect and reports
the outcome (win or loss) for a prospect. A prospect represents a
pipeline of potential sales, each of which is expressed in terms of the
probability of successful sales closure and an estimate of the total
attainable revenue.
Track the lifecycle of a prospect and report the outcome (win or loss)
for a prospect.
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Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.1.12 Market Performance Management
Figure 30. 1.1.12 Market Performance Management decomposition
Child process(es) to be determined

Process Identifier: N/A
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Brief Description
N/A
N/A
Explanatory
Not used for this process element.
Mandatory
Optional
Interactions
Market Performance Management

Brief Description
Market Performance Involves managing, tracking, monitoring,
analyzing, improving and reporting on the performance of market key
performance indicators
N/A
Explanatory
Mandatory
Optional
Interactions
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1.1.13 Sales Performance Management
Figure 31. 1.1.13 Sales Performance Management decomposition
Sales Performance Management

Brief Description
Sales Performance Management managing, tracking, monitoring,
analyzing, improving and reporting on the performance of specific
sales key performance indicators that can be defined for certain levels,
such as sales channels, organizations, and so forth.
Need an extended description
Explanatory
Mandatory
Optional
Interactions
Set Sales Performance Goals

Brief Description
Set sales performance goals with input from sales strategy and sales
forecasts
Set sales performance goals with input from sales strategy and sales
forecasts, ensuring that sales staff understand clearly expectations of
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them. Will set out how performance links to compensation as defined

by the Sales Chanel Management. Need to address thresholds,
consider refer here to the generic metrics that were added in 15.0
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Track/Monitor Sales Performance

Brief Description
Track/Monitor sales performance for efficiency and effectiveness.
Track/Monitor sales performance for efficiency and effectiveness. How
are sales going against Sale Performance Goals? Automated sales
analytics useful here! Regular reviews are essential
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Analyze Sales Performance

Brief Description
Analyze sales performance against forecasts and strategy
Analyze sales performance against forecasts, strategy, measured by
e.g. sales revenue, sales growth, sales quotas, new accounts won,
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upselling and cross selling, referrals, win/loss ratios, client retention,

customer complaints/customer satisfaction. Consider describing action
that happens if threshold is not met, refer here to the generic metrics
that were added in 15.0
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Report On Sales Performance

Brief Description
Report on sales performance at group and individual level
Report on sales performance at group and individual level preferably
using automated dashboards extracting sales analytics.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Improve Sales Performance

Brief Description
Improve sales performance by identifying what worked and what
didn't, feeding into training (individual, group), recruiting and
compensation.
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Improve sales performance by identifying what worked and what
didn't, feeding into training (individual, group), recruiting and
compensation. Includes best practice identification and replication.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.1.14 Marketing Communications
Figure 32. 1.1.14 Marketing Communications decomposition
Marketing Communications
Brief Description
Develop and manage communications to the market, prospective and
existing customers. Communications involve both the message and the
media. Develop a message and manage its delivery. Also develop and
manage interfaces with press/news and manage an editorial calendar
to plan placements.
Marketing Communications deals with overall communication to
customers and markets. It develops and manages communications to
the market, prospective and existing customers. Communications
involves both the message and the media. It develops a message and
manages its delivery through a bill insert, phone communication with
customers, a web advertisement, social media, or any other
appropriate mechanism. It also develops and manages interfaces with
press/news, for example schedules press interviews, and manages an
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editorial calendar to plan placements, and so forth.

It supports general marketing communications as well as those related
to specific product offerings and marketing campaigns. As such it
interacts with the Marketing Campaign Management and Product
Promotion Development processes.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Define Marketing Communications Strategy

Brief Description
Define the specific communications strategy to be used for positioning
the enterprise in the marketplace, including its relationship to
competitors.
The Define Marketing Communication Strategy defines the specific
communications strategy to be used for positioning the enterprise in
the marketplace, including its relationship to competitors. Establish
Market Strategy defines the overall umbrella, and this process operates
within that umbrella to target the messages for the enterprise in
general, specific product offerings, and marketing campaigns. It
defines a set of arguments and information needed for creating and
developing specific communications.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
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Ensure Marketing Communication Capability

Brief Description
systems and resources) so that a marketing communication can be
delivered. Monitor planned communications and redistribute existing
capability or enable new capability (people, facilities, infrastructure).
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Develop Marketing Communication

Brief Description
Manage all activities and stakeholder engagement to develop and
agree on a marketing communication message and the selection of the
appropriate channel or channels to deliver a message, as well as
production of the communication.
Develop Marketing Communication manages all activities and
stakeholder engagement to develop and agree on a communication
message and the selection of appropriate channel or channels to
support delivery of a marketing message. It also is responsible for
producing the marketing communication and any necessary
customizations of it, such as language specific version of the
communication.
Explanatory
N/A
Mandatory
N/A
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Optional
N/A
Interactions
N/A
Deliver Marketing Communication Collateral

Brief Description
Manage and co-ordinate the delivery of a marketing communication to
the selected channels.
Deliver Marketing Communication manages and co-ordinates the
delivery of the communications to the selected channels. It ensures
that the channels (owned and/or contracted) are adequately trained
and/or informed to manage the message and/or campaign delivery,
and that sufficient resources are available in the selected channel(s) to
support the delivery.
Note that the actual contractual relationship with the supplier may be
established by interacting with Engaged Party domain processes, such
as Party Sourcing Management and Party Agreement Management.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Monitor Marketing Communication Effectiveness

Brief Description
Establish metrics, monitor metrics, and analyze metrics to gauge the
effectiveness of marketing communications.
Monitor Marketing Communication Effectiveness establishes metrics,
monitors metrics, and analyzes metrics to gauge the effectiveness of a
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marketing communication. Based on analysis these processes

feedback suggested changes to re-enforce the message or to adapt
the message to become more effective.
Note that this process' sub-processes reuse a generalized set of metric
processes to develop, gather, and analyze (to some degree) marketing
communication metrics.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Modify Marketing Communication

Brief Description
Modify a marketing communication to improve its effectiveness based
on metric analysis or based on feedback from recipients or
stakeholders.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Archive Marketing Communication

Brief Description
Archive a marketing communication when its useful life is reached.
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Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Undertake Marketing Communications Trend Analysis

Brief Description
Undertake trend analysis on marketing communications including the
identification of problems occurring with them.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
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1.1.14.3 Develop Marketing

Communication
Figure 33. 1.1.14.3 Develop Marketing Communication decomposition

Brief Description
agree on a marketing communication message and the selection of the
appropriate channel or channels to deliver a message, as well as
production of the communication.
Develop Marketing Communication manages all activities and
stakeholder engagement to develop and agree on a communication
message and the selection of appropriate channel or channels to
support delivery of a marketing message. It also is responsible for
producing the marketing communication and any necessary
customizations of it, such as language specific version of the
communication.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Develop Marketing Communication Message

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Brief Description
Develop and agree on a marketing communication message.
Develop Marketing Communication Message develops, including
agreement of, a specific communication message, such as a general
enterprise, marketing campaign or promotion message. Any particular
message may require the coordination of multiple stakeholders to
develop and agree a specific message. These stakeholders could
include media management, all impacted product managers, brand
management, marketing management, owners of the potential
channels, and so forth.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Select Marketing Communication Delivery Channels

Brief Description
Select the appropriate channel or channels to support delivery of a
marketing communication message.
Select Marketing Communication Delivery Channels selects the
appropriate channel or channels to support delivery of a marketing
message associated with a communication. A particular product
offering or marketing campaign may require selection of one or several
delivery channels.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
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Interactions
N/A
Produce Marketing Communication Collateral

Brief Description
Produce marketing communication collateral. Collateral could include
production of pamphlets, trade displays, call center scripts, social
media messages, and so forth.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Customize Marketing Communication Collateral

Brief Description
Customize a marketing communication for individual regions, or
customer groups, and so forth.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
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1.1.14.4 Deliver Marketing Communication

Collateral
Figure 34. 1.1.14.4 Deliver Marketing Communication Collateral decomposition
Deliver Marketing Communication Collateral

Brief Description
Manage and co-ordinate the delivery of a marketing communication to
the selected channels.
Deliver Marketing Communication manages and co-ordinates the
delivery of the communications to the selected channels. It ensures
that the channels (owned and/or contracted) are adequately trained
and/or informed to manage the message and/or campaign delivery,
and that sufficient resources are available in the selected channel(s) to
support the delivery.
Note that the actual contractual relationship with the supplier may be
established by interacting with Engaged Party domain processes, such
as Party Sourcing Management and Party Agreement Management.
Explanatory
N/A
Mandatory
N/A
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Optional
N/A
Interactions
N/A
Manage Marketing Communication Channel Capability

Brief Description
Ensure that the channels (owned and/or contracted) are adequately
trained and/or informed to manage the delivery of a marketing
communication.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Manage Marketing Communication Channel Resources

Brief Description
Ensure that sufficient resources are available in the selected
channel(s) to support a marketing communication delivery.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
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Interactions
N/A
Issue Marketing Communication

Brief Description
Issue and distribute marketing collateral to the market.
Issue Marketing Communication issues (distributes) a marketing
communication to the market. This can involve mailshots, leafleting
and displays at events, inserts in newspapers, television, social media,
and other media advertising and magazines, voice and text messaging
to individuals, and so forth. Direct marketing and sales through web
stores, in-store franchises, and so forth, are also included.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.1.14.5 Monitor Marketing

Communication Effectiveness
Figure 35. 1.1.14.5 Monitor Marketing Communication Effectiveness decomposition
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Monitor Marketing Communication Effectiveness

Brief Description
effectiveness of marketing communications.
Monitor Marketing Communication Effectiveness establishes metrics,
marketing communication. Based on analysis these processes
feedback suggested changes to re-enforce the message or to adapt
the message to become more effective.
communication metrics.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Develop Marketing Communication Metrics

Brief Description
Develop metrics to gauge the effectiveness of market communications.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
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Interactions
N/A
Gather Marketing Communication Metrics

Brief Description
Gather marketing communications metrics to gauge the effectiveness
of one or more communications.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Analyze Marketing Communication Metrics

Brief Description
Analyze gathered marketing communication metrics to identify any
issues with the communication(s).
Analyze Marketing Communication Metrics analyzes gathered
marketing communication(s) metrics to identify any issues with the
communication(s). The analysis includes identifying any established
thresholds that have been crossed and the associated consequence
(good or bad). A report is produced that reflects the effectiveness of
the marketing communication(s).
Explanatory
N/A
Mandatory
N/A
Optional
N/A
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Interactions
N/A
Suggest Marketing Communication Change

Brief Description
Feedback suggested marketing communication changes to re-enforce
the marketing communication or to adapt its message to become more
effective.
Suggest Marketing Communication Change feeds back suggested
marketing communication changes to re-enforce the marketing
communication or to adapt its message to become more effective.
This is based in part on the analysis of marketing communication
metrics.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.1.15 Marketing Campaign Management
Figure 36. 1.1.15 Marketing Campaign Management decomposition
Marketing Campaign Management

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Brief Description
Develop a marketing campaign through a coordinated series of steps
that can include promotion of a product through different mediums
(television, radio, print, online) using a variety of different types of
advertisements to reach the market, customers and channels.
Marketing Campaign Management develops a marketing campaign
through a coordinated series of steps that can include promotion of
one or more product offerings through different mediums (television,
radio, print, online) using a variety of different types of advertisements
to reach the market, customers and channels.
Marketing campaigns can be designed with different ends in mind,
including building a brand image, introducing a new product, retaining
customers, bringing in new customers, increasing sales of a product
already on the market, or even reducing the impact of negative news.
Marketing Campaign Management works with other processes, such as
Brand Management, Market Research, Marketing Communications,
Product Offering Promotion Development, and Advertising
Management to design marketing promotions and advertising, to
determine trade show participation and presence, to support product
introductions, and so forth. One of the key roles of all these processes
is to position the product in the market, especially versus competitive
products.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Plan Marketing Campaign

Brief Description
Put together a plan for a marketing campaign to be used for
positioning the enterprise and its product offerings in the marketplace.
The plan includes targets, delivery channels, budget, return on
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investment (ROI). This process also ensures the campaign adheres to

the overall campaign plan developed by Market Strategy & Policy.
Plan Marketing Campaign defines the specific strategy, objectives,
start/end date, and messages to be used for positioning the enterprise
in the marketplace, including its relationship to competitors. Establish
Market Strategy defines the overall umbrella, and this process operates
within that umbrella to target the marketing campaigns for the
enterprise in general, specific products, market segments, customers
and prospects, and so forth.
It selects the appropriate channel or channels to support delivery of
the campaign and defines contact rules in order to make certain that
commercial pressure on customers is managed.
A budget and return on investment (ROI) are also prepared and the
budget is approved by the appropriate stakeholders.
It ensures that that the campaign adheres to the campaign plan
defined by Market Strategy & Policy specifically to fall in sequence with
other campaigns in the plan to reach the expected business objectives
for a specific market segment.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Ensure Marketing Campaign Capability

Brief Description
systems and resources) so that the marketing campaign can be
launched and managed. Monitor planned campaigns and redistribute
existing capability or enable new capability (people, facilities,
infrastructure).
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Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Develop Marketing Campaign

Brief Description
agree on a marketing campaign and the selection of appropriate
channel or channels to support delivery of the campaign.
Develop Marketing Campaign manages all activities and stakeholder
engagement to develop and agree on a marketing campaign. It also
interacts with Marketing Communications to develop campaign
messages and Product Offering Promotion Development to create
product offering promotions associated with the campaign.
The criteria used to identify the customer and other parties targeted by
the marketing campaign are defined. Develop a target list of customers
and other parties that will be contacted as part of the campaign.
Describe the marketing campaign proposition which that will be
addressed to each market sub-segment in terms of discounts for
associated product promotions, requested effort, and validity period.
Design the marketing campaign workflow which includes establishing
and scheduling waves, or periodical steps in the campaign. Each wave
is designed to take into account responses from those targeted by the
campaign.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
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Interactions
N/A
Launch Marketing Campaign

Brief Description
Manage and co-ordinate the delivery of the marketing campaign to the
selected channel(s).
Launch Marketing Campaign executes the marketing campaign by
managing and coordinating the delivery of the marketing campaign to
the selected channel(s). It ensures that the channel(s) (owned and/or
contracted) are adequately trained and/or informed to manage the
campaign launch, and that sufficient resources are available in the
selected channel(s) to support the launch.
An initial launch of the marketing campaign may be made to limited
audiences in order to validate the campaign before it is formally
launched. In this case the Monitor Marketing Campaign Effectiveness
process may also be executed during the initial launch.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Monitor Marketing Campaign Effectiveness

Brief Description
effectiveness of a marketing campaign or campaigns.
Monitor Marketing Campaign Effectiveness establishes metrics,
marketing campaign or campaigns. Based on analysis these processes
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feedback suggested changes to adapt the campaign or campaigns to

become more effective now or in the future.
campaign metrics.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Modify Marketing Campaign

Brief Description
Modify a marketing campaign to improve its effectiveness based on
metric analysis or based on feedback from recipients or stakeholders.
Modify Marketing Campaign updates a marketing campaign to improve
its effectiveness based on metric analysis or based on feedback from
recipients or stakeholders.
It may also extend the end date of a marketing campaign if warranted
and modify the campaign message based on feedback from the market
and external stakeholders.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
End Marketing Campaign

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Brief Description
End a marketing campaign when its useful life is reached. It may also
include an assessment of the campaign by reusing Monitor Marketing
Campaign Effectiveness and add comments about the campaign's
success.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Undertake Marketing Campaigns Trend Analysis

Brief Description
Undertake trend analysis on marketing campaigns including the
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
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1.1.15.3 Develop Marketing Campaign
Figure 37. 1.1.15.3 Develop Marketing Campaign decomposition
Develop Marketing Campaign

Brief Description
agree on a marketing campaign and the selection of appropriate
channel or channels to support delivery of the campaign.
Develop Marketing Campaign manages all activities and stakeholder
engagement to develop and agree on a marketing campaign. It also
interacts with Marketing Communications to develop campaign
messages and Product Offering Promotion Development to create
product offering promotions associated with the campaign.
the marketing campaign are defined. Develop a target list of customers
and other parties that will be contacted as part of the campaign.
and scheduling waves, or periodical steps in the campaign. Each wave
is designed to take into account responses from those targeted by the
campaign.
Explanatory
N/A
Mandatory
N/A
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Optional
N/A
Interactions
N/A
Create Marketing Campaign

Brief Description
Engage with stakeholders engagement to develop a marketing
campaign.
Create Marketing Campaign manages all activities and stakeholder
engagement to develop a marketing campaign. The criteria used to
identify the customer and other parties targeted by the marketing
campaign are defined. Develop a target list of customers and other
parties that will be contacted as part of the campaign.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Define Marketing Campaign Criteria

Brief Description
the marketing campaign are defined.
Define Marketing Campaign Criteria develops the criteria used to
identify the customer and other parties targeted by the marketing
campaign. It also develops a target list of customers and other parties
that will be contacted as part of the campaign.
Explanatory
N/A
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Mandatory
N/A
Optional
N/A
Interactions
N/A
Define Marketing Campaign Proposition

Brief Description
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Design Marketing Campaign Workflow

Brief Description
and scheduling waves, or periodical steps in the campaign.
Design Marketing Campaign workflow designs the marketing campaign
workflow which includes establishing and scheduling waves, or
periodical steps in the campaign. Each wave is designed to take into
account responses from those targeted by the campaign.
Explanatory
N/A
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Mandatory
N/A
Optional
N/A
Interactions
N/A
Obtain Marketing Campaign Agreement

Brief Description
Obtain stakeholder agreement for the marketing campaign.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
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1.1.15.4 Launch Marketing Campaign
Figure 38. 1.1.15.4 Launch Marketing Campaign decomposition
Launch Marketing Campaign

Brief Description
Manage and co-ordinate the delivery of the marketing campaign to the
selected channel(s).
Launch Marketing Campaign executes the marketing campaign by
managing and coordinating the delivery of the marketing campaign to
the selected channel(s). It ensures that the channel(s) (owned and/or
contracted) are adequately trained and/or informed to manage the
campaign launch, and that sufficient resources are available in the
selected channel(s) to support the launch.
An initial launch of the marketing campaign may be made to limited
audiences in order to validate the campaign before it is formally
launched. In this case the Monitor Marketing Campaign Effectiveness
process may also be executed during the initial launch.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
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Interactions
N/A
Manage Marketing Campaign Channel Capability

Brief Description
Ensure that the channel(s) (owned and/or contracted) are adequately
trained and/or informed to manage the launch of a marketing
campaign.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Manage Marketing Campaign Channel Resources

Brief Description
Ensure that sufficient resources are available in the selected channel(s)
to support a marketing campaign's launch.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
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Complete Marketing Campaign Launch

Brief Description
Complete the launch of a marketing campaign to the market.
Complete Marketing Campaign Launch completes the launch of a
marketing campaign to the market. It is coordinated with the delivery
of the associated marketing communications and product promotions.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.1.15.5 Monitor Marketing Campaign

Effectiveness
Figure 39. 1.1.15.5 Monitor Marketing Campaign Effectiveness decomposition
Monitor Marketing Campaign Effectiveness

Page 187 of 1540

Brief Description
campaign metrics.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Develop Marketing Campaign Metrics

Brief Description
Develop metrics to gauge the effectiveness of market campaigns.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
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Gather Marketing Campaign Metrics

Brief Description
Gather marketing campaign metrics to gauge the effectiveness of
campaign(s).
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Analyze Marketing Campaign Metrics

Brief Description
Analyze gathered marketing campaign(s) metrics to identify any issues
with the campaign(s).
Analyze Marketing Campaign Metrics analyzes gathered marketing
campaign(s) metrics to identify any issues with the campaign(s). The
analysis includes identifying any established thresholds that have been
crossed and the associated consequence (good or bad). A report is
produced that reflects the effectiveness of the marketing campaign(s).
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Page 189 of 1540

Suggest Marketing Campaign Change

Brief Description
Feedback suggested marketing campaign changes to adapt it to
become more effective.
Suggest Marketing Campaign Change feeds back suggested marketing
campaign changes to adapt it to become more effective. This is based
in part on the analysis of marketing campaign metrics.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.2.1 Product & Offer Portfolio Planning
Figure 40. 1.2.1 Product & Offer Portfolio Planning decomposition
Product & Offer Portfolio Planning

Brief Description
Develop strategies for products at the portfolio level.
Page 190 of 1540

Product & Offer Portfolio Planning processes develop strategies for
products at the portfolio level. The decision is made as to which
product types the enterprise wants or needs to offer, and how it plans
to enter or grow in these sectors. This will be done based on multiple
inputs: including Enterprise Strategies, Market Research and Market
Analysis.
Explanatory
Mandatory
Optional
Interactions
Gather & Analyze Product Information

Brief Description
Research information relating to product ideas and opportunities and
identify product opportunities
Gather & Analyze Product Information processes research information
relating to product ideas and opportunities and identify product
opportunities based on the analysis of external and internal
information sources. These processes encompass analysis to identify
new products as well as reviewing existing products. They also include
the establishment and management of relationships with external
providers of product information, and the management of internal
resources used for providing product information.
Explanatory
Mandatory
Optional
Interactions
Page 191 of 1540

Establish Product Portfolio Strategy

Brief Description
Define and agree the product and offer portfolio structure to be used
within the enterprise
The Establish Product Portfolio Strategy processes define the overall
structure of the product portfolios to be used across the enterprise, or
between or within business units. These products and product
portfolios form the basis of offers made to customers. It includes the
agreement on and implementation of cross-portfolio and cross-product
co-ordination and management functions.
Explanatory
Mandatory
Optional
Interactions
Produce Product Portfolio Business Plans

Brief Description
Develop product and product portfolio business plans to guide product
development within the enterprise.
The Produce Product Portfolio Business Plans processes develop
product and product portfolio business plans to guide new product
development and enhancements for existing products within the
enterprise. These plans include portfolio forecasts, negotiation for
required level of resources, outlines of the strategy for offering of the
products into the market, anticipated pricing strategies, projected
revenues and costs, product performance requirements, operational
requirements, gaining interdepartmental, process, infrastructure and
supply chain commitment and executive approval, as well as
communicating the plans.
Page 192 of 1540

The portfolio plans can be developed top-down from the overall

enterprise business strategy, or can be developed as a bottom-up
amalgamation and summary of individual product plans contained
within the portfolio, or some combination of the two approaches.
Explanatory
Mandatory
Optional
Interactions
Gain Commitment to Product Business Plans

Brief Description
Gain enterprise commitment to the product portfolio strategy and
individual product plans
The Gain Commitment to Product Business Plans processes gain
enterprise commitment to the product portfolio strategy and individual
product plans. These processes include all aspects of identification of
stakeholders and negotiation to gain stakeholder approval.
Explanatory
Mandatory
Optional
Interactions
Page 193 of 1540

1.2.1.1 Gather & Analyze Product

Information
Figure 41. 1.2.1.1 Gather & Analyze Product Information decomposition
Gather & Analyze Product Information

Brief Description
Research information relating to product ideas and opportunities and
identify product opportunities
Gather & Analyze Product Information processes research information
relating to product ideas and opportunities and identify product
opportunities based on the analysis of external and internal
information sources. These processes encompass analysis to identify
new products as well as reviewing existing products. They also include
the establishment and management of relationships with external
providers of product information, and the management of internal
resources used for providing product information.
Explanatory
Page 194 of 1540

Mandatory
Optional
Interactions
Gather Product Information

Brief Description
Establish and management of external providers and internal resources
for providing product information.
Gather Product information processes focus on establishment and
Management of relationships with external providers of product
product information.
Information may also be gathered by interacting with processes that
perform competitive analysis, market research, and market analysis.
Explanatory
Mandatory
Optional
Interactions
Analyze Product Information

Brief Description
Identify new product offerings, review existing product offerings,
research information about product offering ideas.
Analyze Product information processes focus on research of
information relating to product ideas and opportunities and identify
Page 195 of 1540

product opportunities based on analysis of the external and internal

information sources. These processes are responsible for analysis to
identify new product offerings as well as review of existing product
offerings.
If new resource and/or service infrastructure is needed then this
process interacts with the processes that develop resource strategies
and/or service strategies to insure new product offerings can be
developed. Similarly interaction with market/sales strategy processes
may result if new sales channels or market segments are needed.
Explanatory
Mandatory
Optional
Interactions
Page 196 of 1540

1.2.1.2 Establish Product Portfolio

Strategy
Figure 42. 1.2.1.2 Establish Product Portfolio Strategy decomposition
Establish Product Portfolio Strategy

Brief Description
Define and agree the product and offer portfolio structure to be used
within the enterprise
The Establish Product Portfolio Strategy processes define the overall
structure of the product portfolios to be used across the enterprise, or
between or within business units. These products and product
portfolios form the basis of offers made to customers. It includes the
co-ordination and management functions.
Explanatory
Mandatory
Page 197 of 1540

Optional
Interactions
Define overall product portfolios structure

Brief Description
Define overall structure of product portfolios
Define overall product portfolios structure processes focus on defining
overall structure of product portfolios to be used across the enterprise,
or between or within business units. These products and product
portfolios form the basis of offers made to customers.
Explanatory
Mandatory
Optional
Interactions
Implement product portfolio management functions

Brief Description
Implement cross-portfolio and cross-product co-ordination
implement product portfolio management functions processes focus on
co-ordination and, management functions.
Explanatory
Mandatory
Page 198 of 1540

Optional
Interactions
1.2.1.3 Produce Product Portfolio

Business Plans
Figure 43. 1.2.1.3 Produce Product Portfolio Business Plans decomposition
Produce Product Portfolio Business Plans

Brief Description
Develop product and product portfolio business plans to guide product
development within the enterprise.
The Produce Product Portfolio Business Plans processes develop
product and product portfolio business plans to guide new product
development and enhancements for existing products within the
enterprise. These plans include portfolio forecasts, negotiation for
required level of resources, outlines of the strategy for offering of the
products into the market, anticipated pricing strategies, projected
revenues and costs, product performance requirements, operational
requirements, gaining interdepartmental, process, infrastructure and
supply chain commitment and executive approval, as well as
communicating the plans.
The portfolio plans can be developed top-down from the overall
enterprise business strategy, or can be developed as a bottom-up
Page 199 of 1540

amalgamation and summary of individual product plans contained

within the portfolio, or some combination of the two approaches.
Explanatory
Mandatory
Optional
Interactions
Co-ordinate Product Business Plans

Brief Description
Co-ordinate development of product and product portfolio business
plans to guide new product development and enhancements for
existing products within the enterprise.
Explanatory
Mandatory
Optional
Interactions
Communicate Business Plans

Brief Description
Communicating the plans
Page 200 of 1540

Explanatory
Mandatory
Optional
Interactions
Develop Product Portfolio Forecasts

Brief Description
Develop portfolio forecasts
Explanatory
Mandatory
Optional
Interactions
Negotiate Product Business Plan Resources

Brief Description
Negotiate for required level of resources
Explanatory
Mandatory
Page 201 of 1540

Optional
Interactions
Develop Outline Market Strategy

Brief Description
Develop outlines of the strategy for offering of the products into the
market
Explanatory
Mandatory
Optional
Interactions
Develop Product Pricing Strategy

Brief Description
Develop anticipated pricing strategies,
Explanatory
Mandatory
Optional
Interactions
Page 202 of 1540

Develop Revenue/Cost Projections

Brief Description
Develop projected revenues and costs
Explanatory
Mandatory
Optional
Interactions
Develop Product Performance Requirements

Brief Description
Develop product performance requirements
Explanatory
Mandatory
Optional
Interactions
Develop Product Operational Requirements

Page 203 of 1540

Brief Description
Develop operational requirements
Explanatory
Mandatory
Optional
Interactions
Gain Business Plan Commitment and Approval

Brief Description
Gain interdepartmental, process, infrastructure and partnering
commitment and executive approval
Explanatory
Mandatory
Optional
Interactions
Page 204 of 1540

1.2.1.4 Gain Commitment to Product

Business Plans
Figure 44. 1.2.1.4 Gain Commitment to Product Business Plans decomposition
Gain Commitment to Product Business Plans

Brief Description
Gain enterprise commitment to the product portfolio strategy and
The Gain Commitment to Product Business Plans processes gain
enterprise commitment to the product portfolio strategy and individual
product plans. These processes include all aspects of identification of
stakeholders and negotiation to gain stakeholder approval.
Explanatory
Mandatory
Optional
Interactions
Identify Stakeholders to Product Business plans

Page 205 of 1540

Brief Description
Identify stakeholders of Product Business plans
Explanatory
Mandatory
Optional
Interactions
Gain Product Business Plans Stakeholders Approval

Brief Description
Negotiate and gain stakeholders' approval for product business plans.
Gain Product Business Plans Stakeholders Approval negotiates and
gains stakeholders' approval for product business plans.
Typical questions that may be asked are:
Is it necessary to introduce a new product?
When will the product break even?
If the answer to the first question is no, then the plan may be rejected.
If the break-even point is too far in the future the plan may be rejected
or the plan may have to be revised so that the break-even point is
reached sooner.
Explanatory
Mandatory
Optional
Interactions
Page 206 of 1540

Gain Enterprise Commitment to Product Business plans

Brief Description
Gain Enterprise commitment to the product portfolio strategy and
Explanatory
Mandatory
Optional
Interactions
1.2.2 Product & Offer Capability Delivery
Figure 45. 1.2.2 Product & Offer Capability Delivery decomposition
Product & Offer Capability Delivery

Page 207 of 1540

Brief Description
Manage the delivery and build of new or changed Product & Offer and
delivery capabilities within an enterprise.
Based on the Product strategy for the enterprise, the Product & Offer
Capability Delivery processes manage the delivery and build of new or
changed Product offering and delivery capabilities within an enterprise.
It also handles their requisite infrastructure, where the technologies,
scope or type/depth of infrastructure is significantly different to that
currently employed in the enterprise. e.g. introduction of Thirdgeneration Mobile Telephony networks.
Explanatory
Mandatory
Optional
Interactions
Define Product Capability Requirements

Brief Description
Define and obtain agreement to the detailed infrastructure
requirements to support the product portfolio and individual product
plans
The Define Product Capability Requirements processes define and
obtain agreement to the detailed infrastructure requirements to
support the product portfolio and individual product plans. Product
infrastructure requirements to support new product initiatives for the
product lifecycle management are captured in this process, as well as
any product infrastructure requirements needed to support the specific
offers being made to customers through the sales channels. These
processes also identify the service infrastructure capabilities required
to deliver the product infrastructure. The processes include any crossenterprise co-ordination and management functions to ensure that the
requirements capture the needs of all stakeholders.
These processes provide input into the requirements capture processes
in the Service and Party Offering Development & Retirement processes,
and potentially the Resource, horizontal process groupings.
Page 208 of 1540

Explanatory
Mandatory
Optional
Interactions
Capture Product Capability Shortfalls

Brief Description
Identify specific or imminent product capacity, product performance
and/or product operational support shortfalls
The Capture Product Capability Shortfalls processes identify specific or
imminent product capacity, product performance and/or product
operational support shortfalls. These processes take information
available from the Customer Relationship Management processes to
establish detailed views of anticipated product capacity and
performance shortfalls and support process issues.
Explanatory
Mandatory
Optional
Interactions
Approve Product Business Case

Brief Description
Develop and gain approval for a business case to develop and deliver
the required capabilities, including identification of potential partners.
The Approve Product Business Case processes capture all activities
Page 209 of 1540

required to develop and gain the necessary level of approval for a

business case to develop and deliver the required capabilities,
including identification of potential business partners. The business
case should identify any required product infrastructure components,
development costs and anticipated benefits, including revenue gains,
productivity gains, performance improvements and/or operational cost
improvements. The business case should also include a general view of
the types of product offers which could be developed and deployed
using the product infrastructure, but would not necessarily include a
specific proposal to launch a specific product. This later activity is
managed by the PLM processes. The processes include any crossenterprise co-ordination and management functions to ensure that the
business case is supported by all stakeholders.
Explanatory
Mandatory
Optional
Interactions
Deliver Product Capability

Brief Description
Manage the co-coordinated delivery in line with the approved business
case of all required product infrastructure capabilities for that business
case across the enterprise
The Deliver Product Capability processes ensure the co-coordinated
delivery in line with the approved business case of all required product
infrastructure capabilities for that business case across the enterprise.
It is predominantly a program/project management function, with the
detailed management of individual infrastructure component delivery
managed through separate processes. The processes track and ensure
that the business case cost parameters are met, and anticipated
benefits and ongoing operational costs are likely to be achieved
Explanatory
Page 210 of 1540

Mandatory
Optional
Interactions
Manage Handover to Product Operations

Brief Description
Manage the processes involved in handover of deployed product
infrastructure to operational control
The Manage Handover to Product Operations processes manage the
processes involved in handover of deployed product infrastructure to
operational control. These processes ensure that all performance and
operational design requirements have been met by the installed
product infrastructure, and that all tools, test equipment, operational
procedures, support groups, and training is in place to allow for
successful operation. These processes include the management and
coordination of all stakeholders required to gain approval and
acceptance of the handover to operational control.
Explanatory
Mandatory
Optional
Interactions
Manage Product Capability Delivery Methodology

Brief Description
Define and manage the methodology to be adopted for product
capability delivery across the enterprise
Page 211 of 1540

The Manage Product Capability Delivery Methodology processes define
and manage the methodology to be adopted for product capability
delivery across the enterprise. The processes define the procedures
and steps to follow to ensure that all project activities across the
enterprise to develop infrastructure capability are co-coordinated,
visible and controlled. These processes define the steps in the
methodology, and approval process or gates to be passed by individual
product capability delivery projects, and may maintain a repository of
all activities as a part of the coordination aspects.
Explanatory
Mandatory
Optional
Interactions
1.2.2.1 Define Product Capability

Requirements
Figure 46. 1.2.2.1 Define Product Capability Requirements decomposition
Define Product Capability Requirements

Page 212 of 1540

Brief Description
Define and obtain agreement to the detailed infrastructure
plans
The Define Product Capability Requirements processes define and
obtain agreement to the detailed infrastructure requirements to
infrastructure requirements to support new product initiatives for the
product lifecycle management are captured in this process, as well as
any product infrastructure requirements needed to support the specific
offers being made to customers through the sales channels. These
processes also identify the service infrastructure capabilities required
to deliver the product infrastructure. The processes include any crossenterprise co-ordination and management functions to ensure that the
requirements capture the needs of all stakeholders.
and potentially the Resource, horizontal process groupings.
Explanatory
Mandatory
Optional
Interactions
Capture Product Infrastructure Requirements

Brief Description
These processes define the detailed infrastructure requirements to
infrastructure requirements to support new product initiatives in the
PLM vertical are captured in this process, as well as any product
infrastructure requirements needed to support the specific offers being
made to customers through the sales channels. These processes also
identify the service infrastructure capabilities required to deliver the
product infrastructure.
Page 213 of 1540

Explanatory
Mandatory
Optional
Interactions
Agree Product Infrastructure Requirements

Brief Description
These processes obtain agreement to the detailed infrastructure
plans. The processes include any cross-enterprise co-ordination and
management functions to ensure that the requirements capture the
needs of all stakeholders.
Explanatory
Mandatory
Optional
Interactions
Report Product Infrastructure Requirements

Brief Description
and potentially the Resource domain process groupings.
Page 214 of 1540

Explanatory
Mandatory
Optional
Interactions
1.2.2.2 Capture Product Capability

Shortfalls
Figure 47. 1.2.2.2 Capture Product Capability Shortfalls decomposition
Capture Product Capability Shortfalls

Brief Description
Identify specific or imminent product capacity, product performance
and/or product operational support shortfalls
The Capture Product Capability Shortfalls processes identify specific or
imminent product capacity, product performance and/or product
available from the Customer Relationship Management processes to
establish detailed views of anticipated product capacity and
Page 215 of 1540

Explanatory
Mandatory
Optional
Interactions
Capture Product Capacity Shortfalls

Brief Description
These processes identify specific or imminent product capacity
shortfalls. These processes take information available from the
Customer Relationship Management processes to establish detailed
views of anticipated product capacity issues.
Explanatory
Mandatory
Optional
Interactions
Capture Product Performance Shortfalls

Brief Description
These processes identify specific or imminent product performance
views of anticipated product performance issues.
Page 216 of 1540

Explanatory
Mandatory
Optional
Interactions
Capture Product Operational Support Shortfalls

Brief Description
These processes identify specific or imminent product operational
support shortfalls. These processes take information available from the
views of anticipated product operational support issues.
Explanatory
Mandatory
Optional
Interactions
Page 217 of 1540

1.2.2.3 Approve Product Business Case
Figure 48. 1.2.2.3 Approve Product Business Case decomposition
Approve Product Business Case

Brief Description
Develop and gain approval for a business case to develop and deliver
the required capabilities, including identification of potential partners.
The Approve Product Business Case processes capture all activities
required to develop and gain the necessary level of approval for a
business case to develop and deliver the required capabilities,
including identification of potential business partners. The business
case should identify any required product infrastructure components,
development costs and anticipated benefits, including revenue gains,
improvements. The business case should also include a general view of
the types of product offers which could be developed and deployed
using the product infrastructure, but would not necessarily include a
specific proposal to launch a specific product. This later activity is
managed by the PLM processes. The processes include any crossenterprise co-ordination and management functions to ensure that the
business case is supported by all stakeholders.
Page 218 of 1540

Explanatory
Mandatory
Optional
Interactions
Develop Product Business Case

Brief Description
These processes capture all activities required to develop a business
case to develop and deliver the required capabilities, including
identification of potential partners. The business case should identify
any required product infrastructure components, development costs
and anticipated benefits, including revenue gains, productivity gains,
performance improvements and/or operational cost improvements. The
business case should also include a general view of the types of
product offers which could be developed and deployed using the
product infrastructure, but would not necessarily include a specific
proposal to launch a specific product. This later activity is managed by
the PLM processes.
Explanatory
Mandatory
Optional
Interactions
Gain Product Business Case Approval

Page 219 of 1540

Brief Description
These processes capture all activities required to gain the necessary
level of approval for a business case to develop and deliver the
required capabilities. The processes include any cross-enterprise coordination and management functions to ensure that the business case
is supported by all stakeholders.
Explanatory
Mandatory
Optional
Interactions
1.2.2.4 Deliver Product Capability
Figure 49. 1.2.2.4 Deliver Product Capability decomposition
Deliver Product Capability

Brief Description
Manage the co-coordinated delivery in line with the approved business
Page 220 of 1540

case of all required product infrastructure capabilities for that business

case across the enterprise
The Deliver Product Capability processes ensure the co-coordinated
infrastructure capabilities for that business case across the enterprise.
It is predominantly a program/project management function, with the
managed through separate processes. The processes track and ensure
that the business case cost parameters are met, and anticipated
benefits and ongoing operational costs are likely to be achieved
Explanatory
Mandatory
Optional
Interactions
Co-ordinate Product Capability Delivery

Brief Description
These processes ensure the co-coordinated delivery in line with the
approved business case of all required product infrastructure
capabilities for that business case across the enterprise. It is
predominantly a program/project management function, with the
managed through separate processes.
Explanatory
Mandatory
Optional
Page 221 of 1540

Interactions
Track Product Capability Business Case Costs

Brief Description
These processes track and ensure that the business case cost
parameters are met for all required product infrastructure capabilities.
Explanatory
Mandatory
Optional
Interactions
Ensure Product Capability Benefits & Operational Costs

Brief Description
These processes track and ensure that the anticipated benefits and
ongoing operational costs are likely to be achieved for all required
product infrastructure capabilities.
Explanatory
Mandatory
Optional
Interactions
Page 222 of 1540

1.2.2.5 Manage Handover to Product

Operations
Figure 50. 1.2.2.5 Manage Handover to Product Operations decomposition
Manage Handover to Product Operations

Brief Description
Manage the processes involved in handover of deployed product
The Manage Handover to Product Operations processes manage the
processes involved in handover of deployed product infrastructure to
operational control. These processes ensure that all performance and
operational design requirements have been met by the installed
product infrastructure, and that all tools, test equipment, operational
Explanatory
Mandatory
Page 223 of 1540

Optional
Interactions
Co-ordinate Product Operational Handover

Brief Description
These processes co-ordinate the processes involved in handover of
deployed product infrastructure to operational control, including the
management and coordination of all stakeholders required to gain
approval and acceptance of the handover.
Explanatory
Mandatory
Optional
Interactions
Validate Product Infrastructure Design

Brief Description
These processes ensure that all performance and operational design
requirements have been met by the installed product infrastructure.
Explanatory
Mandatory
Optional
Page 224 of 1540

Interactions
Ensure Product Handover Support

Brief Description
These processes ensure that all tools, test equipment, operational
successful operation.
Explanatory
Mandatory
Optional
Interactions
Page 225 of 1540

1.2.2.6 Manage Product Capability

Delivery Methodology
Figure 51. 1.2.2.6 Manage Product Capability Delivery Methodology decomposition
Manage Product Capability Delivery Methodology

Brief Description
Define and manage the methodology to be adopted for product
capability delivery across the enterprise
The Manage Product Capability Delivery Methodology processes define
and manage the methodology to be adopted for product capability
delivery across the enterprise. The processes define the procedures
and steps to follow to ensure that all project activities across the
enterprise to develop infrastructure capability are co-coordinated,
visible and controlled. These processes define the steps in the
methodology, and approval process or gates to be passed by individual
product capability delivery projects, and may maintain a repository of
all activities as a part of the coordination aspects.
Explanatory
Page 226 of 1540

Mandatory
Optional
Interactions
Define Product Capability Delivery Methodology

Brief Description
These processes define the methodology to be adopted for product
capability delivery across the enterprise. The processes define the
procedures and steps to follow to ensure that all project activities
across the enterprise to develop infrastructure capability are cocoordinated, visible and controlled. These processes define the steps in
the methodology, and approval process or gates.
Explanatory
Mandatory
Optional
Interactions
Maintain Product Capability Delivery Repository

Brief Description
These processes manage the methodology to be adopted for product
capability delivery across the enterprise. These processes may
maintain a repository of all activities as a part of the coordination
aspects, including approval process or gates to be passed by individual
product capability delivery projects.
Page 227 of 1540

Explanatory
Mandatory
Optional
Interactions
1.2.3 Product & Offer Development &

Retirement
Figure 52. 1.2.3 Product & Offer Development & Retirement decomposition

Page 228 of 1540

Brief Description
N/A
N/A
Explanatory
Mandatory
Optional
Interactions
Product & Offer Development & Retirement

Brief Description
Develop and deliver new products and product enhancements and new
features, ready for implementation by the Operations processes.
Product Development & Retirement processes develop and deliver new
products or services and product or service enhancements and new
features, ready for implementation by the Operations processes.
Additionally they handle the withdrawal of product offerings from the
marketplace. Product Development and Retirement processes are
project oriented (day to day management of product offerings are
handled by the Operations processes). The key measures of this
process are how effectively are the enterprises products and services
broadened and the time to market for new products and services or
features. These processes also manage major product and service
updates and enhancement. Business Case development tracking and
commitment are key elements of this process, as are project
management discipline with defined quality gates.
Explanatory
Mandatory
Page 229 of 1540

Optional
Interactions
1.2.3.1 Gather & Analyze New Product

Ideas
Figure 53. 1.2.3.1 Gather & Analyze New Product Ideas decomposition
Gather & Analyze New Product Ideas[DELETED]

Process Identifier: 1.2.3.1 (This Process ID has been deliberately unused!)
Brief Description
Deleted
Deleted
Explanatory
Mandatory
Optional
Interactions
Page 230 of 1540

Gather Product Ideas[DELETED]

Process Identifier: 1.2.3.1.1 (This Process ID has been deliberately
unused!)
Brief Description
Deleted
Deleted
Explanatory
Mandatory
Optional
Interactions
Identify Opportunities and Requirements[DELETED]

unused!)
Brief Description
Deleted
Deleted
Explanatory
Mandatory
Optional
Interactions
Develop New Opportunity Concepts[DELETED]
Page 231 of 1540

unused!)
Brief Description
Deleted
Deleted
Explanatory
Mandatory
Optional
Interactions
1.2.3.4 Develop Product

Commercialization Strategy
Figure 54. 1.2.3.4 Develop Product Commercialization Strategy decomposition
Page 232 of 1540

Develop Product Commercialization Strategy[DELETED]

Brief Description
Deleted
Deleted
Explanatory
Mandatory
Optional
Interactions
Develop Product Commercialization Case[DELETED]

unused!)
Brief Description
Deleted
Deleted
Explanatory
Mandatory
Optional
Interactions
Gain Product Commercialization Case Approval[DELETED]

unused!)
Page 233 of 1540

Brief Description
Deleted
Deleted
Explanatory
Mandatory
Optional
Interactions
1.2.3.7 Launch New Products
Figure 55. 1.2.3.7 Launch New Products decomposition
Launch New Products[DELETED]

Brief Description
Deleted
Deleted
Page 234 of 1540

Explanatory
Mandatory
Optional
Interactions
Identify Product Issues[DELETED]

unused!)
Brief Description
Deleted
Deleted
Explanatory
Mandatory
Optional
Interactions
Manage Product Improvements[DELETED]

unused!)
Brief Description
Deleted
Deleted
Explanatory
Page 235 of 1540

Mandatory
Optional
Interactions
Manage Product Handover[DELETED]

unused!)
Brief Description
Deleted
Deleted
Explanatory
Mandatory
Optional
Interactions
1.2.3.8 Manage Product Exit
Figure 56. 1.2.3.8 Manage Product Exit decomposition
Page 236 of 1540

Manage Product Exit[DELETED]

Brief Description
Deleted
Deleted
Explanatory
Mandatory
Optional
Interactions
Identify Unviable Products[DELETED]

unused!)
Brief Description
Deleted
Deleted
Explanatory
Mandatory
Optional
Interactions
Identify Impacted Product Customers[DELETED]

unused!)
Page 237 of 1540

Brief Description
Deleted
Deleted
Explanatory
Mandatory
Optional
Interactions
Develop Product Transition Strategies[DELETED]

unused!)
Brief Description
Deleted
Deleted
Explanatory
Mandatory
Optional
Interactions
Manage Product Exit Process[DELETED]

unused!)
Brief Description
Deleted
Page 238 of 1540

Deleted
Explanatory
Mandatory
Optional
Interactions
1.2.4 Product Support & Readiness
Figure 57. 1.2.4 Product Support & Readiness decomposition
Product Support & Readiness

Brief Description
Product Support & Readiness processes ensure the support capability
is in place to allow the CRM Fulfillment, Assurance and Billing
Page 239 of 1540


is in place to allow the Product Fulfillment, Assurance and Billing
Provision of product process infrastructure
Policy support and decision support knowledge for product offerings
Maintaining inventories to support the product data required by the
FAB and CRM OS&R processes
individual Product FAB processes
Longer-term trend analysis on product FAB processes in order to
Explanatory
Mandatory
Optional
Interactions
Support Customer QoS/SLA

Brief Description
Support Customer QoS/SLA Management processes by proactively
monitoring and assessing the performance of purchased product
offerings as a group against agreed QoS/SLA parameters, and
monitoring, managing and reporting on the capability of the Customer
QoS/SLA Management processes.
The responsibilities of the Support Customer QoS/SLA Management
processes are twofold - support Customer QoS/SLA Management
processes by proactively monitoring and assessing the performance of
purchased product offerings as a group against agreed QoS/SLA
parameters, and monitoring, managing and reporting on the capability
of the Customer QoS/SLA Management processes.
Page 240 of 1540

Proactive management is undertaken using a range of performance

parameters, whether technical, time, economic or process related.
The responsibilities of the processes include, but are not limited to:
Undertaking proactive monitoring regimes of groups of similar
purchased product offerings as required to ensure ongoing
performance within agreed parameters over time;
Developing and maintaining, in the product offering repository,
acceptable and/or commercially agreed performance threshold
standards for purchased product offerings to support the Customer
QoS/SLA Management processes;
Undertaking trend analysis, and producing reports, of the QoS
performance of groups of like purchased product offerings to identify
any longer term deterioration;
Monitoring and analyzing the purchased product offering
performance analyses produced by the Customer QoS/SLA
Management processes to identify problems that may be applicable to
purchased product offerings as a whole;
Aggregate analysis of QoS performance across groups of customers
or aggregate analysis of SLA types;
Sourcing details relating to purchased product offerings performance
and analysis from the product offering inventory to assist in the
development of trend analyses;
Logging the results of the analysis into the product offering inventory
repository; Establishing and managing facilities to inform customers
of, and negotiate agreement for, planned service outages;
Tracking and monitoring of the Customer QoS/SLA Management
processes and associated costs, and reporting on the capability of the
Customer QoS/SLA Management processes;
Establishing and managing customer notification facilities and lists
to support the Customer QoS/SLA Management notification and
reporting processes
Supporting the Support Customer QoS/SLA Management process.
Explanatory
Mandatory
Optional
Interactions
Manage Product Offering Inventory

Page 241 of 1540

Brief Description
Establish, manage and administer the enterprise's product offering
inventory, as embodied in the Product Offering Inventory Database,
and monitor and report on the usage and access to the product
offering inventory, and the quality of the data maintained in it.
The purpose of the Manage Product Offering Inventory processes are twofold establish, manage and administer the enterprise's product offering inventory, as
embodied in the Product Offering Inventory Database, and monitor and report on
the usage and access to the product offering inventory, and the quality of the data
maintained in it.
The product offering inventory maintains records of all product offerings, their
interactions with the enterprise, and any other product offering relatedinformation,
required to support CRM and other processes.
The product offering inventory is also responsible for maintaining the association
between customers and purchased product offering instances, created as a result of
the Order Handling processes.
Managing product offering inventory includes product creation, modification,
update, deletion to the product offering inventory.
Identifying the inventory-relevant information requirements to be captured for
product offerings ;
Identifying, establishing and maintaining product offering inventory repository
facilities;
Establishing and managing the product offering inventory management and
Managing the registration and access control processes that enable processes to
create, modify, update, delete and/or download product offering data to and from
the product offering inventory;
Ensuring the product offering inventory repository accurately captures and records
all identified product offering details, through use of automated or manual audits;
Tracking and monitoring of the usage of, and access to, the product offering
inventory repository and associated costs, and reporting on the findings
Page 242 of 1540

Identifying any technical driven shortcomings of the product offering inventory

repository, and providing input to Resource Development & Management processes
to rectify these issues.
Explanatory
Mandatory
Optional
Interactions
Page 243 of 1540

1.2.4.1 Support Customer QoS/SLA
Figure 58. 1.2.4.1 Support Customer QoS/SLA decomposition
Support Customer QoS/SLA

Brief Description
Support Customer QoS/SLA Management processes by proactively
monitoring and assessing the performance of purchased product
offerings as a group against agreed QoS/SLA parameters, and
monitoring, managing and reporting on the capability of the Customer
QoS/SLA Management processes.
The responsibilities of the Support Customer QoS/SLA Management
processes are twofold - support Customer QoS/SLA Management
processes by proactively monitoring and assessing the performance of
purchased product offerings as a group against agreed QoS/SLA
parameters, and monitoring, managing and reporting on the capability
Page 244 of 1540

of the Customer QoS/SLA Management processes.

Developing and maintaining, in the product offering repository,
acceptable and/or commercially agreed performance threshold
standards for purchased product offerings to support the Customer
QoS/SLA Management processes;
Undertaking trend analysis, and producing reports, of the QoS
Monitoring and analyzing the purchased product offering
performance analyses produced by the Customer QoS/SLA
Management processes to identify problems that may be applicable to
purchased product offerings as a whole;
Aggregate analysis of QoS performance across groups of customers
or aggregate analysis of SLA types;
repository; Establishing and managing facilities to inform customers
of, and negotiate agreement for, planned service outages;
Establishing and managing customer notification facilities and lists
to support the Customer QoS/SLA Management notification and
reporting processes
Explanatory
Mandatory
Optional
Interactions
Ensure Customer QoS/SLA Capability

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Brief Description
Explanatory
Mandatory
Optional
Interactions
1.2.4.2 Manage Product Offering Inventory
Figure 59. 1.2.4.2 Manage Product Offering Inventory decomposition

Brief Description
Establish, manage and administer the enterprise's product offering
inventory, as embodied in the Product Offering Inventory Database,
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and monitor and report on the usage and access to the product
offering inventory, and the quality of the data maintained in it.
The purpose of the Manage Product Offering Inventory processes are twofold establish, manage and administer the enterprise's product offering inventory, as
embodied in the Product Offering Inventory Database, and monitor and report on
the usage and access to the product offering inventory, and the quality of the data
maintained in it.
The product offering inventory maintains records of all product offerings, their
interactions with the enterprise, and any other product offering relatedinformation,
required to support CRM and other processes.
The product offering inventory is also responsible for maintaining the association
between customers and purchased product offering instances, created as a result of
the Order Handling processes.
Managing product offering inventory includes product creation, modification,
update, deletion to the product offering inventory.
Identifying the inventory-relevant information requirements to be captured for
product offerings ;
Identifying, establishing and maintaining product offering inventory repository
facilities;
Establishing and managing the product offering inventory management and
Managing the registration and access control processes that enable processes to
create, modify, update, delete and/or download product offering data to and from
the product offering inventory;
Ensuring the product offering inventory repository accurately captures and records
all identified product offering details, through use of automated or manual audits;
Tracking and monitoring of the usage of, and access to, the product offering
inventory repository and associated costs, and reporting on the findings
Identifying any technical driven shortcomings of the product offering inventory
repository, and providing input to Resource Development & Management processes
to rectify these issues.
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Explanatory
Mandatory
Optional
Interactions
Identify Relevant Product Offering Inventory Information

Brief Description
captured for product offerings
Explanatory
Mandatory
Optional
Interactions
Maintain Product Offering Inventory facilities

Brief Description
Identifying, establishing and maintaining product offering inventory
repository facilities;
Explanatory
Page 248 of 1540

Mandatory
Optional
Interactions
Manage Product Offering Inventory Capture

Brief Description
Establishing and managing the product offering inventory
management and information capture processes;
Explanatory
Mandatory
Optional
Interactions
Control Product Offering Inventory Access

Brief Description
processes to create, modify, update, delete and/or download product
offering data to and from the product offering inventory
Explanatory
Mandatory
Page 249 of 1540

Optional
Interactions
Ensure Product Offering Inventory Data Quality

Brief Description
Ensuring the product offering inventory repository accurately captures
and records all identified product offering details, through use of
automated or manual audits. Monitoring and reporting on the quality of
the data maintained in the inventory. The product offering inventory
maintains records of all product offerings, their interactions with the
enterprise, and any other product offering relatedinformation,
required to support CRM and other processes. The product offering
inventory is also responsible for maintaining the association between
customers and purchased product offering instances, created as a
result of the Order Handling processes.
Explanatory
Mandatory
Optional
Interactions
Track Product Offering Inventory Usage

Brief Description
Tracking and monitoring of the usage of, and access to, the product
offering inventory repository and associated costs, and reporting on
the findings
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Explanatory
Mandatory
Optional
Interactions
Identify Product Offering Inventory Shortcomings

Brief Description
Identifying any technical driven shortcomings of the product offering
inventory repository, and providing input to Resource Development &
Explanatory
Mandatory
Optional
Interactions
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1.2.5 Product Configuration Management
Figure 60. 1.2.5 Product Configuration Management decomposition

Brief Description
N/A
N/A
Explanatory
Mandatory
Optional
Page 252 of 1540

Interactions
Product Configuration Management

Brief Description
Product Configuration involves specifying how a Product operates or
functions in terms of a products configurable properties and features,
collectively called characteristics, and related products, services, and
resources that are used in its configuration.
N/A
Explanatory
Mandatory
Optional
Interactions
1.2.6 Product Performance Management
Figure 61. 1.2.6 Product Performance Management decomposition
Product Performance Management

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Brief Description
Product Performance Management involves managing, tracking,
monitoring, analyzing, improving and reporting on the performance of
specific products. This includes undertaking proactive monitoring
regimes of groups of similar purchased product offerings as required to
ensure ongoing performance within agreed parameters over time.
Manage, track, monitor, analyze, improve, and report on the
performance of specific products.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Monitor Product Offerings

Brief Description
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Monitoring Product Offering Performance Analyses

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Brief Description
Monitoring and analyzing the purchased product offering performance
analyses produced by the Customer QoS/SLA Management processes
to identify problems that may be applicable to purchased product
offerings as a whole;
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Aggregate QoS Performance Analysis

Brief Description
Aggregate analysis of QoS performance across groups of customers or
aggregate analysis of SLA types;
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Assist Trend Analysis Development

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Brief Description
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Log Product Offering Analysis Results

Brief Description
repository
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Agree Service Outages

Brief Description
Page 256 of 1540

Establishing and managing facilities to inform customers of, and
negotiate agreement for, planned service outages;
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Track Customer QoS/SLA Management Process Capability

Brief Description
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Manage Customer QoS/SLA Management Notification

Brief Description
Establishing and managing customer notification facilities and lists to
Page 257 of 1540

support the Customer QoS/SLA Management notification and reporting

processes;
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Undertake QoS/SLA Performance Trend Analysis

Brief Description
Undertake trend analysis, and producing reports, of the QoS
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
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1.2.7 Product Specification & Offering

Development & Retirement
Figure 62. 1.2.7 Product Specification & Offering Development & Retirement decomposition
Product Specification & Offering Development & Retirement

Brief Description
Develop and deliver new product specifications as well as
enhancements and new features, ready for use by other processes,
including Product Offering Development & Retirement.
Develop and deliver new product offerings, their pricing, as well as
catalogs that contain both.
Product Specification & Offering Development & Retirement processes
develop and deliver new product specifications as well as
enhancements and new features, ready for use by other processes.
Additionally they handle the removal of specifications no longer
offered.
Product specifications represent the types of services and resources
made available as product offerings to the market by an enterprise.
Page 259 of 1540

The key measures of this process are how effectively the enterprises
offerings are broadened by these specifications or new specification
features. These processes also manage updates and enhancements to
product specifications. Business case development tracking and
commitment are key elements of this process.
They also develop new product offerings and their associated features.
Pricing for the offerings is also developed, such as standard pricing and
feature-based pricing. The offerings and selected processes are
included in product catalogs which are also developed by these
processes.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Product Specification Development & Retirement

Brief Description
Product Specifications represent the types of services and resources
Product Specification Development & Retirement processes develop
and deliver new product specifications as well as enhancements and
new features, ready for use by other processes. Additionally they
handle the removal of specifications no longer offered.
Page 260 of 1540


Note that this process is reused to support the development of product
specifications on-boarded from other parties with whom an enterprises
collaborates to deliver value to customers. This is done to remove the
redundancy between this process and the Party Offering Development
& Retirement process. The focus of the Party Offering Development &
Retirement core process is the relationships that product specifications
have with other parties.
Also note that some of these processes, such as Gather & Analyze New
Product Specification Ideas and Develop New Product Specification
Business Proposal, may be performed in conjunction with the
equivalent process in Product Offering Development & Retirement. For
example, if ideas for a new specification or feature are being
developed, ideas on how to offer it to the market may also be
gathered; or if a new offering is being considered it may require new
features defined for the specification or one or more new specifications
to be developed for it.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Product Offering Development & Retirement

Brief Description
Product Offering Development & Retirement develops new product
offerings and their associated features. Pricing for the offerings is also
developed, such as standard pricing and feature-based pricing. The
offerings and selected processes are included in product catalogs
which are also developed by these processes.
Page 261 of 1540


offerings on-boarded from other parties with whom an enterprises
Retirement core process is the relationships that product offerings
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.2.7.1 Product Specification

Development & Retirement
Figure 63. 1.2.7.1 Product Specification Development & Retirement decomposition
Product Specification Development & Retirement

Brief Description
Product Specifications represent the types of services and resources
Page 262 of 1540

Product Specification Development & Retirement processes develop
and deliver new product specifications as well as enhancements and
new features, ready for use by other processes. Additionally they
handle the removal of specifications no longer offered.
specifications on-boarded from other parties with whom an enterprises
Retirement core process is the relationships that product specifications
Also note that some of these processes, such as Gather & Analyze New
Product Specification Ideas and Develop New Product Specification
Business Proposal, may be performed in conjunction with the
equivalent process in Product Offering Development & Retirement. For
example, if ideas for a new specification or feature are being
developed, ideas on how to offer it to the market may also be
gathered; or if a new offering is being considered it may require new
features defined for the specification or one or more new specifications
to be developed for it.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Gather & Analyze New Product Specification Ideas

Page 263 of 1540

Brief Description
Research and analyze demographic, customer, technology and
marketing information to identify new product specification
opportunities.
Gather & Analyze New Product Specification Ideas researches and
analyzes demographic, customer, technology and marketing
information to identify new product specification opportunities that
represent a new entrant or enhanced feature(s) to an existing
specification that will be introduced to the market as one or more
product offerings.
The process undertakes the necessary analysis to identify potential
opportunities, compares current capabilities with the identified
opportunities, and as a result of the analysis develops new opportunity
concepts. Requirements from the sales organization relating to
enhancements to support their desired offers are also captured. The
concepts include an analysis of the customer value proposition.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Develop New Product Specification Business Proposal

Brief Description
Develop and document business proposals for the identified new
product specification concept.
Develop New Product Specification Business Proposal develops and
documents business proposals for the identified new product
specification concept (including if necessary a business case). The
business proposal (or business case) identifies the new product
specification requirements, including the specific service specifications
and resource specifications used to realize the product specification.
Page 264 of 1540

The business proposal also identifies the development costs and

anticipated benefits, including forecast demand, revenue gains,
improvements.
In addition, this process defines the attributes of the product
specification which form the basis for associated product offering(s)'
used for advertising and sales. The business proposal also includes an
assessment of the risks and the competitive positioning of the product
specification proposal. As a part of the business proposal development
a feasibility assessment can be produced.
Potential other parties who can assist in the development of the
product specification are also identified via interaction with the
Determine Potential Parties sub-process within Party Tender
Management. As a part of the process, the business proposal is
appropriately approved, and as a result of the approval, necessary
resources are made available.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Develop Detailed Product Specification

Brief Description
Develop and document the detailed product specification-related
commercial, technical, performance and operational specifications, and
customer manuals.
Develop Detailed Product Specification develops and documents the
detailed product specification-related commercial, technical,
performance and operational specifications, and customer manuals.
These processes develop and document the required product features,
the associated service or resource specifications that represent the
realization of the product specification. the specific performance and
Page 265 of 1540

operational requirements and support activities, and any product

specific data required for the service and resource infrastructure. The
processes ensure that all detailed specifications are produced and
appropriately documented. Additionally the processes ensure that the
documentation is captured in an appropriate enterprise repository.
Note: To minimize the number of sub-processes that update and
remove various aspects of a product specification, such as features, it
is assumed that the "develop" processes also perform updates and
removals.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Manage Product Specification Development

Brief Description
Ensure the co-coordinated delivery in line with the approved business
case of all required product specification capabilities for that business
case across the enterprise.
Manage Product Specification Development ensures the co-coordinated
specification capabilities for that business case across the enterprise.
These processes may use project management disciplines when a
project is created to develop a specification to deliver the necessary
capabilities, including process development, specific systems &
network infrastructure developments, specific channel developments,
specific operational procedures, and so forth. Required to support the
new product specification.
Note that delivery of a product specification within the context of
existing commercial agreements is managed through the Party
Offering Development & Retirement process. If new partners are
required, the Party Agreement Management process is used to deliver
the necessary commercial agreements.
Note that the management of major new or enhanced infrastructure
Page 266 of 1540

development to support Product & Offer Development is managed

within the Product & Offer Capability Delivery process
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Remove Product Specification

Brief Description
Remove a product specification, either by deleting it or indicating it is
no longer valid.
Remove Product Specification removes a product specification, either
by deleting it or indicating it is no longer valid. When all associated
Product Offerings have been deemed no longer viable and there are no
Product Offerings planned the Product Specification is removed.
Notifications are sent to Service Development & Retirement and
Resource Development and Retirement processes so that they can
determine if the associated service and resource specifications should
also be removed. Additionally a notification may be sent to the Party
Offering Development & Retirement process so that it can determine if
any on-boarded specifications should also be removed.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
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1.2.7.1.1 Gather & Analyze New Product

Specification Ideas
Figure 64. 1.2.7.1.1 Gather & Analyze New Product Specification Ideas decomposition
Gather & Analyze New Product Specification Ideas

Brief Description
marketing information to identify new product specification
opportunities.
Gather & Analyze New Product Specification Ideas researches and
analyzes demographic, customer, technology and marketing
information to identify new product specification opportunities that
represent a new entrant or enhanced feature(s) to an existing
specification that will be introduced to the market as one or more
product offerings.
The process undertakes the necessary analysis to identify potential
opportunities, compares current capabilities with the identified
opportunities, and as a result of the analysis develops new opportunity
enhancements to support their desired offers are also captured. The
concepts include an analysis of the customer value proposition.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Gather Product Specification Ideas

Page 268 of 1540

Process Identifier: 1.2.7.1.1.1
Brief Description
Research demographic, customer, technology and marketing
information.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Identify Product Specification Opportunities and Requirements

Brief Description
Identify potential opportunities and capture requirements from the
sales organization relating to enhancements to support the possible
offer(s) based on the specification that may be made available to the
market.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Develop New Product Specification Opportunity Concepts

Page 269 of 1540

Brief Description
Compare current capabilities with the identified product specification
opportunities, and as a result of the analysis develop new opportunity
concepts. The concepts include an analysis of the customer value
proposition.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Identify New Product Specification Requirements

Brief Description
Identify the new product specification requirements, including the
proposed service and resource specifications used to realize the
product specification.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Identify New Product Specification Development Costs and Anticipated Benefits

Page 270 of 1540

Brief Description
Identify the development costs and anticipated benefits. This includes
forecasted demand, revenue gains, productivity gains, performance
improvements, and/or operational cost improvements.
Identify New Product Specification Development Costs and Anticipated
Benefits identifies the development costs and anticipated benefits.
This includes forecasted demand, revenue gains, productivity gains,
performance improvements, and/or operational cost improvements.
It also defines the proposed attributes of the product specification
which form the basis for associated product offering(s) used for
advertising and sales.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Assess New Product Specification Risks and Competitive Positioning

Brief Description
Assess the risks and the competitive positioning of the product
specification proposal.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Page 271 of 1540

Develop New Product Specification Feasibility Assessment

Brief Description
Produce new product specification feasibility assessment.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Prepare New Product Specification Business Proposal

Brief Description
Assemble the various components of the new product specification
business proposal for issuance to parties involved in the approval of it
or other parties involved in this activity.
Prepare New Product Specification Business Proposal assembles the
various components of the new product specification business proposal
for issuance to parties involved in the approval of it or other parties
involved in this activity.
The components are the parts of the proposal that have been
developed by other Develop New Product Specification Business
Proposal processes, such as Assess New Product Specification Risks
and Competitive Positioning.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
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Interactions
N/A
Issue New Product Specification Business Proposal Notification

Brief Description
Send the new product specification business proposal notification to
involved parties.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Approve New Product Specification Business Proposal

Brief Description
Approve the new product specification business proposal. As a result
of the approval development of the detailed product specification
commences.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
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1.2.7.1.2.5 Prepare New Product

Specification Business Proposal
Figure 65. 1.2.7.1.2.5 Prepare New Product Specification Business Proposal decomposition
Prepare New Product Specification Business Proposal

Brief Description
Assemble the various components of the new product specification
business proposal for issuance to parties involved in the approval of it
or other parties involved in this activity.
Prepare New Product Specification Business Proposal assembles the
various components of the new product specification business proposal
for issuance to parties involved in the approval of it or other parties
involved in this activity.
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developed by other Develop New Product Specification Business
Proposal processes, such as Assess New Product Specification Risks
and Competitive Positioning.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Provide New Product Specification Business Proposal Notification

Process Identifier: 1.2.7.1.2.5.1
Brief Description
Issue new product specification business proposal to parties involved in
the approval of it or to other parties involved in some way with the
approval process.
Provide New Product Specification Business Proposal Notification issues
notifications to parties involved in the approval of it or to other parties
involved in some way with the approval process. The parties may be
those who approve the proposal or those that are informed about it,
and so forth.
It also identifies involved parties to whom notifications should be sent.
These parties are specified by the Manage New Product Specification
Notification Involved Party process.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Page 275 of 1540

Manage New Product Specification Involved Party

Brief Description
Track individuals and organizations playing various roles who are
involved in some way with the approval of a new product specification
business proposal.
Manage New Product Specification Notification Involved Party keeps
track of individuals and organizations playing various roles who are
involved in some way with the approval of a new product specification
business proposal. Included is the type of involvement, such as those
responsible for the approval process or those who should be informed
about the new product specification business proposal.
This process communicates these, via a process flow, to the applicable
Process Management & Support process in the Enterprise domain
which maintains the association between parties playing a variety of
roles and the processes in which they are involved.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Page 276 of 1540

1.2.7.1.3 Develop Detailed Product

Specification
Figure 66. 1.2.7.1.3 Develop Detailed Product Specification decomposition
Develop Detailed Product Specification

Brief Description
Develop and document the detailed product specification-related
commercial, technical, performance and operational specifications, and
customer manuals.
Develop Detailed Product Specification develops and documents the
detailed product specification-related commercial, technical,
performance and operational specifications, and customer manuals.
These processes develop and document the required product features,
the associated service or resource specifications that represent the
realization of the product specification. the specific performance and
operational requirements and support activities, and any product
specific data required for the service and resource infrastructure. The
remove various aspects of a product specification, such as features, it
is assumed that the "develop" processes also perform updates and
removals.
Explanatory
N/A
Mandatory
N/A
Page 277 of 1540

Optional
N/A
Interactions
N/A
Develop Detailed Product Commercial Specifications

Brief Description
Develop the product specification, develop the required nonconfigurable product specification features, as well as other
commercial aspects of the specification.
Develop Detailed Product Commercial Specifications develops the
product specification, which also includes grouping/bundling of
specifications and versioning of the specifications. Groups/bundles may
include specifications on-boarded from other parties. Required nonconfigurable features known as characteristics are developed.
The process also associates the specification with one or more product
lines and/or product categories. If a product line or category does not
exist one is created. Associations to suggested pricing for product
offerings based on the specification are also developed.
Associations between and among product specifications are developed.
These associations represent business rules, such as migration,
substitution, dependency, or exclusivity between and among the
specifications.
The process ensures that all detailed specifications are produced and
remove various aspects of a product specification, such as groupings
and features, it is assumed that the sub-processes also perform
updates and removals.
Explanatory
N/A
Mandatory
N/A
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Optional
N/A
Interactions
N/A
Develop Detailed Product Technical Specifications

Brief Description
Develop and document the detailed product-related technical
specifications.
Develop Detailed Product Technical Specifications develops and
documents the detailed product-related technical specifications. It
associates the specification with the service and resource
specifications that represent the realization of the product
specification. It ensures that all detailed specifications are produced
and appropriately documented. And it ensures that the documentation
is captured in an appropriate enterprise repository.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Develop Detailed Product Performance Specifications

Brief Description
These processes develop and document the detailed product
specification-related performance specifications.
These processes develop and document the detailed product
specification-related performance specifications.
Performance specifications include the creation of metrics used to
measure the performance of individual specifications as well as on or
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more Key Quality Indicators (KQIs) grouped into service level

specifications used for service level agreements. Note, that while this
process creates the association to the KQIs, the Develop Service Level
Specification process in Service Development & Retirement manages
the lifecycle of service level specifications and the KQIs.
The processes ensure that all detailed specifications are produced and
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Develop Detailed Product Operational Specifications

Brief Description
Develop and document the detailed product-related operational
specifications.
Develop Detailed Product Operational Specifications develops and
documents the detailed product-related operational specifications.
These processes develop and document the specific operational
requirements and support activities, along with any product specific
data required for the service and resource infrastructure. The
Explanatory
N/A
Mandatory
N/A
Optional
N/A
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Interactions
N/A
Develop Detailed Product Customer Manuals

Brief Description
Develop and document the detailed customer manuals.
Develop Detailed Product Customer Manuals develops and documents
the detailed customer manuals. The processes ensure that all detailed
specifications are produced and appropriately documented.
Additionally the processes ensure that the documentation is captured
in an appropriate enterprise repository.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.2.7.1.3.1 Develop Detailed Product

Commercial Specifications
Figure 67. 1.2.7.1.3.1 Develop Detailed Product Commercial Specifications decomposition
Develop Detailed Product Commercial Specifications

Page 281 of 1540

Brief Description
Develop the product specification, develop the required nonconfigurable product specification features, as well as other
commercial aspects of the specification.
Develop Detailed Product Commercial Specifications develops the
product specification, which also includes grouping/bundling of
specifications and versioning of the specifications. Groups/bundles may
include specifications on-boarded from other parties. Required nonconfigurable features known as characteristics are developed.
The process also associates the specification with one or more product
lines and/or product categories. If a product line or category does not
exist one is created. Associations to suggested pricing for product
offerings based on the specification are also developed.
Associations between and among product specifications are developed.
specifications.
The process ensures that all detailed specifications are produced and
remove various aspects of a product specification, such as groupings
and features, it is assumed that the sub-processes also perform
updates and removals.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Define Product Specification

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Brief Description
Develop product specification and groupings and create version
information as needed for a product specification.
Define Product Specification develops the product specification, which
also includes grouping/bundling of specifications and versioning of the
specifications. Groups/bundles may include specifications on-boarded
from other parties. The groups/bundles typically contain product
specifications that are always included together and not separately
priced.
When necessary version information, such as version number, version
date, and a description of the version, are created.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Define Product Specification Features/Properties

Brief Description
Define non-configurable features known as characteristics for a
product specification.
Define Product Specification Features/Properties defines nonconfigurable features known as characteristics. For example, the title
of a movie or the temperature range for a smart thermometer. Note
that configurable features/properties are managed by the Product
Configuration Management process and that this process uses a
generalized set of processes to create the features/properties. This
process focuses on associating them with a product specification.
Features/properties can be shared among product specifications and
can also be grouped. For example, a group of environmental
properties or a group of technical properties.
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Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Define Product Specification Type

Brief Description
Associate the specification with one or more product lines and/or
product categories.
Define Product Specification Type associates the specification with one
or more product lines and/or product categories, collectively called a
product specification type. If a product line or category does not exist
one is created.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Associate Price to Product Specification

Brief Description
Associate a product specification to suggested pricing for product
offerings.
Associate Price to Product Specification associates a product
specification to suggested pricing for product offerings. These prices
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can be used to assist in determining the price associated with an

offering.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Define Inter-Product Specification Association

Brief Description
Define associations (relationships) between and among product
specifications.
Define Inter-Product Specification Association defines associations
(relationships) between and among product specifications. These
associations represent business rules, such as migration, substitution,
dependency, or exclusivity between and among the specifications.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Ensure Product Specification Documentation Production

Brief Description
Ensure that all detailed specifications are produced and appropriately
documented.
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Ensure Product Specification Documentation Production ensures that
all detailed specifications are produced and appropriately documented.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.2.7.2 Product Offering Development &

Retirement
Figure 68. 1.2.7.2 Product Offering Development & Retirement decomposition
Product Offering Development & Retirement

Brief Description
Product Offering Development & Retirement develops new product
offerings and their associated features. Pricing for the offerings is also
developed, such as standard pricing and feature-based pricing. The
offerings and selected processes are included in product catalogs
which are also developed by these processes.
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offerings on-boarded from other parties with whom an enterprises
Retirement core process is the relationships that product offerings
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Product Offering Lifecycle Management

Brief Description
Develop and deliver new product offerings as well as enhancements to
existing offerings and new features, ready for use by other processes.
Offerings may represent new entrants into the market that are based
on new product specifications. The processes develop various pricing
models for offerings and catalogs that contain the offerings.
Additionally the processes handle the exit of offerings from the market.
Product offerings represent the types of services and resources made
available to the market by an enterprise.
Product Offering Lifecycle Management develops and delivers new
product offerings as well as enhancements to existing offerings and
new features, ready for use by other processes. Offerings may
represent new entrants into the market that are based on new product
specifications. The processes develop various pricing models for
offerings and catalogs that contain the offerings. Additionally the
processes handle the exit of offerings from the market.
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offerings are broadened by these offerings or new offering features.

These processes also manage updates and enhancements to product
offerings. Business case development tracking and commitment are
key elements of this process.
Note that some of these processes, such as Gather New Product
Offering Ideas and Develop New Product Offering Business Proposal,
may be performed in conjunction with the equivalent process in
Product Specification Development & Retirement. For example, if ideas
for a new specification or feature are being developed ideas on how to
offer it to the market may also be gathered; or if a new offering is
being considered it may require new features defined for the
specification or one or more new specifications to be developed for it.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Product Offering Pricing

Brief Description
Manage the lifecycle of standard pricing, policy-based pricing,
algorithmic pricing, and feature/property-based pricing associated with
product offering.
Product Offering Pricing manages all aspects of pricing for product
offerings. This includes standard pricing, policy-based pricing,
algorithmic pricing, and feature/property-based pricing. Standard
pricing processes set the price, develop pricing plans, update prices,
obtain approval for pricing, provide notifications of price changes, and
remove prices.
The other types of prices define various forms of rules that determine
what price should be used under certain conditions. For example,
policy-based pricing may determine if a customer qualifies for a
discount based on what product offerings are ordered, algorithmic
pricing defines matrices of properties/features used to determine a
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price, feature/property-based pricing determines a price based on the

selection of one or more properties or features by a customer.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Product Offering Cataloging

Brief Description
Develop a specification (definition) of a catalog containing product
offerings, develop a product offering catalog, and exchange a catalog
among parties.
Product Offering Cataloging develops a specification (definition) for a
catalog containing product offerings, develops a product offering
catalog, and exchanges a catalog among parties.
Product catalog specifications define reusable definitions for one or
more catalogs. For example, a catalog specification that defines a
catalog of smart home devices that is updated with new devices
periodically and issued as a new catalog.
Product catalogs can be exchanged by sending a catalog to another
party and receiving a catalog from another party. The receiving party
could be a prospect, a customer, or another enterprise that may
become a business partner that makes an enterprise's offerings
available to the market. Similarly a catalog received from another
party may be a prelude to the possible on-boarding of the parties
offerings.
Note that this process reuses a set of generalized cataloging processes
that can also be used to develop service catalogs and resource
catalogs.
Explanatory
N/A
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Mandatory
N/A
Optional
N/A
Interactions
N/A
Product Offering Agreement Management

Brief Description
Develop a template agreement that defines the terms/conditions
associated with a product offering.
Product Offering Agreement Management develops a template
agreement that defines the terms/conditions associated with a product
offering. The terms/conditions are accepted by a party when the
offering is acquired.
This process uses the general Party Agreement Management process
to develop a template agreement. Its focus is on defining product
offering terms/conditions, such as financial terms (which includes such
things as acceptable methods of payment), shipment terms, and
service term (which includes early termination fees). It also associates
an offering and price(s) with the terms/conditions and with a template
agreement.
Note that Party Agreement Management is also used to define
template service level agreements and associate them to a product
offering and/or a product specification.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Product Offering Prototyping

Page 290 of 1540

Brief Description
Iteratively develop a product offering to a state that enables it to be
tested in some way.
Product Offering Prototyping iteratively develops a product offering.
Product Offering Development & Retirement processes develop each
iteration of the offering to a state that enables it to be tested in some
way by the Product Offering Development & Retirements Conduct
Product Offering Acceptance Testing process. Tests can be conducted
internally, in the form of a pilot, or field trial. Tests are measured
against defined acceptance criteria. Identified
improvements/enhancements are made during the next iteration
based on test results. Once the final iteration tests are accepted the
offering is rolled out and launched to the market at large.
Note: This process is not further decomposed, because the process
uses existing Product Offering Development & Retirement processes.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Product Offering Promotion Development

Brief Description
Develop a promotion for one or more product offerings delivered using
different mediums (television, radio, print, online) that advertise the
promotion to reach the market, customers and channels.
Product Offering Promotion Development develops a promotion for one
or more product offerings delivered using different mediums
(television, radio, print, online) that advertise the promotion to reach
the market, customers and channels.
Product offering promotions can be designed with different ends in
Page 291 of 1540

mind, including introducing a new product, retaining customers,

bringing in new customers, and increasing sales of a product already
on the market.
Product Offering Promotion Development works with other processes,
such as Market Research, Marketing Campaign Management, Marketing
Communications, and Advertising Management to design the
promotion and advertising. One of the key roles of all these processes
is to position the product in the market, especially versus competitive
products.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Define Product Offering Promotion Scope

Brief Description
Define the specific product promotion scope to be used for positioning
the product offering(s) involved in the promotion in the marketplace.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Ensure Product Offering Promotion Capability

Page 292 of 1540

Brief Description
systems and resources) so that the product promotion can begin and
managed. Monitor planned promotions and redistribute existing
capability or enable new capability (people, facilities, infrastructure).
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Develop Product Offering Promotion

Brief Description
agree on a product offering promotion and the selection of appropriate
channel or channels to support delivery of the promotion.
Develop Product Offering Promotion manages all activities and
stakeholder engagement to develop and agree on a product offering
promotion and the selection of appropriate channel or channels to
support delivery of the promotion. It also interacts with Marketing
Communications to develop promotional messages and Marketing
Campaign Management to associate promotions with a campaign.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
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Start Product Offering Promotion

Brief Description
Manage and co-ordinate the delivery of the product offering promotion
to the selected channel(s).
Start Product Offering Promotion manages and co-ordinates the
delivery of the product offering promotion to the selected channel(s). It
ensures that the channel(s) (owned and/or contracted) are adequately
trained and/or informed to manage the start of the promotion, and that
sufficient resources are available in the selected channel(s) to support
its start.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Monitor Product Offering Promotion Effectiveness

Brief Description
campaign metrics.
Explanatory
N/A
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Mandatory
N/A
Optional
N/A
Interactions
N/A
Modify Product Offering Promotion

Brief Description
Modify a product offering promotion to improve its effectiveness based
on metric analysis or based on feedback from recipients or
stakeholders.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
End Product Offering Promotion

Brief Description
End a product offering promotion when its useful life is reached.
Explanatory
N/A
Mandatory
N/A
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Optional
N/A
Interactions
N/A
Undertake Product Offering Promotion Trend Analysis

Brief Description
Undertake trend analysis on product offering promotions including the
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
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1.2.7.2.1 Product Offering Lifecycle

Management
Figure 69. 1.2.7.2.1 Product Offering Lifecycle Management decomposition
Product Offering Lifecycle Management

Brief Description
Develop and deliver new product offerings as well as enhancements to
existing offerings and new features, ready for use by other processes.
Offerings may represent new entrants into the market that are based
on new product specifications. The processes develop various pricing
models for offerings and catalogs that contain the offerings.
Additionally the processes handle the exit of offerings from the market.
Product Offering Lifecycle Management develops and delivers new
product offerings as well as enhancements to existing offerings and
new features, ready for use by other processes. Offerings may
represent new entrants into the market that are based on new product
specifications. The processes develop various pricing models for
offerings and catalogs that contain the offerings. Additionally the
processes handle the exit of offerings from the market.
Page 297 of 1540

offerings are broadened by these offerings or new offering features.
These processes also manage updates and enhancements to product
offerings. Business case development tracking and commitment are
key elements of this process.
Note that some of these processes, such as Gather New Product
Offering Ideas and Develop New Product Offering Business Proposal,
may be performed in conjunction with the equivalent process in
Product Specification Development & Retirement. For example, if ideas
for a new specification or feature are being developed ideas on how to
offer it to the market may also be gathered; or if a new offering is
being considered it may require new features defined for the
specification or one or more new specifications to be developed for it.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Gather & Analyze New Product Offering Ideas

Brief Description
marketing information to identify new product offering opportunities.
Gather & Analyze New Product Offering Ideas researches and analyzes
demographic, customer, technology and marketing information to
identify new product offering opportunities such as a new entrant
(based on an existing product specification or a new product
specification), enhanced feature(s) to an existing offering, or a new
bundle of offerings, that will be introduced to the market.
These processes undertake the necessary analysis to identify potential
opportunities, compare current capabilities with the identified
enhancements to support their desired offers are also captured by
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these processes. The concepts include an analysis of the customer

value proposition.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Develop New Product Offering Business Proposal

Brief Description
product offering concept.
Develop New Product Offering Business Proposal develops and
documents business proposals for the identified new product offering
concept (including if necessary a business case). The business proposal
(or business case) identifies the new product offering requirements,
including the possible sales channels that will deliver the offerings to
customers and locations for which the offering is available.
improvements.
In addition, these processes define the attributes specific to product
offering, as defined by the associated product specification, and used
for advertising and sales. The business proposal also includes an
offering proposal. As a part of the business proposal development a
feasibility assessment can be produced.
product offering are also identified via interaction with the Determine
Potential Parties sub-process within Party Tender Management. As a
part of the process, the business proposal is appropriately approved,
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and as a result of the approval, necessary resources are made

available.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Develop Detailed Product Offering

Brief Description
Develop and document the detailed product offering, and its related
commercial and performance specifications.
Develop Detailed Product Offering develops and documents the
detailed product offering-related commercial and performance
specifications. These processes develop and document the features
specific to an offering as defined by the associated product
specification. The processes ensure that all detailed offerings are
produced and appropriately documented. Additionally the processes
ensure that the documentation is captured in an appropriate enterprise
repository.
remove various aspects of a product offering, such as features and
associated sales channels and locations, it is assumed that the
"develop" processes also perform updates and removals.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
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Conduct Product Offering Acceptance Testing

Brief Description
Conduct acceptance testing of new and enhanced products in
preparation for launch/rollout to the market.
Conduct Product Offering Acceptance Testing manages acceptance
testing of a new and enhanced product offering into the market and
handover for ongoing rollout. Acceptance testing is conducted using
commercial pilots or market trials of the offering or prototypes of it, in
which case the commercial negotiations for the pilot and/or trial are
managed through these processes. These processes identify the
shortcomings or issues, and manage the necessary improvements to
the product offering to allow full rollout. At the conclusion of the pilots
and/or trials when the product offering passes its acceptance tests or
defined acceptance criteria the offering is ready for launch/rollout to
the market.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Assess Performance of Existing Product Offering

Brief Description
Analyze the performance of an existing product offering to identify
inadequacies and required improvements.
Assess Performance of Existing Product Offering analyzes the
performance of an existing product offering to identify inadequacies
and required improvements. The process uses information from
customers and from operational activities to identify required
improvements.
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Required improvements may involve those to a product specification

upon which the offering is based. In this case the improvements are
communicated to the Develop Detailed Product Specification process.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Manage Product Offering Exit

Brief Description
Identify an existing product offering which is unviable and manage the
processes to exit it from the market.
Manage Product Offering Exit identifies an existing product offering
which is unviable and manages the process to exit it from the market.
It analyzes an existing product offering to identify if it is economically
or strategically, identify customers impacted by any exit, develop
customer specific or market segment exit or migration strategies,
develop infrastructure transition and/or replacement strategies, and
manage the operational aspects of the exit process. A business
proposal identifying the competitive threats, risks and costs may be
required as part of developing the exit strategy. It includes any crossenterprise co-ordination and management functions to ensure that the
needs of all stakeholders are identified and managed.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
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Rollout/Launch Product Offering

Brief Description
Support the operational introduction of new processes and
infrastructure to support a new or enhanced product offering and
conduct operations readiness testing and acceptance.
Rollout/Launch Product Offering supports the operational introduction
of new processes and infrastructure to support a new or enhanced
product offering and are responsible for conducting operations
readiness testing and acceptance. It develops the procedures for the
specific fulfillment, assurance and revenue generation processes and
keeps them up to date. After successful testing, accept the new or
enhanced process capabilities and manage a full-scale introduction for
general availability.
Develop policy support and decision support knowledge for a product
offering.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Manage Product Offering Development

Brief Description
case of all required product offering capabilities for that business case
across the enterprise.
Manage Product Offering Development ensures the co-coordinated
offering capabilities for that business case across the enterprise. These
processes may use project management disciplines when a project is
created to develop a new product offering to deliver the necessary
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capabilities, including process development, specific systems &

network infrastructure developments, specific channel developments,
specific operational procedures, and so forth. Required to support the
new product offering.
Note that delivery of a product offering within the context of existing
commercial agreements is managed through the Party Offering
Development & Retirement process. If new partners are required, the
Party Agreement Management process is used to deliver the necessary
commercial agreements.
Note that the management of major new or enhanced infrastructure
development to support Product & Offer Development is managed
within the Product & Offer Capability Delivery process
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.2.7.2.1.1 Gather & Analyze New Product

Offering Ideas
Figure 70. 1.2.7.2.1.1 Gather & Analyze New Product Offering Ideas decomposition
Page 304 of 1540

Gather & Analyze New Product Offering Ideas

Brief Description
marketing information to identify new product offering opportunities.
Gather & Analyze New Product Offering Ideas researches and analyzes
identify new product offering opportunities such as a new entrant
(based on an existing product specification or a new product
specification), enhanced feature(s) to an existing offering, or a new
bundle of offerings, that will be introduced to the market.
enhancements to support their desired offers are also captured by
these processes. The concepts include an analysis of the customer
value proposition.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Gather Product Offering Ideas

Brief Description
Research demographic, customer, technology and marketing
information.
Explanatory
N/A
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Mandatory
N/A
Optional
N/A
Interactions
N/A
Identify Product Offering Opportunities and Requirements

Brief Description
Identify potential opportunities and capture requirements from the
sales organization relating to enhancements to support the possible
offer(s) that may be made available to the market.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Develop New Product Offering Opportunity Concepts

Brief Description
Compare current capabilities with the identified product offering
concepts. The concepts include an analysis of the customer value
proposition.
Explanatory
N/A
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Mandatory
N/A
Optional
N/A
Interactions
N/A
1.2.7.2.1.2 Develop New Product Offering

Business Proposal
Figure 71. 1.2.7.2.1.2 Develop New Product Offering Business Proposal decomposition
Develop New Product Offering Business Proposal

Brief Description
product offering concept.
Develop New Product Offering Business Proposal develops and
documents business proposals for the identified new product offering
concept (including if necessary a business case). The business proposal
(or business case) identifies the new product offering requirements,
including the possible sales channels that will deliver the offerings to
customers and locations for which the offering is available.
improvements.
In addition, these processes define the attributes specific to product
offering, as defined by the associated product specification, and used
for advertising and sales. The business proposal also includes an
Page 307 of 1540


offering proposal. As a part of the business proposal development a
feasibility assessment can be produced.
product offering are also identified via interaction with the Determine
Potential Parties sub-process within Party Tender Management. As a
part of the process, the business proposal is appropriately approved,
and as a result of the approval, necessary resources are made
available.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Identify New Product Offering Requirements

Brief Description
Identify the new product offering requirements, including the possible
sales channels that will deliver the offerings to customers and locations
for which the offering is available.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Identify New Product Offering Development Costs and Anticipated Benefits

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Brief Description
Identify the development costs and anticipated benefits. This includes
forecasted demand, revenue gains, productivity gains, performance
improvements, and/or operational cost improvements.
Identify New Product Offering Development Costs and Anticipated
Benefits identifies the development costs and anticipated benefits.
This includes forecasted demand, revenue gains, productivity gains,
performance improvements, and/or operational cost improvements.
It also defines the proposed attributes specific to the product offering
based on those for the associated product specification and used for
advertising and sales.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Assess New Product Offering Risks and Competitive Positioning

Brief Description
Assess the risks and the competitive positioning of the product offering
proposal.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
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Develop New Product Offering Feasibility Assessment

Brief Description
Produce new product offering feasibility assessment.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Prepare New Product Offering Business Proposal

Brief Description
Assemble the various components of the new product offering business
proposal for issuance to parties involved in the approval of it or other
parties involved in this activity.
Prepare New Product Offering Business Proposal assembles the various
components of the new product offering business proposal for issuance
to parties involved in the approval of it or other parties involved in this
activity.
developed by other Develop New Product Offering Business Proposal
processes, such as Assess New Product Offering Risks and Competitive
Positioning.
Explanatory
N/A
Mandatory
N/A
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Optional
N/A
Interactions
N/A
Provide New Product Offering Business Proposal Notification

Brief Description
Issue a new product offering business proposal to parties involved in
approval process.
Provide New Product Offering Business Proposal Notification issues
and so forth.
These parties are specified by the Manage New Product Offering
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Approve New Product Offering Business Proposal

Brief Description
Approve the new product offering business proposal. As a result of the
approval development of the detailed product offering commences.
Page 311 of 1540

Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.2.7.2.1.2.6 Provide New Product Offering

Business Proposal Notification
Figure 72. 1.2.7.2.1.2.6 Provide New Product Offering Business Proposal Notification decomposition
Provide New Product Offering Business Proposal Notification

Brief Description
Issue a new product offering business proposal to parties involved in
approval process.
Page 312 of 1540

Provide New Product Offering Business Proposal Notification issues
and so forth.
These parties are specified by the Manage New Product Offering
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Manage New Product Offering Involved Party

Process Identifier: 1.2.7.2.1.2.6.1
Brief Description
involved in some way with the approval of a new product offering
business proposal.
Manage New Product Offering Notification Involved Party keeps track of
individuals and organizations playing various roles who are involved in
some way with the approval of a new product offering business
proposal. Included is the type of involvement, such as those
responsible for the approval process or those who should be informed
about the new product offering business proposal.
Explanatory
N/A
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Mandatory
N/A
Optional
N/A
Interactions
N/A
Issue New Product Offering Business Proposal Notification

Brief Description
Send the new product offering business proposal notification to
involved parties.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
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1.2.7.2.1.3 Develop Detailed Product

Offering
Figure 73. 1.2.7.2.1.3 Develop Detailed Product Offering decomposition

Brief Description
Develop and document the detailed product offering, and its related
commercial and performance specifications.
Develop Detailed Product Offering develops and documents the
detailed product offering-related commercial and performance
specifications. These processes develop and document the features
specific to an offering as defined by the associated product
specification. The processes ensure that all detailed offerings are
repository.
Page 315 of 1540


remove various aspects of a product offering, such as features and
associated sales channels and locations, it is assumed that the
"develop" processes also perform updates and removals.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Develop Detailed Product Offering Commercial Specifications

Brief Description
Develop the product offering, associate applicable features defined for
its associated product specification and/or product configuration
specification, as well as other commercial aspects of the specification.
Develop Detailed Product Offering Commercial Specifications develops
the product offering, which includes the development of bundled
offerings. Bundles may include offerings on-boarded from other parties.
Applicable features known as characteristics defined from the
associated product specification and/or product configuration
specification are associated to the product offering.
Prices, developed by the Product Offering Pricing core process, are
associated to the product offering.
Associations between and among product offerings are developed.
offerings.
Associations with sales channels, market segments, and locations. And
other entities are defined.
The processes ensure that all detailed commercial specifications for
the offering are produced and appropriately documented. Additionally
Page 316 of 1540

the processes ensure that the documentation is captured in an

appropriate enterprise repository.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Develop Detailed Product Offering Performance Specifications

Brief Description
Develop and document the detailed product offering-related
performance specifications.
Develop Detailed Product Offering Performance Specifications develops
and documents the detailed product offering-related performance
specifications.
Performance specifications include the creation of metrics used to
measure the performance of individual offerings as well as on or more
Key Quality Indicators (KQIs) grouped into service level specifications
used for service level agreements. Note, that while this process
creates the association to the KQIs, the Develop Service Level
Specification process in Service Development & Retirement manages
the lifecycle of service level specifications and the KQIs.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Page 317 of 1540

Interactions
N/A
1.2.7.2.1.3.1 Develop Detailed Product

Offering Commercial Specifications
Figure 74. 1.2.7.2.1.3.1 Develop Detailed Product Offering Commercial Specifications decomposition
Develop Detailed Product Offering Commercial Specifications

Brief Description
Develop the product offering, associate applicable features defined for
its associated product specification and/or product configuration
specification, as well as other commercial aspects of the specification.
Develop Detailed Product Offering Commercial Specifications develops
the product offering, which includes the development of bundled
offerings. Bundles may include offerings on-boarded from other parties.
Applicable features known as characteristics defined from the
associated product specification and/or product configuration
specification are associated to the product offering.
Prices, developed by the Product Offering Pricing core process, are
associated to the product offering.
Associations between and among product offerings are developed.
offerings.
Associations with sales channels, market segments, and locations. And
other entities are defined.
The processes ensure that all detailed commercial specifications for
the offering are produced and appropriately documented. Additionally
Page 318 of 1540

the processes ensure that the documentation is captured in an

appropriate enterprise repository.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Define Product Offering

Brief Description
Develop product offering, including bundles.
Define Product Offering develops the product offering, which also
includes a bundled offering and the number of offerings allowable to be
chosen as part of the bundle. Bundles may include offerings onboarded from other parties.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Define Product Offering Features/Properties

Brief Description
Associate features, known as characteristics, to an offering.
Define Product Offering Features/Properties associates
features/properties known as characteristics to an offering. These
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features/properties are defined for the associated product specification

and/or product configuration specification. For example, the format of a
movie may determine the price for the offering.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Associate Price to Product Offering

Brief Description
Associate a product offering to a product offering price.
Associate Price to Product Offering associates a product offering to
product offering price. Prices are developed by Product Offering Pricing.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Define Inter-Product Offering Association

Brief Description
Define associations (relationships) between and among product
offerings.
Define Inter-Product Offering Association defines associations
(relationships) between and among product offerings. These
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associations represent business rules, such as migration, substitution,

dependency, or exclusivity between and among the offerings.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Define Product Offering Associations

Brief Description
Associate a product offering with other entities, such as sales channels,
market segments, and locations.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Ensure Product Offering Documentation Production

Brief Description
Ensure that all detailed commercial specifications for a product offering
are produced and appropriately documented.
Ensure Product Offering Documentation Production ensures that all
detailed specifications are produced and appropriately documented for
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a product offering. Additionally the processes ensure that the

Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.2.7.2.1.4 Conduct Product Offering

Acceptance Testing
Figure 75. 1.2.7.2.1.4 Conduct Product Offering Acceptance Testing decomposition
Conduct Product Offering Acceptance Testing

Brief Description
Conduct acceptance testing of new and enhanced products in
preparation for launch/rollout to the market.
Conduct Product Offering Acceptance Testing manages acceptance
testing of a new and enhanced product offering into the market and
handover for ongoing rollout. Acceptance testing is conducted using
commercial pilots or market trials of the offering or prototypes of it, in
which case the commercial negotiations for the pilot and/or trial are
Page 322 of 1540

managed through these processes. These processes identify the

shortcomings or issues, and manage the necessary improvements to
the product offering to allow full rollout. At the conclusion of the pilots
and/or trials when the product offering passes its acceptance tests or
defined acceptance criteria the offering is ready for launch/rollout to
the market.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Manage Product Offering Acceptance Testing

Brief Description
Manage the introduction of a new product offering using commercial
pilots and/or market trials.
Manage Product Offering Acceptance Testing manages the introduction
of a new product offering using commercial pilots and/or market trials
of the offering or prototypes of it. Define acceptance tests and/or
acceptance criteria. Identify participants (individuals/organizations)
that will participate in the testing.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Identify Product Offering Issues

Page 323 of 1540

Brief Description
Identify the shortcomings or issues in the product.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Manage Product Offering Improvements

Brief Description
Manage the necessary improvements to the product to allow full
rollout.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Approve Product Offering for Launch/Rollout

Brief Description
Approve the product offering for launch/rollout at the conclusion of the
pilots and/or trials if/when the product passes its acceptance tests or
defined acceptance criteria.
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Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.2.7.2.1.4.1 Manage Product Offering

Acceptance Testing
Figure 76. 1.2.7.2.1.4.1 Manage Product Offering Acceptance Testing decomposition
Manage Product Offering Acceptance Testing

Brief Description
Manage the introduction of a new product offering using commercial
pilots and/or market trials.
Manage Product Offering Acceptance Testing manages the introduction
of a new product offering using commercial pilots and/or market trials
of the offering or prototypes of it. Define acceptance tests and/or
Page 325 of 1540

acceptance criteria. Identify participants (individuals/organizations)

that will participate in the testing.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Define Product Offering Acceptance Test

Brief Description
Define product offering acceptance tests and acceptance criteria.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Identify Product Offering Acceptance Test Participants

Brief Description
Identify participants (individuals/organizations) that will participate in
the testing.
Explanatory
N/A
Page 326 of 1540

Mandatory
N/A
Optional
N/A
Interactions
N/A
Conduct Product Offering Acceptance Test

Brief Description
Conduct acceptance test using pilots and/or market trials.
Conduct Product Offering Acceptance Test uses commercial pilots
and/or market trials of the offering or prototypes of the offering.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.2.7.2.1.6 Manage Product Offering Exit
Page 327 of 1540

Figure 77. 1.2.7.2.1.6 Manage Product Offering Exit decomposition
Manage Product Offering Exit

Brief Description
Identify an existing product offering which is unviable and manage the
processes to exit it from the market.
Manage Product Offering Exit identifies an existing product offering
which is unviable and manages the process to exit it from the market.
It analyzes an existing product offering to identify if it is economically
or strategically, identify customers impacted by any exit, develop
customer specific or market segment exit or migration strategies,
develop infrastructure transition and/or replacement strategies, and
manage the operational aspects of the exit process. A business
proposal identifying the competitive threats, risks and costs may be
required as part of developing the exit strategy. It includes any crossenterprise co-ordination and management functions to ensure that the
needs of all stakeholders are identified and managed.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Identify Unviable Product Offering

Brief Description
Analyze an existing product offering to identify if it is economically or
strategically unviable.
Explanatory
N/A
Mandatory
N/A
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Optional
N/A
Interactions
N/A
Identify Product Offering Exit Impact

Brief Description
Identify the impact of the exit of the product offering.
Identify Product Offering Exit Impact identifies customers impacted by
any exit, and develop customer specific or market segment exit or
migration strategies.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Develop Product Offering Exit Strategies

Brief Description
Develop infrastructure transition and/or replacement strategies.
Develop Product Offering Exit Strategies develops infrastructure
transition and/or replacement strategies, and manage the operational
aspects of the exit process. A business proposal identifying the
competitive threats, risks and costs may be required as part of
developing the exit strategy. It includes any cross-enterprise coordination and management functions to ensure that the needs of all
stakeholders are identified and managed.
Explanatory
N/A
Page 329 of 1540

Mandatory
N/A
Optional
N/A
Interactions
N/A
Exit Product Offering from Market

Brief Description
Remove a product offering, either by deleting it or indicating it is no
longer valid.
Exit Product Offering from Market removes a product specification,
either by deleting it or indicating it is no longer valid. Notifications are
sent to the Product Specification Development & Retirement process so
it can determine if the related specifications should also be removed.
Additionally a notification may be sent to the Party Offering
Development & Retirement process so that it can determine if any onboarded product offerings should also be removed.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Page 330 of 1540

1.2.7.2.1.7 Rollout/Launch Product

Offering
Figure 78. 1.2.7.2.1.7 Rollout/Launch Product Offering decomposition
Rollout/Launch Product Offering

Brief Description
infrastructure to support a new or enhanced product offering and
conduct operations readiness testing and acceptance.
Rollout/Launch Product Offering supports the operational introduction
of new processes and infrastructure to support a new or enhanced
product offering and are responsible for conducting operations
readiness testing and acceptance. It develops the procedures for the
specific fulfillment, assurance and revenue generation processes and
keeps them up to date. After successful testing, accept the new or
enhanced process capabilities and manage a full-scale introduction for
general availability.
Develop policy support and decision support knowledge for a product
offering.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Page 331 of 1540

Interactions
N/A
Develop Product Offering Procedures

Brief Description
Develop the procedures for the specific fulfillment, assurance and
revenue generation processes for a new or enhanced product offering.
Develop Product Offering Procedures develops the procedures for the
specific fulfillment, assurance and revenue generation processes for a
new or enhanced product offering as well as keeping them up to date.
Develop policy support and decision support knowledge for these
product offering processes and procedures.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Support Product Offering Operational Introduction

Brief Description
infrastructure for a new or enhanced product offering.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
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Interactions
N/A
Conduct Operational Readiness Testing

Brief Description
Conduct operations readiness testing and acceptance.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Accept Product Offering Process Capabilities

Brief Description
Accept the new or enhanced process capabilities and manage a fullscale introduction for general availability.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Page 333 of 1540

1.2.7.2.2 Product Offering Pricing
Figure 79. 1.2.7.2.2 Product Offering Pricing decomposition
Product Offering Pricing

Brief Description
Manage the lifecycle of standard pricing, policy-based pricing,
algorithmic pricing, and feature/property-based pricing associated with
product offering.
Product Offering Pricing manages all aspects of pricing for product
offerings. This includes standard pricing, policy-based pricing,
algorithmic pricing, and feature/property-based pricing. Standard
pricing processes set the price, develop pricing plans, update prices,
obtain approval for pricing, provide notifications of price changes, and
remove prices.
The other types of prices define various forms of rules that determine
what price should be used under certain conditions. For example,
policy-based pricing may determine if a customer qualifies for a
discount based on what product offerings are ordered, algorithmic
pricing defines matrices of properties/features used to determine a
price, feature/property-based pricing determines a price based on the
selection of one or more properties or features by a customer.
Explanatory
N/A
Mandatory
N/A
Page 334 of 1540

Optional
N/A
Interactions
N/A
Standard Product Offering Pricing

Brief Description
Set the price, develop pricing plans, update prices, obtain price
approval, provide notifications of price changes, and remove prices.
Standard Product Offering Pricing sets the price, develops pricing
plans, updates prices, obtains price approval, provides notifications of
price changes, and removes prices.
Prices are set for a variety of prices such as recurring, non-recurring,
discounts, allowances. Pricing plans represent groupings of product
offering prices, such as a plan composed of a recurring charge and a
number of usage based charges. New, updated, and discontinued
prices can go through an approval process if needed and notifications
of them can be provided to internal and/or external parties such as
customers and/or partners. Once a price lives its useful life it can be
removed.
Note that the notification and approval processes can be reused by the
other pricing related core processes for any additions, modifications, or
removals associated with other types of prices whose lifecycles are
managed by the other core processes into which the Product Offering
Pricing process decomposes.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Policy-based Product Offering Pricing

Page 335 of 1540

Brief Description
Develop product offering pricing specific policy components used to
determine the price of a product offering and to define cross-offering
price policy rules.
Policy-based Product Offering Pricing develops product offering pricing
specific policy components used to determine the price of a product
offering and to define cross-offering price policy rules. This process
develops pricing specific product offering price policy conditions,
actions, variables and values.
The price of a product is often dependent upon the procurement of
another product for a particular price, another product offering, or
another product offering of the same type. For example, if a premium
software package is purchased then two from a choice of five other
software packages are provided free.
As with other pricing processes this process interacts with the Provide
Product Offering Price Notification and Obtain Product Offering Price
Approval processes to provide notifications and gain approval of any
actions taken by this process.
Note that this process is meant to use generic policy processes to
define the base policy. These processes represent product offering
pricing specific extensions to them. To date the generic processes
have not yet been developed.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Algorithmic Product Offering Pricing

Brief Description
Develop a product offering pricing algorithmic matrix specification and
the content of the matrix. The matrix is used to determine the price to
Page 336 of 1540

charge/allow for a product that meet the criteria in the matrix,

particularly for variable charges/allowances. For example, the amount
to charge for data usage for some period.
Algorithmic Product Offering Pricing develops (creates, modifies,
deletes) a product offering pricing algorithmic matrix specification and
Matrix specification development includes defining the matrix and its
rows and columns. The rows and columns represent the criteria
evaluated to determine the charge/allowance. They represent such
things as types of product features/properties, types of product offering
prices, algorithmic specific criteria such as type of customer, and so
forth.
Matrix development defines a matrix based on a matrix specification,
the content of matrix cells, as well as the product offering to which it
applies. The cells represent the values for the product
features/properties, such as excess data usage rates, product offering
prices that will be charged/allowed, and values for algorithmic
evaluation such as student, normal, or very important person (VIP)
types of customers.
Note that this process is meant to use/interact with generic
property/feature processes to define them. To date the generic
processes have not yet been developed.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Page 337 of 1540

Feature/Property Product Offering Pricing

Brief Description
Define simple to complex feature/property-based product offering
pricing.
Feature/Property Product Offering Pricing defines (creates, modifies,
removes) simple to complex feature/property-based product offering
pricing. Simple pricing is based on an association between one or
more features/properties and a product offering price. For example, the
price may vary based on the speed of internet connectivity. Complex
pricing is defined by a group of features/properties upon which series
of operations is performed to determine the price. For example, the
price for a movie may be based on the title and format. A
feature/property is also known as a characteristic.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Page 338 of 1540

1.2.7.2.2.1 Standard Product Offering

Pricing
Figure 80. 1.2.7.2.2.1 Standard Product Offering Pricing decomposition
Standard Product Offering Pricing

Brief Description
Set the price, develop pricing plans, update prices, obtain price
approval, provide notifications of price changes, and remove prices.
Standard Product Offering Pricing sets the price, develops pricing
plans, updates prices, obtains price approval, provides notifications of
price changes, and removes prices.
Prices are set for a variety of prices such as recurring, non-recurring,
discounts, allowances. Pricing plans represent groupings of product
offering prices, such as a plan composed of a recurring charge and a
number of usage based charges. New, updated, and discontinued
prices can go through an approval process if needed and notifications
of them can be provided to internal and/or external parties such as
customers and/or partners. Once a price lives its useful life it can be
removed.
Note that the notification and approval processes can be reused by the
other pricing related core processes for any additions, modifications, or
removals associated with other types of prices whose lifecycles are
managed by the other core processes into which the Product Offering
Pricing process decomposes.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Page 339 of 1540

Interactions
N/A
Set Product Offering Price

Brief Description
Set (create) a variety of prices such as recurring, non-recurring,
discounts, allowances.
Set Product Offering Price sets (creates) a variety of prices such as
recurring, non-recurring, discounts, allowances.
Price events that trigger a price are also defined by creating an event
and associating it with a price. Additionally, the applicability of a price
to one or more geographic areas are defined.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Develop Product Offering Pricing Plan

Brief Description
Create and modify a group of product offering prices that represent a
price plan for a product offering. Other processes provide notifications
and approve the creation and updates.
Develop Product Offering Price Plan creates and modifies a grouping of
product offering prices that represent a price plan for a product
offering. For example a plan may consist of a recurring charge for a
data plan and a charge for excess data usage.
Modification of the plan may include removing and adding product
offering prices to the plan.
Page 340 of 1540

These processes interact with the Provide Product Offering Price

Notification and Obtain Product Offering Price Approval processes to
provide notifications of suggested new and changed price plans to
parties who approve or are involved in some way, obtain approval to
make them, then create or update the price. Once created or changed,
notifications are sent to all involved parties, such as approvers, those
consulted, and other involved parties.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Modify Product Offering Price

Brief Description
Suggest an update to a product offering price and upon approval make
the update. Other processes provide notifications and approve the
updates.
Modify Product Offering Price suggests a change to a product offering
price plan.
It interacts with the Provide Product Offering Price Notification
and Obtain Product Offering Price Approval processes to provide
notifications of suggested changes to parties who approve changes or
have some other level of involvement, obtain approval to make the
changes, and make the changes. Once changed, notifications are sent
to all involved parties, such as approvers, those consulted about the
changes, and other involved parties.
Explanatory
N/A
Mandatory
N/A
Page 341 of 1540

Optional
N/A
Interactions
N/A
Obtain Product Offering Price Approval

Brief Description
Approve all creations, modifications, and removals of product offering
prices and price plans.
Obtain Product Offering Price Approval handles the approval of the
creations, modifications, removals/discontinues to prices and price
plans by those parties involved in the approval process. This includes
any actions taken by any pricing related core processes.
Additionally enterprise cross-product pricing approval is also obtained.
Upon approval the Provide Product Offering Price Notification process
provides notification of the approval to all involved parties.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Provide Product Offering Price Notification

Brief Description
Issue pricing related notifications to involved parties.
Provide Product Offering Price Notification issues notifications to
involved parties of any new and change and discontinued product
offering prices. Notifications are also made for any creates, changes,
deletes made by other pricing related core processes.
Page 342 of 1540


These parties have been specified by the Manage Pricing Notification
Involved Party process.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Discontinue Product Offering Price

Brief Description
Discontinue a product offering price including a price plan.
Discontinue Product Offering Price discontinues a product offering price
including a price plan. Discontinue may remove the price or plan or
indicate that the price or plan is no longer valid.
notifications of the discontinued price or plan to parties who are
responsible for the approval of the discontinuance or have some other
level of involvement, obtain approval to discontinue, and discontinue
the price or plan. Once discontinued, notifications are sent to all
involved parties, such as approvers, those consulted about the
discontinuance, and other involved parties.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Page 343 of 1540

1.2.7.2.2.1.1 Set Product Offering Price
Figure 81. 1.2.7.2.2.1.1 Set Product Offering Price decomposition
Set Product Offering Price

Brief Description
Set Product Offering Price sets (creates) a variety of prices such as
recurring, non-recurring, discounts, allowances.
Price events that trigger a price are also defined by creating an event
and associating it with a price. Additionally, the applicability of a price
to one or more geographic areas are defined.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
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Create Product Offering Price

Brief Description
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Define Product Offering Price Event

Brief Description
These processes define price events that trigger a price and associate
it with a price. These events are used to trigger such things the
generation of charges associated with recurring prices.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Associate Product Offering Price with Geographic Area

Page 345 of 1540

Brief Description
These processes associate a product offering price with one or more
geographic areas to which it applies.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.2.7.2.2.1.2 Develop Product Offering

Pricing Plan
Figure 82. 1.2.7.2.2.1.2 Develop Product Offering Pricing Plan decomposition
Develop Product Offering Pricing Plan

Page 346 of 1540

Brief Description
Create and modify a group of product offering prices that represent a
price plan for a product offering. Other processes provide notifications
and approve the creation and updates.
Develop Product Offering Price Plan creates and modifies a grouping of
product offering prices that represent a price plan for a product
offering. For example a plan may consist of a recurring charge for a
data plan and a charge for excess data usage.
Modification of the plan may include removing and adding product
offering prices to the plan.
These processes interact with the Provide Product Offering Price
Notification and Obtain Product Offering Price Approval processes to
provide notifications of suggested new and changed price plans to
parties who approve or are involved in some way, obtain approval to
make them, then create or update the price. Once created or changed,
notifications are sent to all involved parties, such as approvers, those
consulted, and other involved parties.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Define Product Offering Price Plan

Brief Description
Create a group of product offering prices that represent a price plan for
a product offering.
Define Product Offering Price Plan creates a grouping of product
offering prices that represent a price plan for a product offering. For
example a plan may consist of a recurring charge for a data plan and a
charge for excess data usage.
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Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Modify Product Offering Price Plan

Brief Description
Modify a group of product offering prices that represent a price plan for
a product offering.
Modify Product Offering Price Plan modifies a grouping of product
offering prices that represent a price plan for a product offering.
Included are the removal and addition of product offering prices to the
plan.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
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1.2.7.2.2.1.3 Modify Product Offering Price
Figure 83. 1.2.7.2.2.1.3 Modify Product Offering Price decomposition
Modify Product Offering Price

Brief Description
Suggest an update to a product offering price and upon approval make
the update. Other processes provide notifications and approve the
updates.
Modify Product Offering Price suggests a change to a product offering
price plan.
notifications of suggested changes to parties who approve changes or
have some other level of involvement, obtain approval to make the
changes, and make the changes. Once changed, notifications are sent
to all involved parties, such as approvers, those consulted about the
changes, and other involved parties.
Explanatory
N/A
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Mandatory
N/A
Optional
N/A
Interactions
N/A
Suggest Product Offering Price Modification

Brief Description
Suggest an update to a product offering price.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Make Product Offering Price Modification

Brief Description
Make an update to a product offering price once the modification is
approved.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
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Interactions
N/A
1.2.7.2.2.1.5 Provide Product Offering

Price Notification
Figure 84. 1.2.7.2.2.1.5 Provide Product Offering Price Notification decomposition
Provide Product Offering Price Notification

Brief Description
Issue pricing related notifications to involved parties.
Provide Product Offering Price Notification issues notifications to
involved parties of any new and change and discontinued product
offering prices. Notifications are also made for any creates, changes,
deletes made by other pricing related core processes.
These parties have been specified by the Manage Pricing Notification
Involved Party process.
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Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Manage Pricing Notification Involved Party

Brief Description
involved in some way with product offering prices.
Manage Pricing Notification Involved Party keeps track of individuals
and organizations playing various roles who are involved in some way
with product offering prices. Included is the type of involvement, such
as those responsible for the approval process or those who should be
informed about any pricing related activities.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Issue Pricing Notification

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Brief Description
Send pricing related notifications to involved parties.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.2.7.2.2.2 Policy-based Product Offering

Pricing
Figure 85. 1.2.7.2.2.2 Policy-based Product Offering Pricing decomposition
Policy-based Product Offering Pricing

Brief Description
Develop product offering pricing specific policy components used to
determine the price of a product offering and to define cross-offering
price policy rules.
Policy-based Product Offering Pricing develops product offering pricing
specific policy components used to determine the price of a product
offering and to define cross-offering price policy rules. This process
develops pricing specific product offering price policy conditions,
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actions, variables and values.

The price of a product is often dependent upon the procurement of
another product for a particular price, another product offering, or
another product offering of the same type. For example, if a premium
software package is purchased then two from a choice of five other
software packages are provided free.
Note that this process is meant to use generic policy processes to
define the base policy. These processes represent product offering
pricing specific extensions to them. To date the generic processes
have not yet been developed.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Develop Product Offering Price Condition

Brief Description
Develop a product offering price condition that represents a single
constraint that defines how a policy rule is assessed.
Develop Product Offering Price Condition develops (creates, updates,
and removes) a product offering price condition that represents a
single constraint that defines how a policy rule is assessment.
A condition is part of a policy rule that is made up of a conditions and
actions. Conditions and actions are defined by policy statements. For
example a statement for a condition may be "If a premium software
package is purchased"
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Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Develop Product Offering Price Action

Brief Description
Develop a product offering price action that represents the outcome of
the successful evaluation of one or more policy conditions.
Develop Product Offering Price Action develops (creates, updates, and
removes) a product offering price action that represents the outcome
of the successful evaluation of one or more policy conditions.
An action is part of a policy rule that is made up of a conditions and
actions. Conditions and actions are defined by policy statements. For
example a statement for an action may be "get two software packages
from a choice of five for free".
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Develop Product Offering Price Variable

Brief Description
Develop a product offering price variable that represents a product
offering, product offering price, or product specification type.
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Develop Product Offering Price Variable develops (creates, updates,
and removes) a product offering price variable that represents a
product offering, product offering price, or product specification type.
A variable is part of a policy that can be used to form a policy
statement. The variable specifies an attribute or concept that should
either be matched or in some way compared to a value when a
condition is evaluated or set to some value when an action is taken.
For example, "get two of five software packages".
If some cases the variables value is determined via the use of a
derivation algorithm.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Develop Product Offering Price Value

Brief Description
Develop a product offering price value that represents amount
expressed in money or another medium of exchange for a product
offering.
Develop Product Offering Price Value develops (creates, updates, and
removes) a product offering price value that represents amount
expressed in money or another medium of exchange for a product
offering.
A value is part of a policy that can be used to form a policy statement.
The value specifies an attribute that should either be set or cleared (if
used in a policy action) or matched or compared in some way to a
value of the policy variable in a policy condition. For example "get the
two software packages for free (a zero price)".
Explanatory
N/A
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Mandatory
N/A
Optional
N/A
Interactions
N/A
Manage Pricing Policy Association with Product Offering

Brief Description
Create and remove the association between a product offering and the
policy which governs pricing.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Page 357 of 1540

1.2.7.2.2.3 Algorithmic Product Offering

Pricing
Figure 86. 1.2.7.2.2.3 Algorithmic Product Offering Pricing decomposition
Algorithmic Product Offering Pricing

Brief Description
Develop a product offering pricing algorithmic matrix specification and
Algorithmic Product Offering Pricing develops (creates, modifies,
deletes) a product offering pricing algorithmic matrix specification and
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Matrix specification development includes defining the matrix and its

rows and columns. The rows and columns represent the criteria
evaluated to determine the charge/allowance. They represent such
things as types of product features/properties, types of product offering
prices, algorithmic specific criteria such as type of customer, and so
forth.
Matrix development defines a matrix based on a matrix specification,
the content of matrix cells, as well as the product offering to which it
applies. The cells represent the values for the product
features/properties, such as excess data usage rates, product offering
prices that will be charged/allowed, and values for algorithmic
evaluation such as student, normal, or very important person (VIP)
types of customers.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Develop Algorithmic Product Offering Pricing Matrix Specification

Brief Description
Define the matrix and its rows and columns and other dimensions. The
rows and columns represent the criteria evaluated to determine the
charge/allowance.
Page 359 of 1540

defines (creates, modifies, and removes) the matrix and its rows and
columns and other dimensions of a multi-dimensional matrix. The rows
and columns represent the criteria evaluated to determine the
charge/allowance. They represent such things as types of product
features/properties, types of product offering prices, algorithmic
specific criteria such as type of customer, and so forth.
Note that properties/features are also known as characteristic
specifications.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Develop Algorithmic Product Offering Pricing Matrix

Brief Description
Define a product offering pricing matrix based on a matrix
specification, the content of matrix cells, as well as the specific product
offering to which it applies.
Develop Algorithmic Product Offering Pricing Matrix defines (creates,
modifies, and removes) a product offering pricing matrix based on a
matrix specification, the content of matrix cells, as well as the specific
product offering to which it applies. The cells represent the values for
the product features/properties, such as excess data usage rates,
product offering prices that will be charged/allowed, and values for
algorithmic evaluation, such as student, normal, or very important
person (VIP) types of customers.
Note that features/properties are also known as characteristic
specification values.
Explanatory
N/A
Mandatory
N/A
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Optional
N/A
Interactions
N/A
1.2.7.2.2.3.1 Develop Algorithmic Product

Offering Pricing Matrix Specification
Figure 87. 1.2.7.2.2.3.1 Develop Algorithmic Product Offering Pricing Matrix Specification
decomposition

Brief Description
Define the matrix and its rows and columns and other dimensions. The
rows and columns represent the criteria evaluated to determine the
charge/allowance.
defines (creates, modifies, and removes) the matrix and its rows and
columns and other dimensions of a multi-dimensional matrix. The rows
Page 361 of 1540

and columns represent the criteria evaluated to determine the

charge/allowance. They represent such things as types of product
Note that properties/features are also known as characteristic
specifications.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Develop Algorithmic Product Offering Pricing Matrix Specification Definition

Brief Description
Develop the base product offering pricing matrix specification and
associates it to the possible product offering(s) to which it applies.
Definition develops (creates, modifies, and removes) the base product
offering pricing matrix specification and associates it to the possible
product offering(s) to which it applies.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Develop Algorithmic Product Offering Pricing Matrix Specification Structure

Page 362 of 1540

Brief Description
Develop the structure of a product offering pricing matrix by defining
its rows and columns and other dimensions.
Structure defines (creates, modifies, and removes) the structure of a
product offering pricing matrix including its row(s)/columns and other
dimensions of a multi-dimensional matrix as well as their sequence.
The rows and columns represent the criteria evaluated to determine
the charge/allowance. They represent such things as types of product
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Page 363 of 1540

1.2.7.2.2.3.2 Develop Algorithmic Product

Offering Pricing Matrix
Figure 88. 1.2.7.2.2.3.2 Develop Algorithmic Product Offering Pricing Matrix decomposition
Develop Algorithmic Product Offering Pricing Matrix

Brief Description
Define a product offering pricing matrix based on a matrix
specification, the content of matrix cells, as well as the specific product
offering to which it applies.
Develop Algorithmic Product Offering Pricing Matrix defines (creates,
modifies, and removes) a product offering pricing matrix based on a
matrix specification, the content of matrix cells, as well as the specific
product offering to which it applies. The cells represent the values for
the product features/properties, such as excess data usage rates,
product offering prices that will be charged/allowed, and values for
algorithmic evaluation, such as student, normal, or very important
person (VIP) types of customers.
Page 364 of 1540

Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Develop Algorithmic Product Offering Pricing Matrix Definition

Brief Description
Define the product offering pricing matrix and its association(s) to the
specific product offering(s) to which it applies.
Develop Algorithmic Product Offering Pricing Matrix Definition defines
the product offering pricing matrix based on a matrix specification and
its association(s) to the specific product offering(s) to which it applies.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Develop Algorithmic Product Offering Pricing Matrix Cells

Brief Description
Define the content of the product offering pricing matrix cells.
Develop Algorithmic Product Offering Pricing Matrix Cells defines the
content of the product offering pricing matrix cells.
The cells represent the values for the product features/properties, such
as excess data usage rates, product offering prices that will be
Page 365 of 1540

charged/allowed, and values for algorithmic evaluation such as

student, normal, or very important person (VIP) types of customers.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.2.7.2.2.4 Feature/Property Product

Offering Pricing
Page 366 of 1540

Figure 89. 1.2.7.2.2.4 Feature/Property Product Offering Pricing decomposition
Feature/Property Product Offering Pricing

Brief Description
Define simple to complex feature/property-based product offering
pricing.
Feature/Property Product Offering Pricing defines (creates, modifies,
removes) simple to complex feature/property-based product offering
pricing. Simple pricing is based on an association between one or
more features/properties and a product offering price. For example, the
price may vary based on the speed of internet connectivity. Complex
pricing is defined by a group of features/properties upon which series
of operations is performed to determine the price. For example, the
price for a movie may be based on the title and format. A
feature/property is also known as a characteristic.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Develop Simple Feature/Property Product Offering Pricing

Brief Description
Associate or disassociate a product offering price with one or more
features/properties upon which it is based.
Page 367 of 1540

Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Develop Complex Feature/Property Product Offering Pricing

Brief Description
Define a group of features/properties upon which series of operations is
performed to determine the price of a product offering.
Develop Complex Feature/Property Product Offering Pricing defines
(creates, modifies, removes) a group of features/properties upon which
series of operations is performed to determine the price. The series of
operations defines an expression that when evaluated determines the
price for the product offering. A feature/property is also known as a
characteristic.
Single members of the group can be modified and/or removed as well
as the entire group upon which the price is based.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Page 368 of 1540

1.2.7.2.3 Product Offering Cataloging
Figure 90. 1.2.7.2.3 Product Offering Cataloging decomposition
Product Offering Cataloging

Brief Description
Develop a specification (definition) of a catalog containing product
offerings, develop a product offering catalog, and exchange a catalog
among parties.
Product Offering Cataloging develops a specification (definition) for a
catalog containing product offerings, develops a product offering
catalog, and exchanges a catalog among parties.
Product catalog specifications define reusable definitions for one or
more catalogs. For example, a catalog specification that defines a
catalog of smart home devices that is updated with new devices
periodically and issued as a new catalog.
Product catalogs can be exchanged by sending a catalog to another
party and receiving a catalog from another party. The receiving party
could be a prospect, a customer, or another enterprise that may
become a business partner that makes an enterprise's offerings
available to the market. Similarly a catalog received from another
party may be a prelude to the possible on-boarding of the parties
offerings.
Page 369 of 1540

Note that this process reuses a set of generalized cataloging processes

that can also be used to develop service catalogs and resource
catalogs.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Develop Product Offering Catalog Specification

Brief Description
Define, update, and remove the specification for a product offering
catalog.
Develop Product Offering Catalog Specification defines, updates, and
removes the specification for a product catalog. It uses the generalized
Develop Catalog Specification process to develop a specific type of
catalog specification, in this case a product offering catalog
specification.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Develop Product Offering Catalog

Brief Description
Define, update, and remove a product offering catalog.
Page 370 of 1540

Develop Product Offering Catalog defines, updates, and removes a
product offering catalog. It associates a product offering and
applicable product offering prices with a catalog. The product offering
may have been developed by an enterprise or on-boarded from
another party.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Exchange Product Offering Catalog

Brief Description
Exchange a product offering catalog with another party.
Exchange Product Offering Catalog exchanges a catalog with another
party engaged in the value fabric. The exchange may be sending a
product offering catalog to another party or receiving one from another
party.
It uses the generalized Exchange Catalog process to exchange a
catalog, in this case a product offering catalog.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Page 371 of 1540

1.2.7.2.3.2 Develop Product Offering

Catalog
Figure 91. 1.2.7.2.3.2 Develop Product Offering Catalog decomposition

Brief Description
Develop Product Offering Catalog defines, updates, and removes a
product offering catalog. It associates a product offering and
applicable product offering prices with a catalog. The product offering
may have been developed by an enterprise or on-boarded from
another party.
Explanatory
N/A
Mandatory
N/A
Page 372 of 1540

Optional
N/A
Interactions
N/A
Define Product Offering Catalog

Brief Description
Define Product Offering Catalog uses the generalized Develop Catalog
process and its sub-processes to define, update, and remove a specific
type of catalog, in this case a product offering catalog.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Associate Product Offering with Product Offering Catalog

Brief Description
Associate and disassociate a product offering to/from a product
offering catalog.
Associate Product Offering with Product Offering Catalog associates a
product offering and applicable product offering prices with a catalog.
The product offering may have been developed by an enterprise or onboarded from another party.
Explanatory
N/A
Mandatory
N/A
Page 373 of 1540

Optional
N/A
Interactions
N/A
1.2.7.2.4 Product Offering Agreement

Management
Figure 92. 1.2.7.2.4 Product Offering Agreement Management decomposition
Product Offering Agreement Management

Brief Description
Develop a template agreement that defines the terms/conditions
associated with a product offering.
Product Offering Agreement Management develops a template
agreement that defines the terms/conditions associated with a product
Page 374 of 1540

offering. The terms/conditions are accepted by a party when the

offering is acquired.
This process uses the general Party Agreement Management process
to develop a template agreement. Its focus is on defining product
service term (which includes early termination fees). It also associates
an offering and price(s) with the terms/conditions and with a template
agreement.
Note that Party Agreement Management is also used to define
template service level agreements and associate them to a product
offering and/or a product specification.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Define Product Offering Agreement Terms/Conditions

Brief Description
Define terms/conditions for a product offering agreement.
Define Product Offering Agreement Terms/Conditions defines product
service term (which includes early termination fees).
The terms/conditions are accepted by a party when the offering is
acquired.
Explanatory
N/A
Mandatory
N/A
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Optional
N/A
Interactions
N/A
Associate Product Offering and Price with Product Offering Agreement

Brief Description
Associate a product offering and price(s) with a product offering
template agreement and the product offering and price(s) with the
terms/conditions.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Page 376 of 1540

1.2.7.2.6.3 Develop Product Offering

Promotion
Figure 93. 1.2.7.2.6.3 Develop Product Offering Promotion decomposition

Brief Description
agree on a product offering promotion and the selection of appropriate
channel or channels to support delivery of the promotion.
Develop Product Offering Promotion manages all activities and
stakeholder engagement to develop and agree on a product offering
promotion and the selection of appropriate channel or channels to
support delivery of the promotion. It also interacts with Marketing
Communications to develop promotional messages and Marketing
Campaign Management to associate promotions with a campaign.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Page 377 of 1540

Create Product Offering Promotion

Brief Description
Engage with stakeholders engagement to develop a product offering
promotion and associate it with applicable marketing campaigns and
marketing communications.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Select Product Offering Promotion Delivery Channels

Brief Description
Select the appropriate channel or channels to support delivery of a
product offering promotion.
Select Product Offering Promotion Delivery Channels selects the
appropriate channel or channels to support delivery of a product
offering promotion. A particular promotion may require selection of one
or several delivery channels.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Page 378 of 1540

Obtain Product Offering Promotion Agreement

Brief Description
Obtain stakeholder agreement for the product offering promotion.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.2.7.2.6.4 Start Product Offering

Promotion
Figure 94. 1.2.7.2.6.4 Start Product Offering Promotion decomposition
Start Product Offering Promotion

Page 379 of 1540

Brief Description
Manage and co-ordinate the delivery of the product offering promotion
to the selected channel(s).
Start Product Offering Promotion manages and co-ordinates the
delivery of the product offering promotion to the selected channel(s). It
ensures that the channel(s) (owned and/or contracted) are adequately
trained and/or informed to manage the start of the promotion, and that
sufficient resources are available in the selected channel(s) to support
its start.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Manage Product Offering Promotion Channel Capability

Brief Description
Ensure that the channel(s) (owned and/or contracted) are adequately
trained and/or informed to manage the start of the product offering
promotion.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Page 380 of 1540

Manage Product Offering Promotion Channel Resources

Brief Description
Ensure that sufficient resources are available in the selected channel(s)
to support the start of a product offering promotion.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Wrap-up Start of Product Offering Promotion

Brief Description
Wrap-up the start of the product offering promotion.
Wrap-up Start of Product Offering Promotion completes the start of the
product offering promotion. It is coordinated with the delivery of the
associated marketing campaigns and marketing communications.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Page 381 of 1540

1.2.7.2.6.5 Monitor Product Offering

Promotion Effectiveness
Figure 95. 1.2.7.2.6.5 Monitor Product Offering Promotion Effectiveness decomposition
Monitor Product Offering Promotion Effectiveness

Brief Description
campaign metrics.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Page 382 of 1540

Develop Product Offering Promotion Metrics

Brief Description
Develop metrics to gauge the effectiveness of product offering
promotions.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Gather Product Offering Promotion Metrics

Brief Description
Gather product offering promotion metrics to gauge the effectiveness
of promotion(s).
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Analyze Product Offering Promotion Metrics

Page 383 of 1540

Brief Description
Analyze gathered product offering promotion(s) metrics to identify any
issues with the promotion(s).
Analyze Product Offering Promotion Metrics analyzes gathered product
offering promotion(s) metrics to identify any issues with the
promotion(s). The analysis includes identifying any established
thresholds that have been crossed and the associated consequence
(good or bad). A report is produced that reflects the effectiveness of
the product offering promotion(s).
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Suggest Product Offering Promotion Change

Brief Description
Feedback suggested marketing campaign changes to adapt it to
become more effective.
Suggest Product Offering Promotion Change feeds back suggested
product offering promotion changes to adapt it to become more
effective. This is based in part on the analysis of product offering
promotion metrics.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
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1.2.8 Product Capacity Management
Figure 96. 1.2.8 Product Capacity Management decomposition
Product Capacity Management

Brief Description
Specify available product capacity and capture product capacity
demand for defined time periods. The consumption of available
capacity by demand is captured for a given time period.
Product Capacity Management specifies available product capacity and
captures product capacity demand for defined time periods. The
consumption of available product capacity by product demand is
captured for a given time period. Available product capacity and/or
product capacity demand may be adjusted based on consumption or
other factors, such as reduced infrastructure availability. Available
product capacity and product capacity demand can be specified as
planned or actual.
Note that this process reuses a set of generalized capacity
management processes that can also be used to manage service
capacity and capacity demand as well as resource capacity and
capacity demand.
Page 385 of 1540

The focus of this process is to associate capacity and capacity demand

with product specifications, product offerings, and products.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Develop Product Capacity

Brief Description
Perform all applicable generalized capacity management processes
associated with product capacity.
Develop Product Capacity performs all generalized capacity
management processes associated with product capacity, such as
specifying available capacity, monitoring, and adjusting capacity.
Specific to product capacity is defining its associations with product
specifications, product offerings, and products.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Develop Product Capacity Demand

Brief Description
Perform all applicable generalized capacity management processes
associated with product capacity demand.
Page 386 of 1540

Develop Product Capacity Demand performs all generalized capacity
management processes associated with product capacity demand,
such as capturing capacity demand, consuming available capacity,
monitoring capacity demand, and adjusting capacity demand.
Specific to product capacity demand is defining its associations with
product specifications, product offerings, and products.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.3.1 Customer Support & Readiness
Figure 97. 1.3.1 Customer Support & Readiness decomposition
Customer Support & Readiness

Brief Description
Customer Support & Readiness processes ensure the support capability
Customer Support & Readiness processes ensure the support capability
Page 387 of 1540

is in place to allow the Customer Fulfillment, Assurance and Billing

Provision of sales customer process infrastructure
Policy support and decision support knowledge for customers and
customer interactions (including billing activities)
Maintaining inventories to support the customer data required by the
FAB and CRM OS&R processes
individual Customer FAB processes
Longer-term trend analysis on customer FAB processes in order to
These processes support the operational introduction of new processes
and infrastructure to support new and/or enhanced customer
management capabilities and are responsible for conducting
operations readiness testing and acceptance. They develop the
procedures for the specific Fulfillment, Assurance and Billing processes
and keep them up to date. After successful testing, these processes
accept the new or enhanced process capabilities and manage a fullscale introduction for general availability.
Explanatory
Mandatory
Optional
Interactions
Support Customer Interface Management

Brief Description
Ensure that all information, materials, systems and resources are
available so that the Customer Interface Management processes can
operate effectively, when a contact with a customer occurs.
The purpose of the Support Customer Interface Management processes
is to ensure that there is capability (for example, information,
materials, systems and resource) so that the Customer Interface
Management processes can operate effectively when a contact with a
Page 388 of 1540

customer occurs. Examples are information on how to handle unusual

requests based on temporary situations, systems needed to accept
and track customer contacts, requests for the provisioning of additional
resources where it has been identified that current levels will impact on
timely contact handling.
These processes are responsible for implementing generic and specific
changes to customer interfaces. This support could be in updating
agent scripts, IVR announcements, Web pages, etc. Customer Interface
Support processes keep up to date all information concerning
customers.
These processes undertake trend analysis on customer contacts, e.g.
type, frequency, duration, outcome.
Explanatory
Mandatory
Optional
Interactions
Support Order Handling

Brief Description
Ensure that new and/or modified Order Handling related infrastructure
is deployed effectively, and to ensure that Order Handling processes
The purpose of the Support Order Handling processes is twofold to
ensure that new and/or modified Order Handling related infrastructure
For the Order Handling processes the role of the Support Order
Handling processes is to make sure that there is sufficient process
capacity and capability (for example information, materials, systems
and resources) so that the Order Handling processes can operate
effectively. Examples are information on how to process orders for
specific product offerings, information needed to carry out designs,
materials needed to confirm customer order requests, systems needed
Page 389 of 1540

to validate product offering availability.

forecasting at an operational level customer order handling volume
requirements;
the capacity planning associated with the deployment of new and/or
modified customer order handling infrastructure;
establishment and monitoring of organizational arrangements to
support deployment and operation of new and/or modified customer
order handling infrastructure;
creation, deployment, modification and/or upgrading of customer
order handling infrastructure deployment support tools (including
Customer Inventory and Product Offer Inventory) and processes for
new and/or modified customer order handling infrastructure;
authoring, reviewing and approving operational procedures
developed by Marketing & Offer Management processes prior to
customer order handling infrastructure deployment;
the testing and acceptance of new and/or modified customer order
handling infrastructure as part of the handover procedure from the
Marketing & Offer Management processes to Operations;
detecting customer order handling infrastructure operational
limitations and/or deployment incompatibilities and providing
requirements to address these aspects to Marketing & Offer
Management processes;
co-ordination and roll-out, in accordance with approved plans, of the
approved new and/or modified customer order handling infrastructure;
monitoring capacity utilization of deployed customer order handling
infrastructure to provide early detection of potential customer order
handling infrastructure shortfalls;
reconfiguration and re-arrangement of under-utilized deployed
customer order handling infrastructure;
managing recovery and/or removal of obsolete or unviable customer
reporting on deployed customer order handling infrastructure
capacity;
Tracking and monitoring of the customer order handling
infrastructure deployment processes and costs (including where
customer order handling infrastructure is deployed and managed by
third parties),
reporting on the capability of the customer order handling
infrastructure deployment processes
establishing and managing customer order handling notification
facilities and lists to support the Order Handling notification and
reporting processes
The processes undertake trend analysis on order handling, such as
Page 390 of 1540

time taken to complete a customer order, frequency and type of Order

Handling process issues involved, and cancelled orders.
Explanatory
Mandatory
Optional
Interactions
Support Problem Handling

Brief Description
Assist Problem Handling processes by proactively undertaking
statistically driven preventative and scheduled purchased product
offering maintenance activities and monitoring, managing and
reporting on the capability of the Problem Handling processes.
The responsibilities of the Support Problem Handling processes are
twofold - assist Problem Handling processes by proactively undertaking
These processes are responsible for ensuring that the purchased
product offerings are working effectively and efficiently.
Extracting and analyzing, including undertaking trend analysis,
historical and current customer problem reports and performance
reports to identify potential customer purchased product offerings
requiring proactive maintenance and/or replacement;
Requesting scheduling of additional customer purchased product
offering data collection to assist in the analysis activity;
Requesting scheduling of customer purchased product offering
performance testing to assist in analysis activity;
Developing and managing customer purchased product offering
proactive maintenance programs;
Requesting customer provisioning activity to prevent anticipated
customer problems associated with purchased product offerings
identified in the analysis activities;
Reporting outcomes of trend analysis to Market & Offer Management
Page 391 of 1540

processes to influence new and/or modified customer product offering

development;
Tracking and monitoring of the Problem Handling processes and
associated costs (including where customer infrastructure is deployed
and managed by third parties), and reporting on the capability of the
Problem Handling processes
Establishing and managing customer problem notification facilities
and lists to support the Problem Handling notification and reporting
processes
These processes undertake trend analysis on problem handling.
Explanatory
Mandatory
Optional
Interactions
Support Retention & Loyalty

Brief Description
available so that the Retention & Loyalty processes can be completed
without delay, when a request is received from a customer
The purpose of the Support Retention & Loyalty processes is to make
sure that there is capability (for example, information, materials,
systems and resources) so that the Retention & Loyalty processes can
operate effectively. Examples are information on current requests for
analysis and collection of customer profile information, materials
needed to analyze customer retention and loyalty information, systems
needed to analyze customer retention and loyalty information,
requests for the provisioning of additional resources where it has been
identified that current levels will impact on timely retention and loyalty
information collection and delivery.
These processes undertake trend analysis on retention and loyalty,
including customer acquisitions and churn, and the effectiveness of
loyalty schemes.
Explanatory
Page 392 of 1540

Mandatory
Optional
Interactions
Manage Customer Inventory

Brief Description
Establish, manage and administer the enterprise's customer inventory,
as embodied in the Customer Inventory Database, and monitor and
report on the usage and access to the customer inventory, and the
quality of the data maintained in it.
The purpose of the Manage Customer Inventory processes are twofold establish, manage and administer the enterprise's customer inventory,
The customer inventory maintains records of all customers, their
interactions with the enterprise, any contracts established, and any
other customer relatedinformation, required to support CRM and
other processes.
captured for customers ;
Identifying, establishing and maintaining customer inventory
Establishing and managing the customer inventory management and
processes to create, modify, update, delete and/or download customer
data to and from the customer inventory;
Ensuring the customer inventory repository accurately captures and
records all identified customer details, through use of automated or
manual audits;
Tracking and monitoring of the usage of, and access to, the customer
findings
Identifying any technical driven shortcomings of the customer
Page 393 of 1540


Explanatory
Was 1.1.1.10
Mandatory
Optional
Interactions
Support Bill Invoice Management

Brief Description
available so that the Bill Invoice Management processes can be
completed without delay.
Explanatory
The "Support Bill Invoicing Management is responsible for the "lists of
customers who are eligible for receiving bills in electronic format", not
responsible for list of customers receiving bills, there is a difference.
Mandatory
The purpose of the Support Bill Invoice Management processes is to
make sure that there is capability (for example, information, materials,
systems and resources) so that the Bill Invoice Management processes
Where a commercial agreement has been established with a customer
to present a billing invoice in a particular customer specific format,
these processes are responsible for establishing and maintain the
customer specific billing invoice formats, and any interaction with
specific customers to modify the format, and design and development
of the Service Providers invoicing process.
These processes maintain lists of customers who are eligible for
receiving bills in electronic format, and maintain the form of electronic
format to be used on a customer basis.
Page 394 of 1540

Optional
Examples are information needed to generate invoices like taxes,
charges, prices, etc., information needed to deliver bills to customers
such as address formats and post/zip codes structures, systems
needed to create bills, requests for provisioning of additional resources
where it has been identified that current levels will impact on timely
bill preparation.
Interactions
Support Bill Payments & Receivables Management

Brief Description
Ensure that all information and systems are available so that the Bill
Payments & Receivables Management processes can be completed
without delay.
Explanatory
The payment processes should be established before operation.
Mandatory
The purpose of the Support Bill Payments & Receivables Management
processes is to make sure that there is capability (for example,
established collection channels, information and systems) so that the
Bill Payments & Receivables Management processes can operate
effectively. Examples are collection channels capable of processing
customer bill payments, information on payments done by customers,
systems needed to process the payments and make the customer bill
account balance.
In addition these processes are responsible for establishing, managing
and, if required, operating the various payment processes that the
Service Provider chooses to establish.
Optional
These processes undertake trend analysis on customer billing debts,
alerting when pre-determined thresholds are tended to be exceeded.
Interactions
Support Bill Inquiry Handling

Page 395 of 1540

Brief Description
Ensure that all information, systems and resources are available so
that the Bill Inquiry Handling processes can be completed without
delay.
The purpose of the Support Bill Inquiry Handling processes is to make
sure that there is capability (for example, information, systems and
resources) so that the Bill Inquiry Handling processes can operate
effectively. Examples are information on how to respond to current
billing issues being raised by customers, systems needed to create
customer bill inquiry and complaint reports, requests for provisioning
of additional resources where it has been identified that current levels
will impact on timely billing complaint handling.
These processes are responsible for managing billing policies
associated with customer billing dispute settlements.
These processes undertake trend analysis on billing queries and
complaints.
Explanatory
Was 1.1.1.1.15
Mandatory
Optional
Interactions
Support Charging
Brief Description
Ensure that all information and systems are available so that the
Charging processes can be completed without delay.
The purpose of the Support Charging processes is to make sure that
there is capability (for example, information, systems and resources)
so that the Charging processes can operate effectively. Examples are
information needed to calculate the value of the service/product e.g.
tariffs, price plans, accumulated usage, contracts, etc., information
Page 396 of 1540

needed to apply the discounts to product prices at an individual

product level, information needed to accumulate items for charging
and information on how to manage the charging relationships.
These processes undertake trend analysis on charging.
Explanatory
Mandatory
Optional
Interactions
Support Manage Billing Events

Brief Description
Manage Billing Events processes can be completed without delay.
The purpose of the Support Manage Billing Events processes is to make
resources) so that the Manage Billing Events processes can operate
effectively. For example the billing event records to process, the
information needed to enrich the billing events (e.g. customer,
product, or other reference data, price), the schema to reformat the
billing event records.
These processes undertake trend analysis on billing events
management.
Explanatory
Mandatory
Optional
Interactions
Support Manage Balance

Page 397 of 1540

Brief Description
Manage Balance processes can be completed without delay.
The purpose of the Support Manage Balance processes is to make sure
that there is capability (for example, information, systems and
resources) so that the Support Manage Balance processes can operate
effectively. For example policy defined to manage balance (e.g.
minimum allowable balance limit, balance expiration dates), account
information needed to operate the balance.
These processes undertake trend analysis on balance management.
Explanatory
Mandatory
Optional
Interactions
Page 398 of 1540

1.3.1.1 Support Customer Interface

Management
Figure 98. 1.3.1.1 Support Customer Interface Management decomposition
Support Customer Interface Management

Brief Description
available so that the Customer Interface Management processes can
operate effectively, when a contact with a customer occurs.
The purpose of the Support Customer Interface Management processes
materials, systems and resource) so that the Customer Interface
Management processes can operate effectively when a contact with a
customer occurs. Examples are information on how to handle unusual
requests based on temporary situations, systems needed to accept
and track customer contacts, requests for the provisioning of additional
timely contact handling.
changes to customer interfaces. This support could be in updating
agent scripts, IVR announcements, Web pages, etc. Customer Interface
Page 399 of 1540

Support processes keep up to date all information concerning

customers.
These processes undertake trend analysis on customer contacts, e.g.
type, frequency, duration, outcome.
Explanatory
Mandatory
Optional
Interactions
Ensure Customer Interface Capability

Ensure that there is capability (for example, information, materials, systems and resource) so that
the Customer Interface Management processes can operate effectively when a contact with a
customer occurs. Examples are information on how to handle unusual requests based on
temporary situations, systems needed to accept and track customer contacts, requests for the
provisioning of additional resources where it has been identified that current levels will impact
on timely contact handling. These processes are responsible for implementing generic and
specific changes to customer interfaces. This support includes localization support and
personalization support, and it could be in updating agent scripts, IVR announcements, Web
pages, etc. Customer Interface Support processes keep up to date all information concerning
customers.
Brief Description
Explanatory
Mandatory
Optional
Interactions
Page 400 of 1540

Undertake Customer Contacts Trend Analysis

Brief Description
Undertake trend analysis on customer contacts, e.g. type, frequency,
duration, outcome.
Explanatory
Mandatory
Optional
Interactions
1.3.1.2 Support Order Handling
Figure 99. 1.3.1.2 Support Order Handling decomposition
Support Order Handling

Brief Description
Ensure that new and/or modified Order Handling related infrastructure
The purpose of the Support Order Handling processes is twofold to
ensure that new and/or modified Order Handling related infrastructure
Page 401 of 1540


For the Order Handling processes the role of the Support Order
Handling processes is to make sure that there is sufficient process
capacity and capability (for example information, materials, systems
and resources) so that the Order Handling processes can operate
effectively. Examples are information on how to process orders for
specific product offerings, information needed to carry out designs,
materials needed to confirm customer order requests, systems needed
to validate product offering availability.
forecasting at an operational level customer order handling volume
requirements;
creation, deployment, modification and/or upgrading of customer
order handling infrastructure deployment support tools (including
Customer Inventory and Product Offer Inventory) and processes for
new and/or modified customer order handling infrastructure;
developed by Marketing & Offer Management processes prior to
customer order handling infrastructure deployment;
the testing and acceptance of new and/or modified customer order
detecting customer order handling infrastructure operational
monitoring capacity utilization of deployed customer order handling
managing recovery and/or removal of obsolete or unviable customer
reporting on deployed customer order handling infrastructure
capacity;
Tracking and monitoring of the customer order handling
Page 402 of 1540

infrastructure deployment processes and costs (including where

customer order handling infrastructure is deployed and managed by
third parties),
reporting on the capability of the customer order handling
infrastructure deployment processes
establishing and managing customer order handling notification
reporting processes
The processes undertake trend analysis on order handling, such as
time taken to complete a customer order, frequency and type of Order
Handling process issues involved, and cancelled orders.
Explanatory
Mandatory
Optional
Interactions
Ensure Order Handling Capability

Brief Description
systems and resources) so that the Order Handling processes can
operate effectively. Examples are materials needed to confirm
customer order requests and systems needed to validate product
offering availability.
Explanatory
Mandatory
Optional
Interactions
Page 403 of 1540

Forecast Order Handling Requirements

Brief Description
Forecasting at an operational level customer order handling volume
requirements;
Explanatory
Mandatory
Optional
Interactions
Capacity Plan Order Handling Infrastructure

Brief Description
Capacity planning associated with the deployment of new and/or
Explanatory
Mandatory
Optional
Interactions
Manage Order Handling Organizational Changes

Page 404 of 1540

Brief Description
Establishment and monitoring of organizational arrangements to
Explanatory
Mandatory
Optional
Interactions
Support Order Handling Infrastructure Deployment

Brief Description
Creation, deployment, modification and/or upgrading of customer order
handling infrastructure deployment support tools (including Customer
Inventory and Product Offer Inventory) and processes for new and/or
Explanatory
Mandatory
Optional
Interactions
Approve Order Handling Procedures

Page 405 of 1540

Brief Description
Authoring, reviewing and approving operational procedures developed
by Marketing & Offer Management processes prior to customer order
handling infrastructure deployment;
Explanatory
Mandatory
Optional
Interactions
Accept Order Handling Infrastructure

Brief Description
Testing and acceptance of new and/or modified customer order
Explanatory
Mandatory
Optional
Interactions
Address Order Handling infrastructure Issues

Brief Description
Detecting customer order handling infrastructure operational
Page 406 of 1540


Explanatory
Mandatory
Optional
Interactions
Roll-out Order Handling Infrastructure

Brief Description
Co-ordination and roll-out, in accordance with approved plans, of the
Explanatory
Mandatory
Optional
Interactions
Detect Order Handling infrastructure Shortfalls

Brief Description
Monitoring capacity utilization of deployed customer order handling
Page 407 of 1540

Explanatory
Mandatory
Optional
Interactions
Rebalance Order Handling Infrastructure Utilization

Brief Description
Reconfiguration and re-arrangement of under-utilized deployed
Explanatory
Mandatory
Optional
Interactions
Remove Order Handling Infrastructure

Brief Description
Managing recovery and/or removal of obsolete or unviable customer
Page 408 of 1540

Explanatory
Mandatory
Optional
Interactions
Report Order Handling Infrastructure Capacity

Brief Description
Reporting on deployed customer order handling infrastructure
capacity;
Explanatory
Mandatory
Optional
Interactions
Track Third-Party Order Handling Infrastructure Deployment

Brief Description
Tracking and monitoring of the customer order handling infrastructure
deployment processes and costs (including where customer order
handling infrastructure is deployed and managed by third parties),
Explanatory
Page 409 of 1540

Mandatory
Optional
Interactions
Report Order Handling Infrastructure Deployment Process Capability

Brief Description
Reporting on the capability of the customer order handling
infrastructure deployment processes.
Explanatory
Mandatory
Optional
Interactions
Manage Order Handling Notification

Brief Description
Establishing and managing customer order handling notification
reporting processes
Explanatory
Mandatory
Page 410 of 1540

Optional
Interactions
Undertake Order Handling Trend Analysis

Brief Description
Undertake trend analysis on order handling, such as time taken to
complete a customer order, frequency and type of Order Handling
process issues involved, and cancelled orders.
Explanatory
Mandatory
Optional
Interactions
1.3.1.3 Support Problem Handling
Figure 100. 1.3.1.3 Support Problem Handling decomposition
Support Problem Handling

Page 411 of 1540

Brief Description
Assist Problem Handling processes by proactively undertaking
The responsibilities of the Support Problem Handling processes are
twofold - assist Problem Handling processes by proactively undertaking
These processes are responsible for ensuring that the purchased
product offerings are working effectively and efficiently.
development;
processes
Explanatory
Mandatory
Page 412 of 1540

Optional
Interactions
Ensure Product Offering Operation

Brief Description
Ensure that the purchased product offerings are working effectively
and efficiently.
Explanatory
Mandatory
Optional
Interactions
Undertake Product Offering Trend Analysis

Brief Description
Explanatory
Mandatory
Optional
Page 413 of 1540

Interactions
Request Product Offering Data Collection

Brief Description
Explanatory
Mandatory
Optional
Interactions
Request Product Offering Performance Testing

Brief Description
Explanatory
Mandatory
Optional
Interactions
Page 414 of 1540

Manage Product Offering Maintenance Programs

Brief Description
Explanatory
Mandatory
Optional
Interactions
Request Provisioning Intervention

Brief Description
Explanatory
Mandatory
Optional
Interactions
Report Product Offering Trend Analysis

Page 415 of 1540

Brief Description
development;
Explanatory
Mandatory
Optional
Interactions
Track Problem Handling Process Capability

Brief Description
Explanatory
Mandatory
Optional
Interactions
Manage Problem Handling Notification

Page 416 of 1540

Brief Description
processes
Explanatory
Mandatory
Optional
Interactions
Undertake Problem Handling Trend Analysis

Brief Description
Explanatory
Mandatory
Optional
Interactions
Page 417 of 1540

1.3.1.4 Support Retention & Loyalty
Figure 101. 1.3.1.4 Support Retention & Loyalty decomposition
Support Retention & Loyalty

Brief Description
available so that the Retention & Loyalty processes can be completed
without delay, when a request is received from a customer
The purpose of the Support Retention & Loyalty processes is to make
sure that there is capability (for example, information, materials,
These processes undertake trend analysis on retention and loyalty,
including customer acquisitions and churn, and the effectiveness of
loyalty schemes.
Page 418 of 1540

Explanatory
Mandatory
Optional
Interactions
Ensure Retention & Loyalty Capability

Brief Description
Explanatory
Mandatory
Optional
Interactions
Undertake Retention & Loyalty Trend Analysis

Brief Description
Undertake trend analysis on retention and loyalty, including customer
acquisitions and churn, and the effectiveness of loyalty schemes.
Page 419 of 1540

Explanatory
Mandatory
Optional
Interactions
1.3.1.5 Manage Customer Inventory
Figure 102. 1.3.1.5 Manage Customer Inventory decomposition
Manage Customer Inventory

Brief Description
Establish, manage and administer the enterprise's customer inventory,
The purpose of the Manage Customer Inventory processes are twofold establish, manage and administer the enterprise's customer inventory,
The customer inventory maintains records of all customers, their
interactions with the enterprise, any contracts established, and any
other customer relatedinformation, required to support CRM and
other processes.
Page 420 of 1540


Identifying, establishing and maintaining customer inventory
manual audits;
findings
Explanatory
Was 1.1.1.10
Mandatory
Optional
Interactions
Identify Relevant Customer Inventory Information

Brief Description
Explanatory
Mandatory
Page 421 of 1540

Optional
Interactions
Maintain Customer Inventory facilities

Brief Description
Identifying, establishing and maintaining customer inventory repository
facilities;
Explanatory
Mandatory
Optional
Interactions
Manage Customer Inventory Capture

Brief Description
Explanatory
Mandatory
Optional
Page 422 of 1540

Interactions
Control Customer Inventory Access

Brief Description
Explanatory
Mandatory
Optional
Interactions
Ensure Customer Inventory Data Quality

Brief Description
manual audits. Monitoring and reporting on the quality of the data
maintained in the inventory. The customer inventory maintains records
of all customers, their interactions with the enterprise, any contracts
established, and any other customer relatedinformation, required to
support CRM and other processes.
Explanatory
Mandatory
Page 423 of 1540

Optional
Interactions
Track Customer Inventory Usage

Brief Description
findings
Explanatory
Mandatory
Optional
Interactions
Identify Customer Inventory Shortcomings

Brief Description
Explanatory
Mandatory
Optional
Page 424 of 1540

Interactions
1.3.1.6 Support Bill Invoice Management
Figure 103. 1.3.1.6 Support Bill Invoice Management decomposition
Support Bill Invoice Management

Brief Description
available so that the Bill Invoice Management processes can be
completed without delay.
Explanatory
The "Support Bill Invoicing Management is responsible for the "lists of
customers who are eligible for receiving bills in electronic format", not
responsible for list of customers receiving bills, there is a difference.
Mandatory
The purpose of the Support Bill Invoice Management processes is to
make sure that there is capability (for example, information, materials,
systems and resources) so that the Bill Invoice Management processes
Where a commercial agreement has been established with a customer
to present a billing invoice in a particular customer specific format,
these processes are responsible for establishing and maintain the
customer specific billing invoice formats, and any interaction with
specific customers to modify the format, and design and development
of the Service Providers invoicing process.
These processes maintain lists of customers who are eligible for
Page 425 of 1540

receiving bills in electronic format, and maintain the form of electronic

format to be used on a customer basis.
Optional
bill preparation.
Interactions
Determine Bill Invoice Management Capability

Brief Description
Make sure that there is capability so that the Bill Invoice Management
processes can operate effectively.
Explanatory
bill preparation
Mandatory
The purpose of the Determine Bill Invoice Management Capability
process is to make sure that there is capability (for example,
information, materials, systems and resources) so that the Bill Invoice
Management processes can operate effectively.
Optional
Interactions
Establish & Maintain Bill Invoice Format

Page 426 of 1540

Brief Description
Establish and maintain the customer bill invoice formats, and any
interaction with specific customers to modify the format.
Explanatory
Mandatory
The purpose of the Establish & Maintain Bill Invoice Format process is
to establish and maintain the customer bill invoice formats to be used
on a customer basis, and any interaction with specific customers to
modify the format, where a commercial agreement has been
established with a customer to present a billing invoice in a particular
customer specific format. The bill invoice format should comprise
electronic form, paper from or etc.
Optional
Interactions
Maintain Bill Customers List

Brief Description
Maintain lists of customers who are eligible for receiving bills.
Explanatory
This process activity is used to maintain a list of customer. This is
needed information for Bill Invoice Management process to deliver bills
to customers.
Mandatory
The Maintain Bill Customers List process is to maintain lists of
customers who are eligible for receiving bills. The multiple customer
lists may exist for different usage, for example, customer list for
receiving electronic bills, customer list for receiving paper bills. The
process is responsible for adding a customer into the list and removing
a customer from the list and maintaining delivery addresses of
customers in the list.
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Optional
Interactions
Define Billing Cycle

Brief Description
Define the billing cycles and respective dates according to cash flow
needs as established by Financial Management processes.
Explanatory
Mandatory
The purpose of the Define Billing Cycle process is to define the billing
cycles and respective dates according to cash flow needs as
established by Financial Management processes.
Optional
Interactions
Analyze Billing Trend

Brief Description
Undertake trend analysis on invoice generation, production and
distribution issues.
Explanatory
Mandatory
The purpose of Analyze Billing Trend process is to analyze trend on
invoice generation, production and distribution issues, including
volume per billing cycle.
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Optional
Interactions
These analysis results may be utilized to improve the operational
efficiency of Bill Invoice Management processes, reduce operational
costs and enhance customer experience.
Design & Develop Invoicing Process

Brief Description
Design and develop the Service Providers invoicing process.
Explanatory
The billing invoice processes may include electronic/physical invoice
format design, electronic invoice distribution, physical invoice
production and invoice distribution and etc.
Mandatory
The purpose of Design & Develop Invoicing Process is to design and
develop the invoicing process according to Service Providers
requirements. Service Provider would orchestrate the relevant
processes to manage and control the bill invoice production and
distribution in efficiency.
Optional
Interactions
Service Provider would orchestrate the relevant processes to manage
and control the bill invoice production and distribution in efficiency.
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1.3.1.7 Support Bill Payments &

Receivables Management
Figure 104. 1.3.1.7 Support Bill Payments & Receivables Management decomposition
Support Bill Payments & Receivables Management

Brief Description
Ensure that all information and systems are available so that the Bill
Payments & Receivables Management processes can be completed
without delay.
Explanatory
The payment processes should be established before operation.
Mandatory
The purpose of the Support Bill Payments & Receivables Management
effectively. Examples are collection channels capable of processing
customer bill payments, information on payments done by customers,
systems needed to process the payments and make the customer bill
account balance.
In addition these processes are responsible for establishing, managing
and, if required, operating the various payment processes that the
Service Provider chooses to establish.
Page 430 of 1540

Optional
These processes undertake trend analysis on customer billing debts,
alerting when pre-determined thresholds are tended to be exceeded.
Interactions
Determine Bill Payments & Receivables Management Capability

Brief Description
Make sure that there is capability that the Bill Payments & Receivables
Management processes can operate effectively.
Explanatory
Examples are collection channels capable of processing customer bill
payments, information on payments done by customers, systems
needed to process the payments and make the customer bill account
balance.
Mandatory
The purpose of Determine Bill Payments & Receivables Management
Capability process is to make sure that there is capability (for example,
effectively.
Optional
Interactions
Analyze Customer Payment Trend

Brief Description
Analyze trend on customer billing debts, alerting when pre-determined
thresholds are tended to be exceeded.
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Explanatory
Mandatory
The purpose of Analyze Customer Payment Trend process is to analyze
trend on customer billing debts, alerting when pre-determined
thresholds are tended to be exceeded.
Optional
Interactions
The analysis results may be utilized to guide developing billing debt
policies to reduce or avoid loss of enterprise incomes.
Administer Customer Payment Processes

Brief Description
Establish, manage and, if required, operate the various payment
processes that the Service Provider chooses to establish
Explanatory
The process "Administer Customer Payment Processes" is to manage
customer payment processes, not to manage payment. The payment
processes should be established before operation. For example,
business customers pay bills in different channel comparing to
personal customers. This is why this process is not under "Manage
Customer Payments".
Mandatory
The purpose of Administer Customer Payment Processes process is to
establish, manage and operate the payment processes chosen by
Service Provider. The customer payment processes may be according
to the local policies (e.g. national law) and rules decided by Service
Provider. This process is also responsible for updating/revising the
payment processes on demand.
Optional
Interactions
Page 432 of 1540

1.3.1.8 Support Bill Inquiry Handling
Figure 105. 1.3.1.8 Support Bill Inquiry Handling decomposition
Support Bill Inquiry Handling

Brief Description
Ensure that all information, systems and resources are available so
that the Bill Inquiry Handling processes can be completed without
delay.
The purpose of the Support Bill Inquiry Handling processes is to make
resources) so that the Bill Inquiry Handling processes can operate
billing issues being raised by customers, systems needed to create
customer bill inquiry and complaint reports, requests for provisioning
of additional resources where it has been identified that current levels
will impact on timely billing complaint handling.
These processes are responsible for managing billing policies
associated with customer billing dispute settlements.
These processes undertake trend analysis on billing queries and
complaints.
Explanatory
Was 1.1.1.1.15
Mandatory
Page 433 of 1540

Optional
Interactions
Determine Bill Inquiry Handling Capability

Brief Description
Make sure that there is capability so that the Bill Inquiry Handling
Explanatory
Examples are information on how to respond to current billing issues
being raised by customers, systems needed to create customer bill
inquiry and complaint reports, requests for provisioning of additional
timely billing complaint handling.
Mandatory
The purpose of the Determine Bill Inquiry Handling Capability
information, systems and resources) so that the Bill Inquiry Handling
Optional
Interactions
Manage Billing Policy

Brief Description
Manage billing policies associated with customer billing dispute
settlements.
Explanatory
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Mandatory
The purpose of Manage Billing Policy process is to manage billing
policies associated with customer billing dispute settlements. The
process is responsible for creating a new billing policy, deleting and
modifying an existing billing policy. It is also responsible for associating
the specific customer billing dispute to suitable billing policy to guide
SP to settle billing dispute.
Optional
Interactions
Analyze Bill Inquiry Trend

Brief Description
Undertake trend analysis on billing queries and complaints.
Explanatory
Mandatory
The purpose of Analyze Bill Inquiry Trend process is to analyze trend on
billing queries and complaints.
Optional
Interactions
The analysis results may be utilized to guide SP to develop or adjust
billing policy.
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1.3.2 Customer Experience Management
Figure 106. 1.3.2 Customer Experience Management decomposition
Customer Experience Management

Brief Description
Perform customer lifecycle mapping, assess customer experience
maturity, as well as analyze customer experience metrics.
Customer Experience Management defines the customer maturity
matrix, analyze Key Capability Indicators, and determine customer
maturity level for each dimension. It defines lifecycle states, map the
customer to a lifecycle state periodically review and update the
lifecycle, as well as analyzing the lifecycle state for cross-sections of
customers. It also define customer experience KCIs/KQIs and map KQIs
to lifecycle phase and channel. Capture KCIs/KQIs and perform analysis
upon them.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
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Customer Experience Maturity Assessment

Brief Description
Define the customer maturity matrix, analyze Key Capability Indicators,
and determine customer maturity level for each dimension.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Customer Experience Journey Design & Lifecycle

Brief Description
Define lifecycle states, map the customer to a lifecycle state
periodically review and update the lifecycle, as well as analyzing the
lifecycle state for cross-sections of customers.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Customer Experience Metrics Analysis

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Brief Description
Define customer experience KCIs/KQIs and map KQIs to lifecycle phase
and channel. Capture KCIs/KQIs and perform analysis upon them.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.3.2.1 Customer Experience Maturity

Assessment
Figure 107. 1.3.2.1 Customer Experience Maturity Assessment decomposition
Customer Experience Maturity Assessment

Brief Description
Define the customer maturity matrix, analyze Key Capability Indicators,
and determine customer maturity level for each dimension.
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Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Prepare Maturity Assessment

Brief Description
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Capture CE Maturity Assessment Input

Brief Description
In order to get evidence of the KCIs
Explanatory
N/A
Mandatory
N/A
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Optional
N/A
Interactions
N/A
Determine Maturity Level per Dimension

Brief Description
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Identify CE Related Operational Pain points

Brief Description
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Page 440 of 1540

1.3.2.1.1 Prepare Maturity Assessment
Figure 108. 1.3.2.1.1 Prepare Maturity Assessment decomposition
Prepare Maturity Assessment

Brief Description
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Prepare Matrix
Brief Description
Page 441 of 1540

Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Prepare Questions
Brief Description
Use CEM Maturity Model Metrix Assessment as guideline
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Define Key Capability Indicators

Brief Description
Explanatory
N/A
Page 442 of 1540

Mandatory
N/A
Optional
N/A
Interactions
N/A
1.3.2.1.2 Capture CE Maturity Assessment

Input
Figure 109. 1.3.2.1.2 Capture CE Maturity Assessment Input decomposition
Capture CE Maturity Assessment Input

Brief Description
In order to get evidence of the KCIs
Explanatory
N/A
Mandatory
N/A
Optional
N/A
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Interactions
N/A
Conduct Interviews
Brief Description
Perform Surveys throughout organization and customer base
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Conduct Surveys
Brief Description
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Conduct technical reviews

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Brief Description
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Review Documents
Brief Description
Review existing process documentation
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Page 445 of 1540

1.3.2.2 Customer Experience Journey

Design & Lifecycle
Figure 110. 1.3.2.2 Customer Experience Journey Design & Lifecycle decomposition
Customer Experience Journey Design & Lifecycle

Brief Description
Define lifecycle states, map the customer to a lifecycle state
periodically review and update the lifecycle, as well as analyzing the
lifecycle state for cross-sections of customers.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Define Journey Building Blocks

Page 446 of 1540

Brief Description
Define customer lifecycle phases. Map to customer personas,
processes, and applications.
Define Customer Lifecycle phases defines the interactions of the
customer into the various phases and sub phases and models those
based on the unique journeys for various customer personas. Every
service provider and their customers may have unique journeys across
the various phases of the lifecycle. However, it is imperative for the
service provider to understand the interactions and identify the
journeys across the various phases and sub phases of the lifecycle so
as to better offer, serve and delight the customer. The mapping of the
Customer Experience Lifecycle model to the operations processes and
applications using the TM Forum Frameworks is essential to ensure
alignment and an efficient mode of execution across the service
provider's organization.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Define Journeys Objective

Brief Description
Identify the journey objective. E.g paying / managing service
Explanatory
N/A
Mandatory
N/A
Optional
N/A
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Interactions
N/A
Design Journeys
Brief Description
Using the above building blocks to achieve the relative objectives
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.3.2.2 Define Journey Building Blocks
Figure 111. 1.3.2.2 Define Journey Building Blocks decomposition
Define Journey Building Blocks

Page 448 of 1540

Brief Description
Define customer lifecycle phases. Map to customer personas,
processes, and applications.
Define Customer Lifecycle phases defines the interactions of the
customer into the various phases and sub phases and models those
based on the unique journeys for various customer personas. Every
service provider and their customers may have unique journeys across
the various phases of the lifecycle. However, it is imperative for the
service provider to understand the interactions and identify the
journeys across the various phases and sub phases of the lifecycle so
as to better offer, serve and delight the customer. The mapping of the
Customer Experience Lifecycle model to the operations processes and
applications using the TM Forum Frameworks is essential to ensure
alignment and an efficient mode of execution across the service
provider's organization.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Define Target Personas

Brief Description
Defining target Persona's for the different journey buildings blocks
E.g corporate leader or any customer / payer that should be targeted
Explanatory
N/A
Mandatory
N/A
Optional
N/A
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Interactions
N/A
Define steps
Brief Description
Define the journey Sequence of steps
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Define touch points

Brief Description
Define the touch points in the Journey
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Define Channels
Page 450 of 1540

Brief Description
Define Channels within the Journey
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.3.2.3 Customer Experience Metrics

Analysis
Figure 112. 1.3.2.3 Customer Experience Metrics Analysis decomposition
Customer Experience Metrics Analysis

Brief Description
Define customer experience KCIs/KQIs and map KQIs to lifecycle phase
and channel. Capture KCIs/KQIs and perform analysis upon them.
Page 451 of 1540

Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Define Customer Experience KCI/KQI

Brief Description
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Capture Customer Experience KCIs/KPIs

Brief Description
Explanatory
N/A
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Mandatory
N/A
Optional
N/A
Interactions
N/A
Analyze Customer Experience KCI/KQI

Brief Description
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Page 453 of 1540

1.3.3 Order Handling
Figure 113. 1.3.3 Order Handling decomposition
Order Handling
Brief Description
Responsible for accepting and issuing orders.
Order Handling processes are responsible for accepting and issuing
orders. They deal with pre-order feasibility determination, credit
authorization, order issuance, order status and tracking, customer
update on order activities and customer notification on order
completion. Responsibilities of the Order Handling processes include,
but are not limited to:
Issuing new customer orders, modifying open customer orders or
canceling open customer orders;
Verifying whether specific non-standard offerings sought by
customers are feasible and supportable;
Checking the credit worthiness of customers as part of the customer
order process;
Testing the completed offering to ensure it is working correctly;
Updating of the Customer Inventory Database to reflect that the
specific product offering has been allocated, modified or cancelled;
Assigning and tracking customer provisioning activities;
Managing customer provisioning jeopardy conditions
Reporting progress on customer orders to customer and other
processes.
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Explanatory
Mandatory
Optional
Interactions
Determine Customer Order Feasibility

Brief Description
Check the availability and/or the feasibility of providing and supporting
standard and customized product offerings where specified to a
customer.
The purpose of the Determine Customer Order Feasibility process is to
check the availability and/or the feasibility of providing and supporting
standard and customized product offerings where specified as part of
the standard product offering process flow, to a customer.
These processes invoke requests to SM&O provisioning processes to
determine the availability and supportability of product offerings to a
customer.
These processes are also responsible for determining whether the
offering can be supported by other CRM processes.
Explanatory
Mandatory
Optional
Interactions
Authorize Credit
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Brief Description
Assess a customer's credit worthiness in support of managing
customer risk and company exposure to bad debt
The purpose of the Authorize Credit processes is to assess a
customers credit worthiness in support of managing customer risk and
company exposure to bad debt. This process is responsible for
initiating customer credit checks and for authorizing credit and credit
terms in accordance with established enterprise risk and policy
guidelines
Explanatory
Mandatory
Optional
Interactions
Track & Manage Customer Order Handling

Brief Description
Ensure customer provisioning activities are assigned, managed and
tracked efficiently to meet the agreed committed availability date
The objective of the Track & Manage Customer Order Handling
processes is to ensure customer provisioning activities are assigned,
managed and tracked efficiently to meet the agreed committed
availability date.
Scheduling, assigning and coordinating customer provisioning related
activities;
Generating the respective service order creation request(s) to Issue
Service Orders based on specific customer orders;
Escalating status of customer orders in accordance with local policy;
Undertaking necessary tracking of the execution process;
Adding additional information to an existing customer order;
Modifying information in an existing customer order;
Modifying the customer order status;
Canceling a customer order when the initiating sales request is
cancelled;
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Monitoring the jeopardy status of customer orders, and escalating

customer orders as necessary
Indicating completion of a customer order by modifying the customer
order status.
Note that some specific product components may be delivered directly
by other parties. In these cases the Track & Manage Customer Order
Handling process is responsible for initiating requests, through other
Party Requisition Management for the delivery by the other Party of the
specific product components.
Explanatory
Mandatory
Optional
Interactions
Complete Customer Order

Brief Description
Manage customer information and interactions after customer
contracts or associated service orders have been finalized and during
the order completion phase
The purpose of the Complete Customer Order processes is to manage
customer information and interactions after customer contracts or
associated service orders have been finalized and during the order
completion phase. The customer may participate in commissioning or
end-to-end testing and then satisfactory delivery. The customer is
trained in the functionality and benefits of the solution. These
processes are responsible for ensuring that any customer information
required by other CRM processes is updated as part of the customer
order completion.
Explanatory
Mandatory
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Optional
Interactions
Issue Customer Orders

Brief Description
Issue correct and complete customer orders
The purpose of the Issue Customer Orders processes is to issue correct
and complete customer orders. These processes ensure that all
necessary information about the Customer Order (for example, type of
product, install address, special requirements, etc.) is available. The
customer orders may be required to satisfy pertinent customer
requests from the Selling processes (in particular taking into account
the purchase order from Negotiate Sales), may arise as a result of
requests for customer provisioning activity to satisfy customer problem
restoration activities, may arise to alleviate customer performance
issues. These processes assess the information contained in the
customer order relating to the sales request or initiating customer
process request to determine the associated customer orders that
need to be issued. The issued customer order may require a feasibility
assessment, may require new provisioning activities, may require a
change to a previously issued customer order, or may require
cancellation of a previously initiated customer order. The customer
order may also relate to the cancellation of previously purchased
specific services. Where, the initiating request for a purchased product
offering has a standard customer order this process is responsible for
issuing the customer order, and for creating a record of the relevant
initiating sales request and the associated customer order. Where the
initiating request for a purchased product offering has special or
unusual requirements, and a specific feasibility assessment has been
previously undertaken, this process is responsible for issuing the
customer order, and for creating a record of the relevant initiating
request information and the associated customer order. Where the
unusual requirements, and a specific feasibility assessment has not
been previously undertaken, this process marks the issued customer
order as requiring special handling, and passes management for
further processing to the Track & Manage Customer Order Handling
process. The orchestration, if required, and tracking of the customer
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order progress is the responsibility of the Track & Manage Customer

Order Handling processes.
Explanatory
Mandatory
Optional
Interactions
Report Customer Order Handling

Brief Description
Monitor the status of customer orders, provide notifications of any
changes and provide management reports.
The objective of the Report Customer Order Handling processes is to
monitor the status of customer orders, provide notifications of any
changes and provide management reports. These processes are
responsible for continuously monitoring the status of customer orders
and managing notifications to processes and other parties registered to
receive notifications of any status changes. Notification lists are
managed and maintained by the Support Order Handling processes.
These processes record, analyze and assess the customer order status
changes to provide management reports and any specialized
summaries of the efficiency and effectiveness of the overall Order
Handling process. These specialized summaries could be specific
reports required by specific customers.
Explanatory
Mandatory
Optional
Interactions
Page 459 of 1540

Close Customer Order

Brief Description
Close a customer order when the customer provisioning activities have
been completed. Monitor the status of all open customer orders, and
recognize that a customer order is ready to be closed when the status
is changed to completed.
The objective of the Close Customer Order processes is to close a
customer order when the customer provisioning activities have been
completed. These processes monitor the status of all open customer
orders, and recognize that a customer order is ready to be closed when
the status is changed to completed.
Explanatory
Mandatory
Optional
Interactions
Page 460 of 1540

1.3.3.1 Determine Customer Order

Feasibility
Figure 114. 1.3.3.1 Determine Customer Order Feasibility decomposition
Determine Customer Order Feasibility

Brief Description
Check the availability and/or the feasibility of providing and supporting
standard and customized product offerings where specified to a
customer.
The purpose of the Determine Customer Order Feasibility process is to
check the availability and/or the feasibility of providing and supporting
standard and customized product offerings where specified as part of
the standard product offering process flow, to a customer.
These processes invoke requests to SM&O provisioning processes to
Page 461 of 1540

determine the availability and supportability of product offerings to a

customer.
These processes are also responsible for determining whether the
offering can be supported by other CRM processes.
Explanatory
Mandatory
Optional
Interactions
Perform Impact Analysis

Brief Description
Analyses the customer order for further impact particularly deals with
RFCs (request for change)
Explanatory
This process is used to determine the impact on feasibility of customer
orders. After determination on feasibility of customer orders, impact
analysis will detect the need of change. It determine the impact on
customer solution service components.
Mandatory
Analyses the customer order for further impact particularly deals with
RFCs (request for change)
Optional
Interactions
This process supports the ITIL change management process.
Page 462 of 1540

1.3.3.4 Track & Manage Customer Order

Handling
Figure 115. 1.3.3.4 Track & Manage Customer Order Handling decomposition
Track & Manage Customer Order Handling

Brief Description
Ensure customer provisioning activities are assigned, managed and
tracked efficiently to meet the agreed committed availability date
The objective of the Track & Manage Customer Order Handling
processes is to ensure customer provisioning activities are assigned,
managed and tracked efficiently to meet the agreed committed
availability date.
Scheduling, assigning and coordinating customer provisioning related
activities;
Generating the respective service order creation request(s) to Issue
Service Orders based on specific customer orders;
Escalating status of customer orders in accordance with local policy;
Adding additional information to an existing customer order;
Modifying information in an existing customer order;
Modifying the customer order status;
Canceling a customer order when the initiating sales request is
cancelled;
Monitoring the jeopardy status of customer orders, and escalating
customer orders as necessary
Indicating completion of a customer order by modifying the customer
order status.
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Note that some specific product components may be delivered directly

by other parties. In these cases the Track & Manage Customer Order
Handling process is responsible for initiating requests, through other
Party Requisition Management for the delivery by the other Party of the
specific product components.
Explanatory
Mandatory
Optional
Interactions
Manage Customer Order

Brief Description
Schedule, assign and coordinate customer provisioning related
activities. Generate the respective service order creation request(s) to
Issue Service Orders based on specific customer orders. Escalate
status of customer orders in accordance with local policy. Add
additional information to an existing customer order. Modify
information in an existing customer order. Cancel a customer order
when the initiating sales request is cancelled. If some specific product
components are delivered directly by other Parties, initiate requests,
through other Party Requisition Management, for the delivery by the
other Party of the specific product components.
Explanatory
Mandatory
Optional
Interactions
Page 464 of 1540

Track Customer Order

Brief Description
Undertake necessary tracking of the execution process. Modify the
customer order status. Monitor the jeopardy status of customer
orders, escalating customer orders as necessary.
Explanatory
Mandatory
Optional
Interactions
Update Order Repository

Brief Description
To be added
Explanatory
Update repository at each level in order handling. The state of order
will be changed at each level according to work flow:
- All those issued customer order which are not preauthorized are set in
pending state
- Validate order will passed to acknowledged state (if invalid, order
gets rejected)
- Feasible order (completing the impact analysis) will be committed in
case order is not cancelled (leads to cancelled state) (if infeasible ,
order gets rejected)
- As the order progress for completion will set to completed (in case
not cancelled)
- The 3 terminal states: completed, cancelled and rejected will finally
leads to closed customer order
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Mandatory
Create, update and delete order information and update order state
into order inventory/ repository
Optional
Interactions
This process will directly interact with the repository, in order to update
the order state/status information.
1.3.3.6 Issue Customer Orders
Figure 116. 1.3.3.6 Issue Customer Orders decomposition
Issue Customer Orders

Brief Description
Issue correct and complete customer orders
The purpose of the Issue Customer Orders processes is to issue correct
and complete customer orders. These processes ensure that all
Page 466 of 1540

necessary information about the Customer Order (for example, type of

product, install address, special requirements, etc.) is available. The
customer orders may be required to satisfy pertinent customer
requests from the Selling processes (in particular taking into account
the purchase order from Negotiate Sales), may arise as a result of
requests for customer provisioning activity to satisfy customer problem
restoration activities, may arise to alleviate customer performance
issues. These processes assess the information contained in the
customer order relating to the sales request or initiating customer
process request to determine the associated customer orders that
need to be issued. The issued customer order may require a feasibility
assessment, may require new provisioning activities, may require a
change to a previously issued customer order, or may require
cancellation of a previously initiated customer order. The customer
order may also relate to the cancellation of previously purchased
specific services. Where, the initiating request for a purchased product
offering has a standard customer order this process is responsible for
issuing the customer order, and for creating a record of the relevant
initiating sales request and the associated customer order. Where the
unusual requirements, and a specific feasibility assessment has been
previously undertaken, this process is responsible for issuing the
customer order, and for creating a record of the relevant initiating
request information and the associated customer order. Where the
unusual requirements, and a specific feasibility assessment has not
been previously undertaken, this process marks the issued customer
order as requiring special handling, and passes management for
further processing to the Track & Manage Customer Order Handling
process. The orchestration, if required, and tracking of the customer
order progress is the responsibility of the Track & Manage Customer
Order Handling processes.
Explanatory
Mandatory
Optional
Interactions
Assess Customer Order

Page 467 of 1540

Brief Description
Assess the information contained in the customer order relating to the
sales request or initiating customer process request to determine the
associated customer orders that need to be issued. The issued
customer order may require a feasibility assessment, may require new
provisioning activities, may require a change to a previously issued
customer order, or may require cancellation of a previously initiated
customer order. The customer order may also relate to the
cancellation of previously purchased specific services.
Explanatory
Mandatory
Optional
Interactions
Issue Customer Order

Brief Description
Issue a customer order, creating a record of the relevant initiating
sales request and the associated customer order. Where the initiating
request for a purchased product offering has special or unusual
requirements, if a specific feasibility assessment has been previously
undertaken, create a record of the relevant initiating request
information. If a specific feasibility assessment has not been
previously undertaken, mark the issued customer order as requiring
special handling.
Explanatory
Mandatory
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Optional
Interactions
1.3.3.7 Report Customer Order Handling
Figure 117. 1.3.3.7 Report Customer Order Handling decomposition
Report Customer Order Handling

Brief Description
Monitor the status of customer orders, provide notifications of any
The objective of the Report Customer Order Handling processes is to
monitor the status of customer orders, provide notifications of any
responsible for continuously monitoring the status of customer orders
and managing notifications to processes and other parties registered to
managed and maintained by the Support Order Handling processes.
These processes record, analyze and assess the customer order status
summaries of the efficiency and effectiveness of the overall Order
Handling process. These specialized summaries could be specific
reports required by specific customers.
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Explanatory
Mandatory
Optional
Interactions
Monitor Customer Order Status

Brief Description
Continuously monitor the status of customer orders.
Explanatory
Mandatory
Optional
Interactions
Manage Customer Order Status Notification

Brief Description
Manage notifications to processes and other parties registered to
receive notifications of any status changes.
Explanatory
Mandatory
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Optional
Interactions
Report Customer Order Status

Brief Description
Record, analyze and assess the customer order status changes to
provide management reports and any specialized summaries of the
efficiency and effectiveness of the overall Order Handling process,
including specific reports required by specific customers.
Explanatory
Mandatory
Optional
Interactions
1.3.4 Customer Management
Figure 118. 1.3.4 Customer Management decomposition
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Customer Management
Brief Description
Manage the relationship of the Customer and the enterprise.
The purpose of this process is to manage the relationship of the
Customer and the enterprise. This process may be triggered at very
early stages of the customer lifecycle (for example, for leads and
prospects which are potential customers) and until the termination of
the customer relationship between the enterprise and the customer.
This processes is in charge of managing the customer relationship with
the enterprise and of the customer profile. This process ensure that
each customer gets a unique identity and that customer identities are
not duplicated in the enterprise. This process is also in charge of
evaluating the customer value, the customer risk (credit risk, fraud
risk, influence risk, and churn risk) of validating the customer
satisfaction.
The customer data is managed by the Customer Information
Management process.
Explanatory
Mandatory
Optional
Interactions
Enable Retention & Loyalty

Brief Description
Manage all functionalities related to the retention of acquired
customers, and the use of loyalty schemes in the potential acquisition
of customers.
Retention & Loyalty processes deal with all functionalities related to
the retention of acquired customers, and the use of loyalty schemes in
the potential acquisition of customers. They establish a complete
understanding of the needs of the customer, a determination of the
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value of the customer to the enterprise, determination of opportunities

and risks for specific customers, etc. These processes collect and
analyze data from all enterprise and customer contact.
Explanatory
Mandatory
Optional
Interactions
Establish Customer Relationship

Brief Description
Verify the customer identity and manage the customer identity across
the Enterprise.
The purpose of this process is to verify that the customer is who they
claim they are, To ensure only one customer identity exists across the
Enterprise, which can be referenced across the whole Enterprise and
allows the customer to quickly and easily identify himself, to establish
and verify the Identity and to issue a unique Identifier and
Authentication information. Before establishing an identity for a new
customer it is essential to check that the customer does not already
have an Identity with the Enterprise.
This process is also used to clean-up duplicates of customer
identifying information that may exist within the organization.
Explanatory
Mandatory
Optional
Interactions
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Re-establish Customer Relationship

Brief Description
Re-establish customer relationship.
The purpose of this process is to re-establish customer relationship
which were suspended or terminated in the past. This process recovers
the appropriate customer information along with the past customer
interactions and provides them to the operational systems in order to
provide continuity in the customer management processes.
Pending on the customer status this process performs:
Change in the status of the customer information in the operational
systems
Retrieve customer information from archive systems
Create/Update the retrieved customer information
Restore / retrieve previous customer interactions information
Explanatory
Mandatory
Optional
Interactions
Terminate Customer Relationship

Brief Description
Manage termination as appropriate
The customer relationship is terminated only if actually appropriate,
the wishes of the customer are complied with where possible, records
are kept in case the relationship with the customer is re-established,
legal and ethical requirements for customer information are complied
with. Significant customer life-stage events or business decisions by
the Service Provider cause one or both parties to terminate the
relationship. The need for complete termination of relationships needs
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to be differentiated from just terminating all services. The principles

behind this include the Service Provider ending a relationship only if
the customer ceases to exist, or the customer is fraudulent, the
Enterprise decides that it no longer wishes to do business with the
customer. All relevant parties are informed of the ended relationship.
Other processes are triggered to dismantle the customer solution and
servicing arrangements as necessary.
Explanatory
Mandatory
Optional
Interactions
1.3.4.1 Enable Retention & Loyalty
Figure 119. 1.3.4.1 Enable Retention & Loyalty decomposition
Enable Retention & Loyalty

Brief Description
Manage all functionalities related to the retention of acquired
customers, and the use of loyalty schemes in the potential acquisition
of customers.
Retention & Loyalty processes deal with all functionalities related to
the retention of acquired customers, and the use of loyalty schemes in
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the potential acquisition of customers. They establish a complete

understanding of the needs of the customer, a determination of the
value of the customer to the enterprise, determination of opportunities
and risks for specific customers, etc. These processes collect and
analyze data from all enterprise and customer contact.
Explanatory
Mandatory
Optional
Interactions
Build Customer Insight

Brief Description
Ensure that Service Provider and the customer feel confident that the
relationship is founded on up-to-date, accurate and legally compliant
information
The purpose of this process is to ensure that Service Provider and the
customer feel confident that the relationship is founded on up-to-date,
accurate and legally compliant information. The Service Provider will
incorporate into the customer profile, all relevant information gathered
through all contacts with the customer (usage pattern, demographics,
life stage, household, community of interest, business direction).
Customer and market information from other sources may be
gathered, which will build a better understanding of the customer.
Customer Information must be made available to any process that
needs to access it. This customer information will be used to
continually refine the means and style of interaction, and the solution
sets and customer experience offered.
Explanatory
Mandatory
Optional
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Interactions
Analyze & Manage Customer Risk

Brief Description
Ensure that a consistent customer risk assessment is used across the
Enterprise and ensure that risk analysis is based on information
collected from all processes.
The purpose of this process is to ensure that risk analysis is based on
information collected from all processes and that consistent risk
assessment is used across the Enterprise. Its purpose is also to track
and improve Operations, target and win the right customers and
improves Sales Conversion rate. It determines the credit risk, fraud
risk, influence risk, and churn risk. It identifies treatments to manage
these risks and focuses on using customer information.
Explanatory
Mandatory
Optional
Interactions
Personalize Customer Profile for Retention & Loyalty

Brief Description
Provide the personalization opportunities for customers that will
encourage them not to switch to another Service Provider
The purpose of this process is to provide the personalization
opportunities for customers that will encourage them not to switch to
another Service Provider. Personalization allows delivery of services
that more closely match the customers need. Collection of
Personalization Information also discourages switching since the
customer would have to build up the same Personalized experience
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with the next Service Provider.

- Business Planning is essential to allow the Service Provider to match
the customers future retention needs and potential acquisition needs,
rather than just continuing with todays known needs.
- Loyalty schemes allow tangible benefits to be offered to good
customers in a mass-market.
- The process aims to ensure that all information is gathered and used
to make the best decisions to retain those customers the Service
Provider wants to retain, heighten satisfaction and maintain
profitability.
This process provides a source of data for performing loyalty and
retention marketing campaigns, for retaining existing customers,
promoting customer loyalty, winning back customers who have left. It
utilizes predictive modeling software to analyze an account, and to
return relevant scores, such as: churn score, up-sell score, cross-sell
score, bad debt score and customer lifetime value score. Moreover it
utilizes scores for customer analysis and marketing campaign
purposes.
Explanatory
Mandatory
Optional
Interactions
Validate Customer Satisfaction

Brief Description
Validate that predicted/expected value is delivered by the solution and
initialize the after-sales processes (billing and assurance)
The purpose of this process is to validate that predicted/expected
value is delivered by the solution and that the after-sales processes
(billing and assurance) are initialized. It validates that the customer is
capable of realizing maximum value from the operation or use of the
solution and that intense Provider involvement is no longer needed to
manage the solution.
This process ensures that the customer is satisfied that the solution
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that was actually delivered meets original or updated expectations and

agreements and that the solution is operable by the customer.
Explanatory
Mandatory
Optional
Interactions
1.3.4.1.1 Build Customer Insight
Figure 120. 1.3.4.1.1 Build Customer Insight decomposition
Build Customer Insight

Brief Description
Ensure that Service Provider and the customer feel confident that the
Page 479 of 1540

relationship is founded on up-to-date, accurate and legally compliant

information
The purpose of this process is to ensure that Service Provider and the
accurate and legally compliant information. The Service Provider will
incorporate into the customer profile, all relevant information gathered
gathered, which will build a better understanding of the customer.
Customer Information must be made available to any process that
needs to access it. This customer information will be used to
continually refine the means and style of interaction, and the solution
sets and customer experience offered.
Explanatory
Mandatory
Optional
Interactions
Gather Customer Information

Brief Description
Incorporate into the customer profile, all relevant information gathered
gathered, which will build a better understanding of the customer. The
purpose of this process is to ensure that Service Provider and the
accurate and legally compliant information.
Explanatory
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Mandatory
Optional
Interactions
Report Customer Information

Brief Description
Makes available Customer Information to any process that needs to
access it. This customer information will be used to continually refine
the means and style of interaction, and the solution sets and customer
experience offered.
Explanatory
Mandatory
Optional
Interactions
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1.3.4.1.2 Analyze & Manage Customer

Risk
Figure 121. 1.3.4.1.2 Analyze & Manage Customer Risk decomposition
Analyze & Manage Customer Risk

Brief Description
Ensure that a consistent customer risk assessment is used across the
Enterprise and ensure that risk analysis is based on information
collected from all processes.
The purpose of this process is to ensure that risk analysis is based on
information collected from all processes and that consistent risk
assessment is used across the Enterprise. Its purpose is also to track
and improve Operations, target and win the right customers and
improves Sales Conversion rate. It determines the credit risk, fraud
risk, influence risk, and churn risk. It identifies treatments to manage
these risks and focuses on using customer information.
Explanatory
Mandatory
Optional
Interactions
Ensure Risk Analysis Basis

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Brief Description
Ensure that risk analysis is based on information collected from all
processes
Explanatory
Mandatory
Ensure that risk analysis is based on information collected from all
processes
Optional
Interactions
Ensure Consistent Risk Analysis

Brief Description
Ensure consistent risk assessment is used across the Enterprise.
Explanatory
Mandatory
Ensure consistent risk assessment is used across the Enterprise.
Optional
Interactions
Determine Customer Risk

Brief Description
Determines the credit risk, fraud risk, influence risk, and churn risk.
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Explanatory
Mandatory
Determines the credit risk, fraud risk, influence risk, and churn risk.
Optional
Interactions
Identify Risk Management Treatment

Brief Description
Identifies treatments to manage these risks and focuses on using
customer information. The purpose is to track and improve Operations,
target and win the right customers and improves Sales Conversion
rate.
Explanatory
The purpose is to track and improve Operations, target and win the
right customers and improves Sales Conversion rate.
Mandatory
Identifies treatments to manage these risks and focuses on using
customer information.
Optional
Interactions
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1.3.4.1.3 Personalize Customer Profile for

Retention & Loyalty
Figure 122. 1.3.4.1.3 Personalize Customer Profile for Retention & Loyalty decomposition
Personalize Customer Profile for Retention & Loyalty

Brief Description
Provide the personalization opportunities for customers that will
encourage them not to switch to another Service Provider
The purpose of this process is to provide the personalization
opportunities for customers that will encourage them not to switch to
another Service Provider. Personalization allows delivery of services
that more closely match the customers need. Collection of
Personalization Information also discourages switching since the
customer would have to build up the same Personalized experience
with the next Service Provider.
- Business Planning is essential to allow the Service Provider to match
the customers future retention needs and potential acquisition needs,
rather than just continuing with todays known needs.
profitability.
Page 485 of 1540

This process provides a source of data for performing loyalty and

retention marketing campaigns, for retaining existing customers,
promoting customer loyalty, winning back customers who have left. It
utilizes predictive modeling software to analyze an account, and to
return relevant scores, such as: churn score, up-sell score, cross-sell
score, bad debt score and customer lifetime value score. Moreover it
utilizes scores for customer analysis and marketing campaign
purposes.
Explanatory
Mandatory
Optional
Interactions
Collect Customer Personalization Information

Brief Description
Collects Personalization Information about customers. This also
discourages switching since the customer would have to build up the
same Personalized experience with the next Service Provider.
Explanatory
This also discourages switching since the customer would have to build
up the same Personalized experience with the next Service Provider.
Mandatory
Collects Personalization Information about customers.
Optional
Interactions
Provide Customer Personalization Information

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Brief Description
Provides a source of data for performing loyalty and retention
marketing campaigns, for retaining existing customers, promoting
customer loyalty, winning back customers who have left. It utilizes
predictive modeling software to analyze an account, and to return
relevant scores, such as: churn score, up-sell score, cross-sell score,
bad debt score and customer lifetime value score. Moreover it utilizes
scores for customer analysis and marketing campaign purposes.
Explanatory
Mandatory
Provides a source of data for performing loyalty and retention
marketing campaigns, for retaining existing customers, promoting
customer loyalty, winning back customers who have left. It utilizes
predictive modeling software to analyze an account, and to return
relevant scores, such as: churn score, up-sell score, cross-sell score,
bad debt score and customer lifetime value score. Moreover it utilizes
scores for customer analysis and marketing campaign purposes.
Optional
Interactions
Ensure Customer Personalization Opportunities

Brief Description
Provides the personalization opportunities for customers that will
encourage them not to switch to another Service Provider.
Personalization allows delivery of services that more closely match the
customers need. - Business Planning is essential to allow the Service
Provider to match the customers future retention needs and potential
acquisition needs, rather than just continuing with todays known
needs.
profitability.
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Explanatory
Personalization allows delivery of services that more closely match the
customers need. - Business Planning is essential to allow the Service
Provider to match the customers future retention needs and potential
acquisition needs, rather than just continuing with todays known
needs. - The process aims to ensure that all information is gathered
and used to make the best decisions to retain those customers the
Service Provider wants to retain, heighten satisfaction and maintain
profitability.
Mandatory
Provides the personalization opportunities for customers that will
encourage them not to switch to another Service Provider.
Optional
Interactions
1.3.4.1.4 Validate Customer Satisfaction
Figure 123. 1.3.4.1.4 Validate Customer Satisfaction decomposition
Validate Customer Satisfaction

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Brief Description
Validate that predicted/expected value is delivered by the solution and
initialize the after-sales processes (billing and assurance)
The purpose of this process is to validate that predicted/expected
value is delivered by the solution and that the after-sales processes
(billing and assurance) are initialized. It validates that the customer is
capable of realizing maximum value from the operation or use of the
solution and that intense Provider involvement is no longer needed to
manage the solution.
Explanatory
Mandatory
Optional
Interactions
Validate Solution Predicted/Expected Value

Brief Description
Validate that predicted/expected value is delivered by the solution. It
validates that the customer is capable of realizing maximum value
from the operation or use of the solution and that intense Provider
involvement is no longer needed to manage the solution.
Explanatory
Mandatory
Validate that predicted/expected value is delivered by the solution. It
validates that the customer is capable of realizing maximum value
from the operation or use of the solution and that intense Provider
involvement is no longer needed to manage the solution.
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Optional
Interactions
Validate Satisfaction of Customer

Brief Description
Explanatory
Mandatory
Optional
Interactions
Initialize after-sales processes

Brief Description
Initialize after-sales processes (billing and assurance)
Explanatory
Mandatory
Optional
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Interactions
1.3.4.2 Establish Customer Relationship
Figure 124. 1.3.4.2 Establish Customer Relationship decomposition
Establish Customer Relationship

Brief Description
Verify the customer identity and manage the customer identity across
the Enterprise.
claim they are, To ensure only one customer identity exists across the
Enterprise, which can be referenced across the whole Enterprise and
allows the customer to quickly and easily identify himself, to establish
and verify the Identity and to issue a unique Identifier and
Authentication information. Before establishing an identity for a new
customer it is essential to check that the customer does not already
have an Identity with the Enterprise.
This process is also used to clean-up duplicates of customer
identifying information that may exist within the organization.
Explanatory
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Mandatory
Optional
Interactions
Verify Customer
Brief Description
Verify that the customer is who they claim they are.
claim they are. This can be achieved by examination of an identity
certification issued by a trusted body (such as governmental agency or
other accepted means.) Certification means can be physical (such as
Passport or ID card) biometrical or other.
Explanatory
Mandatory
Optional
Interactions
For new customers, Establish New Customer Identify then deals this
these.
Establish New Customer Identity

Brief Description
Issue a unique Identifier and Authentication information for a new
customer without an existing identity.
Explanatory
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Mandatory
Issue a unique Identifier and Authentication information for a new
customer without an existing identity.
Optional
Interactions
Clean-up & Archive Customer Identifying Information

Brief Description
After termination, provides clean-up duplicates of customer
identifying information that may exist within the organization. Profile
and preference information for terminated customer relationships is
archived if acceptable to the customer. All relevant parties are
informed of the ended relationship. Other processes are triggered to
dismantle the customer solution and servicing arrangements as
necessary.
Explanatory
Mandatory
After termination, provides clean-up duplicates of customer
identifying information that may exist within the organization. Profile
and preference information for terminated customer relationships is
archived if acceptable to the customer. All relevant parties are
informed of the ended relationship.
Optional
Interactions
Other processes are triggered to dismantle the customer solution and
servicing arrangements as necessary.
De-duplicate Customer Identity

Brief Description
Merge multiple records from same customer.
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The purpose of this process is to check that the customer does not
already have an Identity with the Enterprise. This process is also used
to clean-up duplicates of customer identifying information that may
exist within the organization.
Explanatory
Mandatory
Optional
Interactions
Issue Unique Customer ID

Brief Description
Ensure only one customer identity exists across the Enterprise.
The purpose of this process is to ensure only one customer identity
exists across the Enterprise, which can be referenced across the whole
Enterprise and allows the customer to quickly and easily identify
himself. Before establishing an identity for a new customer deduplication check is performed.
Explanatory
Mandatory
Optional
Interactions
Gather Authentication Information

Brief Description
Gather Authentication Information from the customer.
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The purpose of this process is to gather information that enables the
enterprise to authenticate the customer identity. This information can
be documents issued by other authorities (such as ID card or passport)
or information that will enable the enterprise to re-authenticate the
customer (such as answer to a secret question).
Explanatory
Mandatory
Optional
Interactions
1.3.5 Customer Interaction Management
Figure 125. 1.3.5 Customer Interaction Management decomposition
Customer Interaction Management

Brief Description
Manage interactions between the customer and the enterprise.
Interactions can be triggered by the customer or by the enterprise
The purpose of this process is to manage interactions between the
customer and the enterprise. Interactions can be triggered by the
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customer (as a result of customer query or complaint) or by the

enterprise (for example sending bills or other customer notifications.)
All customer interactions are logged by the enterprise in order to
provide a full track record of customer activity to the enterprise
representatives. Customer interactions may be short lived (such as in
the case of a query that is answered immediately) or may take long
time to complete (such as in the case of complex orders or requests
concerning back office intervention). When interactions are long the
process is in charge of making sure the customer is notified in a timely
manner about the progress of her request. Customer interaction
history may be used by BI systems in order to gather information about
customer profile and satisfaction. Customer interactions can span
over multiple channels (such as: phone calls, web self-service and
devices.) each party involved in the interaction has a role that
mandates its credentials. For some interactions users may need to
login/authenticate themselves in order to get the appropriate role.
Explanatory
Mandatory
Optional
Interactions
Create Customer Interaction

Brief Description
Create a record that logs the customer interaction.
The purpose of this process is to create a record that logs the customer
interaction. The customer interaction can be initiated by the customer
or by the enterprise.
Explanatory
Mandatory
Optional
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Interactions
Update Customer Interaction

Brief Description
Update the customer interaction.
The purpose of this process is to update the customer interaction,
typically when additional action is carried out during long-lived
interactions. When the customer should be notified about the update,
this process triggers the Notify Customer process to perform the
notification.
Explanatory
Mandatory
Optional
Interactions
Close Customer Interaction

Brief Description
Close the customer interaction.
The purpose of this process is to close the customer interaction when
both parties agree that the interaction is closed.
Explanatory
Mandatory
Optional
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Interactions
Log Customer Interaction

Brief Description
Record and maintain all information about the customer interaction.
The purpose of this process is to record and maintain all information
about the customer interaction. This information can be used in future
interaction or as input for data analysis processes.
Explanatory
Mandatory
Optional
Interactions
Notify Customer
Brief Description
Notify the customer when interesting events happen.
The purpose of this process is to notify the customer when events
related to existing interactions or to significant customer experience
happen. Some notifications can be sent immediately using interactive
media (such as SMS, Push to applications, etc.) and other notifications
can be sent later using asynchronous media such as mail.
Explanatory
Mandatory
Optional
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Interactions
Track and Manage Customer Interaction

Brief Description
Ensure that Customer Interactions are managed and tracked efficiently.
The purpose of this process is to ensure that Customer Interactions are
managed and tracked efficiently across all interaction channels in order
to meet the agreed SLA with the customer. Responsibilities of these
process include but are not limited to:
Ensure interactions are completed and closed in a timely manner
Notify the customer when SLA or deadlines cannot be met
Track customer responses when these are required
Measure KPIs in order to improve the Interactions efficiency
Explanatory
Mandatory
Optional
Interactions
Report Customer interaction

Brief Description
Monitor the status of a customer interaction.
The purpose of this process is to monitor the status of a customer
interaction, provide notifications of any changes and provide
management report. These processes record, analyze and assess the
customer interaction status changes to provide management reports
and any specialized summaries of the efficiency and effectiveness of
the overall Customer Interaction Management process. These
specialized summaries could be specific reports required by specific
customers.
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Explanatory
Mandatory
Optional
Interactions
Authenticate User
Brief Description
Authenticate the person involved in the interaction.
The purpose of this process is to authenticate the person involved in
the interaction from the customer side. In self-service channels the
user may need to login in order to authenticate himself, in other
channels the user my need to answer identity verification questions.
Explanatory
Mandatory
Optional
Interactions
Customer Interface Management

Brief Description
Managing all interfaces between the enterprise and potential and
existing customers.
Customer Interface Management processes are responsible for
managing all interfaces between the enterprise and potential and
existing customers. They deal with contact management,
understanding the reason for contact, directing customer contacts to
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the appropriate process, contact closure, exception management,

contact results analysis and reporting. CRM contact may be related to
one or several of Service Fulfillment, Service Assurance (service quality
management and trouble or problem management) and Billing related
customer enquiries or contacts.
Explanatory
Mandatory
Optional
Interactions
1.3.5.9 Customer Interface Management
Figure 126. 1.3.5.9 Customer Interface Management decomposition
Customer Interface Management

Brief Description
Managing all interfaces between the enterprise and potential and
existing customers.
Customer Interface Management processes are responsible for
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managing all interfaces between the enterprise and potential and

existing customers. They deal with contact management,
understanding the reason for contact, directing customer contacts to
the appropriate process, contact closure, exception management,
contact results analysis and reporting. CRM contact may be related to
one or several of Service Fulfillment, Service Assurance (service quality
management and trouble or problem management) and Billing related
customer enquiries or contacts.
Explanatory
Mandatory
Optional
Interactions
Manage Request (Including Self Service)

Brief Description
Manage all requests (inbound and outbound) made by potential and
existing customers
The purpose of this process is to manage all requests (inbound and
outbound) made by potential and existing customers. It receives the
request and either enables its originator to automatically fulfill it, or
identifies and activates the opportune process to accomplish the
request; it manages the status of the request and is able to provide
status information at any moment in which the request is active; it
formally closes the request when all related activities have been
terminated.
Explanatory
Mandatory
Optional
Interactions
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Analyze & Report on Customer

Brief Description
Perform all necessary analysis on closed requests and on customer
contacts and generate related reports
The purpose of this process is to perform all necessary analysis on
closed (completed or unfulfilled) requests and on customer contacts
and it generates related reports, to be utilized for process
improvement activities, proactive problems prevention, up-sell
opportunities definition, etc.
Explanatory
Mandatory
Optional
Interactions
Mediate & Orchestrate Customer Interactions

Brief Description
Ensure that transaction message structure and interactions conform to
agreed, externally defined standards used by the enterprise and its
customers
The purpose of the Mediate & Orchestrate Customer Interactions is to
ensure that transaction message structure and interactions conform to
customers. Increasingly transactions with external parties (e.g.
customers using RosettaNet or Web Services standards) will need to
conform to message and data formats defined by third parties or third
party organizations. Based on the specific transaction type and
involved external party, this conformance will require the identification
of the necessary data formats to be sent externally, and conversion of
externally received messages into the required internal enterprise
formats. In addition, interactions with external parties may require that
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messages and transactions need to be undertaken with defined and

agreed orchestration for message exchange. The actual agreement
between the parties to use specific interaction standards is part of the
Support Customer Interface Management and Support Selling L3s.
Explanatory
Mandatory
Optional
Interactions
1.3.5.9.2 Manage Request (Including Self

Service)
Figure 127. 1.3.5.9.2 Manage Request (Including Self Service) decomposition
Manage Request (Including Self Service)

Brief Description
Manage all requests (inbound and outbound) made by potential and
existing customers
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outbound) made by potential and existing customers. It receives the

terminated.
Explanatory
Mandatory
Optional
Interactions
Handle Request
Brief Description
Receives the request and either enables its originator to automatically
fulfill it, or identifies and activates the opportune process to
accomplish the request
Explanatory
Handle a request to make changes. This could be a request to change
to enable customer/ subscriber, to start or stop making use of specific
products and services
Mandatory
receives the request and either enables its originator to automatically
fulfill it, or identifies and activates the opportune process to
accomplish the request. Determine type of stakeholder request
Optional
Interactions
where relevant, identifies and activates the opportune process to
accomplish the request
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Provide Request Status

Brief Description
Manages the status of the request and is able to provide status
information at any moment in which the request is active
Explanatory
Mandatory
manages the status of the request and is able to provide status
information at any moment in which the request is active. Track
business events using the request status; each of which is governed by
rules, followed by a set of actions to reach the next status
Optional
Interactions
Close Request
Brief Description
Formally closes the request when all related activities have been
terminated
Explanatory
Mandatory
terminated
Optional
Interactions
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1.3.5.9.3 Analyze & Report on Customer
Figure 128. 1.3.5.9.3 Analyze & Report on Customer decomposition
Analyze & Report on Customer

Brief Description
Perform all necessary analysis on closed requests and on customer
contacts and generate related reports
The purpose of this process is to perform all necessary analysis on
closed (completed or unfulfilled) requests and on customer contacts
and it generates related reports, to be utilized for process
improvement activities, proactive problems prevention, up-sell
opportunities definition, etc.
Explanatory
Mandatory
Optional
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Interactions
Analyze Customer Requests & Contacts

Brief Description
Perform all necessary analysis on closed (completed or unfulfilled)
requests and on customer contacts
Explanatory
Mandatory
perform all necessary analysis on closed (completed or unfulfilled)
requests and on customer contacts
Optional
Interactions
Report Customer Requests & Contacts

Brief Description
Generates related reports, to be utilized for process improvement
activities, proactive problems prevention, up-sell opportunities
definition, etc.
Explanatory
Mandatory
generates related reports, to be utilized for process improvement
definition, etc.
Optional
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Interactions
1.3.5.9.4 Mediate & Orchestrate Customer

Interactions
Figure 129. 1.3.5.9.4 Mediate & Orchestrate Customer Interactions decomposition
Mediate & Orchestrate Customer Interactions

Brief Description
customers
The purpose of the Mediate & Orchestrate Customer Interactions is to
customers. Increasingly transactions with external parties (e.g.
party organizations. Based on the specific transaction type and
involved external party, this conformance will require the identification
of the necessary data formats to be sent externally, and conversion of
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Support Customer Interface Management and Support Selling L3s.
Explanatory
Mandatory
Optional
Interactions
Identify Customer Interactions Data Formats

Brief Description
Performs identification of the necessary data formats to be sent
externally. Increasingly transactions with external parties (e.g.
party organizations. The actual agreement between the parties to use
specific interaction standards is part of the Support Customer Interface
Management and Support Selling L3s.
Explanatory
Increasingly transactions with external parties (e.g. customers using
RosettaNet or Web Services standards) will need to conform to
message and data formats defined by third parties or third party
organizations.
Mandatory
externally.
Optional
Interactions
The actual agreement between the parties to use specific interaction
standards is part of the Support Customer Interface Management and
Support Selling L3s.
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Orchestrate Customer Interactions

Brief Description
Where required, orchestrates interactions with external parties so that
messages and transactions are undertaken with defined and agreed
orchestration for message exchange.
Explanatory
Mandatory
Where required, orchestrates interactions with external parties
Optional
Interactions
orchestration for message exchange.
Mediate Customer Interactions

Brief Description
Manages conversion of externally received messages into the required
internal enterprise formats, based on the specific transaction type and
involved external party.
Explanatory
Mandatory
internal enterprise formats, based on the specific transaction type and
involved external party.
Optional
Interactions
Manages conversion between external and internal formats
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1.3.6 Customer Information Management
Figure 130. 1.3.6 Customer Information Management decomposition
Customer Information Management

Brief Description
Manage customer information after customer contracts or associated
service orders have been finalized and during the order completion
phase. Ensure that any customer information required by other CRM
processes is updated as part of the customer order completion.
The purpose of this process is to record and maintain customer
information in the CSP in order to:
-Support day to day operation of CSP
-Enable SP to provide best customer experience
-Support customer segmentation for successful marketing campaign
-Support analytical systems such as churn and fraud
When the customer information is not needed any more by the online
systems (according to CSP policies and regulation) this process is in
charge of archiving the information (if accepted to the customer)
Explanatory
Mandatory
Optional
Interactions
Create Customer Record

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Brief Description
Create a new customer record in the customer inventory.
The purpose of this process is to create a new customer record in the
customer inventory. This process follows the processes in Establish
Customer Relationship that make sure that a single record is created
for each customer, and it persists the customer data in the customer
inventory.
Explanatory
Mandatory
Optional
Interactions
Update Customer Data

Brief Description
Update the customer data in the customer inventory.
The purpose of this process is to update the customer data in the
customer inventory. This can happen as a result of direct notification
from the customer, as a result of information gathered as part of other
processes ( such as selling and order handling) or as a result of back
office processes (such as customer data cleansing) .
Explanatory
Mandatory
Optional
Interactions
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Notify Customer Data Change

Brief Description
Notify other processes that customer data has been changed
The purpose of this process is notify other processes that customer
data has been changed. Other processes (mostly long-lived processes)
might need to know about such changes in order to adapt to such
changes. In addition some processes which gather the data for
centralized systems (such as Data Warehouse or Master Data
Management) should be notified about such changes.
Explanatory
Mandatory
Optional
Interactions
Archive Customer Data

Brief Description
Archive the customer data.
The purpose of this process is to archive and clean up customer data
when it is no longer needed as part of the customer inventory. The
information is archived according to the CSP policies and the local
regulations. In most cases customer information is not deleted unless
this is specifically required by the customer.
Explanatory
Mandatory
Optional
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Interactions
Build a unified customer view

Brief Description
Create a single customer record from the information stored in multiple
systems and present a single, most updated record of the customer
information.
The purpose of this process is to create a single customer record from
the information stored in multiple systems and present a single, most
updated record of the customer information. This process invokes
business rules in order to reconcile the customer data in a single
accurate record. This process may be activated immediately upon any
update of customer data or may be invoked on request to retrieve the
customer data. This process may replicate data from other systems or
calculate the unified record on the fly without persisting any customer
data.
Explanatory
Mandatory
Optional
Interactions
1.3.7 Problem Handling
Figure 131. 1.3.7 Problem Handling decomposition
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Problem Handling
Brief Description
Responsible for receiving trouble reports from customers, resolving
them to the customers satisfaction and providing meaningful status on
repair and/or restoration activity to the customer.
Problem Handling processes are responsible for the management of
problems reported by customers and associated with purchased
product offerings. The objective of these processes is to receive
reports from customers, resolving them to the customers satisfaction
and providing meaningful status on repair and/or recovery activity to
the customer. They are also responsible for customer contact and
support in relation to any customer-affecting problems detected by
other processes or through analysis, including proactively informing
the customer and resolving these specific problems to the customers
satisfaction.
Responsibilities of the Problem Handling processes include, but are not
limited to:
Capturing, analyzing, managing and reporting on customer reported
problems associated with purchased product offerings;
Initiating and managing customer problem reports;
Correcting customer problems;
Reporting progress on customer problem reports to customer and
other processes;
Assigning & tracking customer problem recovery activities
Managing customer problem jeopardy conditions.
Problem Handling processes perform analysis, decide on the
appropriate actions/responses and carry them out with the intent of
restoring normal operation on specific purchased product offerings.
Explanatory
Mandatory
Optional
Interactions
Isolate Customer Problem

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Brief Description
Identify the root cause of the customer problem.
The purpose of the Isolate Customer Problem processes is to identify
the root cause of the customer problem. The responsibilities of these
processes include, but are not limited to:
Verifying whether the customer is using the purchased product
offering correctly
Performing diagnostics based on the customer provided information
to determine whether the root cause of the customer problem is linked
to the underlying services.
The Isolate Customer Problem processes will make the results of the
root cause analysis available to other processes. The Isolate Customer
Problem processes will update open customer problem report, as
required during the assessment, and when the root cause has been
identified.
The Isolate Customer Problem processes will notify the Track & Manage
Customer Problem processes when the analysis is complete.
Explanatory
Mandatory
Optional
Interactions
Report Customer Problem

Brief Description
Monitor the status of customer problem reports, provide notifications of
any changes and provide management reports. This includes customer
problems caused by security events.
The objective of the Report Customer Problem processes is to monitor
the status of customer problem reports, provide notifications of any
responsible for continuously monitoring the status of customer
problem reports and managing notifications to processes and other
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parties registered to receive notifications of any status changes.

Notification lists are managed and maintained by the Support Problem
Handling processes. These processes record, analyze and assess the
customer problem report status changes to provide management
reports and any specialized summaries of the efficiency and
effectiveness of the overall Problem Handling process. These
specialized summaries could be creation of specific reports required by
customers and/or other specific audiences. These processes will make
the necessary reports about the problem that occurred, the root cause
and the activities carried out for recovery of normal operation.
Explanatory
Mandatory
Optional
Interactions
Track & Manage Customer Problem

Brief Description
Ensure that recovery activities are assigned, coordinated and tracked
efficiently, and that escalation is invoked as required for any open
customer problem reports in jeopardy.
The purpose of the Track & Manage Customer Problem processes is to
ensure that recovery activities are assigned, coordinated and tracked
customer problem reports in jeopardy. Responsibilities of these
processes include, but are not limited to
Scheduling, assigning and coordinating tracking any recovery
activities, and any repair and restoration activities delegated to other
processes;
Generating the respective service trouble report creation request(s)
to Create Service Trouble Report based on specific customer problem
reports;
Undertake necessary tracking of the execution progress;
Modifying information in an existing customer problem report based
on assignments;
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Modifying the customer problem report status;

Canceling a customer problem report when the specific problem was
related to an incorrect customer problem report
Monitoring the jeopardy status of open customer problem reports,
and escalating customer problem reports as necessary.
Note that some specific product and/or service components may be
owned and managed by other Parties. In these cases the Track &
Manage Customer Problem process is responsible for initiating
requests, through other Party Problem Reporting & Management
processes for restoration and recovery by the other Party of the
specific service components. These processes will co-ordinate all the
actions necessary in order to guarantee that all tasks are finished at
the appropriate time and in the appropriate sequence. The Track &
Manage Customer Problem processes will also inform the Close
Customer Problem processes by modifying the customer problem
report status to cleared when the customer problem has been
resolved.
Explanatory
Mandatory
Optional
Interactions
Close Customer Problem Report

Brief Description
Ensure that a problem affecting the customer is solved
The purpose of the Close Customer Problem Report processes is to
close a customer problem report when the problem affecting the
customer is solved. These processes are also responsible for possibly
contacting the customer to inquire about the customer's satisfaction
with resolution of the problem. These processes monitor the status of
all open customer problem reports and recognize that a customer
problem report is ready to be closed when the status is changed to
cleared.
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Explanatory
Mandatory
Optional
Interactions
Create Customer Problem Report

Brief Description
This process creates a new Customer Problem Report.
The objective of the Create Customer Problem Report process is to
create a new customer problem report.
A new customer problem report may be created as a result of customer
contacts indicating a problem with their purchased product offerings
or, at the request of analysis undertaken by other processes in the
CRM or SM&O horizontal process layers, which detect a failure or
degradation which may be impacting customers.
These processes are responsible for capturing all the necessary
customer information to be included in the new Customer Problem
Report.
Explanatory
Mandatory
Optional
Interactions
Correct & Recover Customer Problem

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Brief Description
Restore the service to a normal operational state as efficiently as
possible
The objective of the Correct & Recover Customer Problem processes is
to restore the purchased product offerings to a normal operational
state as efficiently as possible. Depending on the nature of the specific
reported failure, or incorrect operation, of the purchased product
offering these processes may possibly lead to:
Educational interaction with the customer to ensure correct usage of
the purchased facilities;
Re-assessment of the customers needs and withdrawal, upgrade,
renewal of the purchased product offerings;
Requests for activities to be undertaken by other processes in the
CRM process layer.
Identification that restorative activities need to be undertaken in the
SM&O processes.
They will also report successful restoration of normal service operation,
restoration through temporary work-arounds or an unsuccessful
attempt at restoration to Track & Manage Customer Problem through
updates to the associated customer problem report.
Explanatory
Mandatory
Optional
Interactions
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1.3.7.1 Isolate Customer Problem
Figure 132. 1.3.7.1 Isolate Customer Problem decomposition
Isolate Customer Problem

Brief Description
Identify the root cause of the customer problem.
The purpose of the Isolate Customer Problem processes is to identify
the root cause of the customer problem. The responsibilities of these
Verifying whether the customer is using the purchased product
offering correctly
Performing diagnostics based on the customer provided information
to determine whether the root cause of the customer problem is linked
to the underlying services.
The Isolate Customer Problem processes will make the results of the
root cause analysis available to other processes. The Isolate Customer
Problem processes will update open customer problem report, as
identified.
The Isolate Customer Problem processes will notify the Track & Manage
Customer Problem processes when the analysis is complete.
Explanatory
Mandatory
Optional
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Interactions
Verify Product Configuration

Brief Description
This process verifies whether the customer is using the purchased
product offering correctly.
Explanatory
Mandatory
Verifies whether the customer is using the purchased product offering
correctly.
Optional
Interactions
Perform Specific Customer Problem Diagnostics

Brief Description
This process performs diagnostics based on the customer provided
information to determine whether the root cause of the customer
problem is linked to the underlying services.
Explanatory
Mandatory
Performs diagnostics based on the customer provided information to
determine whether the root cause of the customer problem is linked to
the underlying services.
Optional
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Interactions
Perform Specific Customer Problem Tests

Brief Description
This process runs tests against the specific services.
Explanatory
Mandatory
Runs tests against the specific services.
Optional
Interactions
Notify T&M Root Cause Customer Problem

Brief Description
This process notifies the Track & Manage Customer Problem processes
when the analysis is complete.
Explanatory
Mandatory
Notifies the Track & Manage Customer Problem processes when the
analysis is complete.
Optional
Interactions
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Categorize Customer Problem

Brief Description
To be added
Explanatory
Use categorized Impact and Urgency levels to focus on the business
critical problems based on the problem prioritization. This process is
used to validate and classify the customer problem. Which involves
filtering out problems classify them.
Mandatory
This process is responsible for categorizing the customer problem
according to the type of the problem, impact, and standardized criteria
at CRM level. Moreover, this activity will be carried out with appropriate
diligence, in order to provide inputs to the "Track & Manage Customer
Problem" process. Analyze customer problem, filter out irrelevant and
false problems. Determine the problem severity based on its impact
and set the appropriate priority.
Optional
Interactions
The Categorize Customer Problem process will notify the Determine
Resolution Feasibility and Justification process when the classification is
complete.
Identify Root Cause / Check for Workarounds

Brief Description
To be added
Explanatory
Investigate the customer problem cause and check for workarounds or
temporary fix.
Mandatory
Verify the configuration of the customers product. Look for the root
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cause of the customer problem. If the cause is determined,

recommend a workaround or a temporary fix for the problem.
Optional
Run various tests and/or diagnostics.
Interactions
Obtain permanent fix or workarounds

Brief Description
To be added
Explanatory
To provide either a temporary fix or workaround to the problem.
Mandatory
Check for permanent fixes for the customer and if not available look for
possible workarounds as remedy for the problem.
Optional
Interactions
Create customer problem restoration plan

Brief Description
To be added
Explanatory
Create a plan for restoration
Mandatory
The primary aim is to put a plan to restore the normal service to the
customer as quickly as possible. That should include anything that is
needed to allow the customer to return to the normal working, in order
to minimize business impact
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Optional
Interactions
Create Known record

Brief Description
To be added
Explanatory
When a root cause and permanent fix or workaround are identified for
a customer problem. A record is created to identify the problem along
with any associated root-cause, fix and workarounds.
Mandatory
The record include the details of the problem and the symptoms
that occurred, together with precise details of any workaround or fix
that can be taken to restore the service and/or resolve the problem.
Optional
An incident count that can be useful to determine the frequency with
which problems are likely to recur and influence priorities.
Interactions
1.3.7.2 Report Customer Problem
Figure 133. 1.3.7.2 Report Customer Problem decomposition
Report Customer Problem

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Brief Description
Monitor the status of customer problem reports, provide notifications of
any changes and provide management reports. This includes customer
problems caused by security events.
The objective of the Report Customer Problem processes is to monitor
the status of customer problem reports, provide notifications of any
responsible for continuously monitoring the status of customer
problem reports and managing notifications to processes and other
Notification lists are managed and maintained by the Support Problem
Handling processes. These processes record, analyze and assess the
customer problem report status changes to provide management
reports and any specialized summaries of the efficiency and
effectiveness of the overall Problem Handling process. These
specialized summaries could be creation of specific reports required by
customers and/or other specific audiences. These processes will make
the necessary reports about the problem that occurred, the root cause
and the activities carried out for recovery of normal operation.
Explanatory
Mandatory
Optional
Interactions
Monitor Customer Problem

Brief Description
This process is responsible for continuously monitoring the status of
customer problem reports.
Explanatory
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Mandatory
Continuously monitors the status of customer problem reports .
Optional
Interactions
Distribute Customer Problem Notifications

Brief Description
This process makes the necessary reports about the problem that
occurred, the root cause and the activities carried out for recovery of
normal operation.
Explanatory
Mandatory
Makes the necessary reports about the problem that occurred, the root
cause and the activities carried out for recovery of normal operation.
Optional
Interactions
Distribute Customer Problem Management Reports & Summaries

Brief Description
This process records, analyzes and assesses the Customer Problem
Management status changes to provide management reports and any
specialized summaries of the efficiency and effectiveness of the overall
Customer Problem Management process. These specialized summaries
could be specific reports required by specific audiences.
Explanatory
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Mandatory
Optional
Interactions
Notify Customer Problem

Brief Description
This process is responsible for managing notifications to processes and
other parties registered to receive notifications of any status changes
on customer problem reports. Notification lists are managed and
maintained by the Support Problem Handling processes.
Explanatory
Mandatory
Manages notifications to processes and other parties registered to
receive notifications of any status changes on customer problem
reports. Notification lists are managed and maintained by the Support
Optional
Interactions
Managing notifications to processes and other parties registered to
Issue Customer Problem Management Summaries

Brief Description
This process issues specialized summaries of the efficiency and
effectiveness of the overall Customer Problem resolution process.
These specialized summaries could be specific reports required by
specific audiences.
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Explanatory
Mandatory
Issue specialized summaries of the efficiency and effectiveness of the
overall S/P problem resolution process. These specialized summaries
Optional
Interactions
Generate Customer Problem Management Reports

Brief Description
This process generates Customer Problem management reports that
efficiency and effectiveness of the overall Customer Problem
Management process. These specialized summaries could be specific
reports required by specific audiences.
Explanatory
Mandatory
This process generates Customer Problem management reports that
efficiency and effectiveness of the overall Customer Problem
Optional
Interactions
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1.3.7.3 Track & Manage Customer

Problem
Figure 134. 1.3.7.3 Track & Manage Customer Problem decomposition
Track & Manage Customer Problem

Brief Description
Ensure that recovery activities are assigned, coordinated and tracked
The purpose of the Track & Manage Customer Problem processes is to
ensure that recovery activities are assigned, coordinated and tracked
customer problem reports in jeopardy. Responsibilities of these
processes include, but are not limited to
Scheduling, assigning and coordinating tracking any recovery
processes;
to Create Service Trouble Report based on specific customer problem
reports;
Modifying information in an existing customer problem report based
on assignments;
Modifying the customer problem report status;
Canceling a customer problem report when the specific problem was
related to an incorrect customer problem report
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Monitoring the jeopardy status of open customer problem reports,

and escalating customer problem reports as necessary.
owned and managed by other Parties. In these cases the Track &
Manage Customer Problem process is responsible for initiating
requests, through other Party Problem Reporting & Management
processes for restoration and recovery by the other Party of the
specific service components. These processes will co-ordinate all the
the appropriate time and in the appropriate sequence. The Track &
Manage Customer Problem processes will also inform the Close
Customer Problem processes by modifying the customer problem
report status to cleared when the customer problem has been
resolved.
Explanatory
Mandatory
Optional
Interactions
Coordinate Customer Problem

Brief Description
This process coordinates all the actions necessary in order to
guarantee that all tasks are finished at the appropriate time and in the
appropriate sequence. It schedules, assigns and coordinates any
recovery activities, and any repair and restoration activities delegated
to other processes. It undertakes necessary tracking of the execution
progress, modifies information in an existing Customer Problem Report
based on assignments, and modifies the Customer Problem Report
status.
Explanatory
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Mandatory
Coordinates all the actions necessary in order to guarantee that all
tasks are finished at the appropriate time and in the appropriate
sequence. It schedules, assigns and coordinates any recovery
processes. It undertakes necessary tracking of the execution progress,
modifies information in an existing Customer Problem Report based on
assignments, and modifies the Customer Problem Report status.
Optional
Interactions
Cancel Customer Problem

Brief Description
This process cancels a Customer Problem Report when the specific
trouble was related to an incorrect customer problem report.
Explanatory
Mandatory
Cancels a Customer Problem Report when the specific trouble was
related to an incorrect customer problem report.
Optional
Interactions
Escalate/End Customer Problem

Brief Description
Initiate escalation of customer problem reports as necessary
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Explanatory
Mandatory
Ensure that escalation is being invoked as required for any open
Optional
Interactions
Monitor Customer Problem Jeopardy Status

Brief Description
Monitoring the jeopardy status of open customer problem reports
Explanatory
Mandatory
Ensure that any open customer problem reports in jeopardy are
identified and reported
Optional
Interactions
Prioritize Customer Problem

Brief Description
To be added
Explanatory
This process is responsible for assigning the prioritization to customer
problem in order to establish an order for handling it. . Associate
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Impact and Urgency levels to a problem; to enable focusing on the

business critical problems based on the problem prioritization.
Mandatory
The prioritization is assigned (usually automatically) according to
criteria, such as, categorization, customers affected and SLAs. Record
and prioritize the Problem with appropriate diligence, in order to
facilitate a swift and effective resolution and avoid ambiguities.
Optional
Interactions
Escalate Customer Problem to support team

Brief Description
To be added
Explanatory
This process provides the escalations between support levels and
actors when a customer problem cannot be solved by the current
assigned group. Therefore, the escalation can be carried out between
supports levels at CRM level, or, it can be escalated to others actors,
such as, service provider or third-parties. It is essential the ability to
rapidly escalate customer problems according to clear and agreed
rules. The support of a higher level specialist is needed to resolve the
problem.
Mandatory
Escalate the customer problem, to involve the appropriate support
team, with all related customer and problem information to a higher
level support.
Optional
Interactions
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1.3.7.4 Close Customer Problem Report
Figure 135. 1.3.7.4 Close Customer Problem Report decomposition
Close Customer Problem Report

Brief Description
Ensure that a problem affecting the customer is solved
The purpose of the Close Customer Problem Report processes is to
close a customer problem report when the problem affecting the
customer is solved. These processes are also responsible for possibly
contacting the customer to inquire about the customer's satisfaction
with resolution of the problem. These processes monitor the status of
all open customer problem reports and recognize that a customer
problem report is ready to be closed when the status is changed to
cleared.
Explanatory
Mandatory
Optional
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Interactions
Contact Customer for Feedback

Brief Description
This process is responsible for contacting the customer to inquire about
the customer's satisfaction with resolution of the problem.
Explanatory
Mandatory
Contacts the customer (where appropriate) to inquire about the
customer's satisfaction with resolution of the problem.
Optional
Interactions
Complete and Validate Customer Problem Report

Brief Description
To be added
Explanatory
This process is used to validate the customer problem report. Which
involves root-cause analysis to determine the cause of the resolved
problem and also document the process that solved this problem.
Mandatory
Validate whether or not a resolution has been implemented for the
customer problem. And ensure that the solution to a problem affecting
the customer has been documented.
Optional
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Interactions
The Complete and Validate Customer Problem Report processes will
notify the Update Time to restore Services when the analysis is
complete.
Update Time to Restore Service

Brief Description
To be added
Explanatory
Mandatory
Update the time taken to restore a configuration or Service after a
failure; measured from the time the service failed until it was fully
restored to its normal functionality.
Optional
Interactions
The Update Time to restore Service process will notify the Finalize
Customer Problem Report process when the update is completed.
Finalize Customer Problem Report

Brief Description
Ensure that a problem affecting the customer is solved.
Explanatory
It is used to close a customer problem report when the problem
affecting the customer is solved.
Mandatory
Change the customer problem report status to cleared.
Optional
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Interactions
Communicate Service improvement Opportunity

Brief Description
Identify opportunities for improvement
Explanatory
This process should ensure that the momentum for service
improvement is qualified and assuring the communication of the
applied changes, new processes, product improvement opportunity is
known in the organization
Mandatory
Register the need for improvements in the service.
Optional
Interactions
1.3.7.5 Create Customer Problem Report
Figure 136. 1.3.7.5 Create Customer Problem Report decomposition
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Create Customer Problem Report

Brief Description
This process creates a new Customer Problem Report.
The objective of the Create Customer Problem Report process is to
create a new customer problem report.
A new customer problem report may be created as a result of customer
contacts indicating a problem with their purchased product offerings
or, at the request of analysis undertaken by other processes in the
CRM or SM&O horizontal process layers, which detect a failure or
degradation which may be impacting customers.
These processes are responsible for capturing all the necessary
customer information to be included in the new Customer Problem
Report.
Explanatory
Mandatory
Optional
Interactions
Generate Customer Problem Report

Brief Description
To be added
Explanatory
This process is used to Create a new customer problem report
including all necessary customer information.
Mandatory
Capture all the necessary customer information and related problem
details and include them in the new Customer Problem Report.
Optional
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Interactions
The Generate Customer Problem Report process will notify the Obtain
Configuration Information process when the report creation is
complete.
Obtain Configuration Information

Brief Description
To be added
Explanatory
This process is used to get the service configuration information.
Mandatory
Acquisition of configuration information from the ITIL CMS and the
placement of the customer problem in a known category and priority.
Optional
Interactions
The Obtain Configuration Information process will notify the Categorize
& Prioritize Customer Problem process when the information is
gathered. And will also interact with configuration management.
Check for major outage

Brief Description
To be added
Explanatory
Check if the problem is general or specific.
Mandatory
Check if the problem is related to major system/service outage and not
only to a specific customer or group of customers.
Optional
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Interactions
1.3.7.6 Correct & Recover Customer

Problem
Figure 137. 1.3.7.6 Correct & Recover Customer Problem decomposition
Correct & Recover Customer Problem

Brief Description
possible
The objective of the Correct & Recover Customer Problem processes is
to restore the purchased product offerings to a normal operational
state as efficiently as possible. Depending on the nature of the specific
reported failure, or incorrect operation, of the purchased product
offering these processes may possibly lead to:
Educational interaction with the customer to ensure correct usage of
the purchased facilities;
Re-assessment of the customers needs and withdrawal, upgrade,
renewal of the purchased product offerings;
Requests for activities to be undertaken by other processes in the
CRM process layer.
Identification that restorative activities need to be undertaken in the
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SM&O processes.
updates to the associated customer problem report.
Explanatory
Mandatory
Optional
Interactions
Manage Product Restoration

Brief Description
This process attempts to restore the purchased product offerings to a
normal operational state as efficiently as possible.
Explanatory
Mandatory
Attempts to restore the purchased product offerings to a normal
operational state as efficiently as possible.
Optional
Interactions
Report Product Restoration Results

Brief Description
This process reports successful restoration of normal operation or an
unsuccessful attempt at restoration to Track & Manage Customer
Problem through updates to the associated Customer Problem Report.
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Explanatory
Mandatory
Reports successful restoration of normal operation or an unsuccessful
updates to the associated Customer Problem Report.
Optional
Interactions
Determine Resolution Feasibility and Justification

Brief Description
To be added
Explanatory
This process is used to check if the efforts put to resolve the problem
are adequate to the resolution and also acceptable financially and
business wise.
Mandatory
Determine whether the problem can be resolved and what will be
required. Identify if what is required to solve the problem is adequate
to the problem business and financial impacts on the organization.
Optional
Interactions
Implement Customer Problem Workaround

Brief Description
To be added
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Explanatory
This process is used to execute an identified temporary solution for the
customer problem.
Mandatory
Implement a temporary solution in parallel to finding a final fix.
Optional
Interactions
The Implement Customer Problem Workaround process will notify the
Test & Validate Implemented Solution process when the
implementation is complete.
Test & Validate Implemented Solution

Brief Description
To be added
Explanatory
This process is used to test an implemented temporary solution for the
customer problem.
Mandatory
Test a temporary solution in parallel to finding a final fix.
Optional
Interactions
The Test & Validate Implemented Solution process will notify the
Manage Product Restoration process when the test is complete.
Initiate Change Request

Brief Description
To be added
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Explanatory
This process is used to initiate a change request to implement a final
fix for the customer problem.
Mandatory
The problem analysis will initiate a change request to implement a final
fix. The request contains:
- Full description of the requested fix and problem.
- Financial and business justification.
- Management approval.
Optional
Interactions
Review Major Customer Problem

Brief Description
To be added
Explanatory
This process is responsible for assessing problems regarded as having
major impacts
Mandatory
To review the resolution of customer problems that have been
categorized as major impact, in order to prevent recurrence and learn
lessons for the future.
Optional
Interactions
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1.3.8 Customer QoS/SLA Management
Figure 138. 1.3.8 Customer QoS/SLA Management decomposition
Customer QoS/SLA Management

Brief Description
Monitoring, managing and reporting of delivered vs. contractual
Quality of Service (QoS), as defined in the enterprises service
descriptions, customer contracts or product catalogue.
Customer QoS/SLA Management processes encompass monitoring,
managing and reporting of delivered vs. contractual Quality of Service
(QoS), as defined in the enterprise's Service Descriptions, customer
contracts or the catalogue of product offerings. They are also
concerned with the performance of the enterprise and its products in
relation to its Service Level Agreements (SLA) for specific product
instances, and other service-related documents. They include
operational parameters such as resource performance and availability,
but also encompass performance across all of a product's contractual
or regulatory parameters, e.g., % Completion on Time for Order
Requests, time to repair commitments, customer contact performance.
Failure to meet a contracted SLA may lead to billing adjustments,
which are handled by Billing and Collections Management.
Explanatory
Mandatory
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Optional
Interactions
Assess Customer QoS/SLA Performance

Brief Description
Manage the overall assessment of the customer QoS/SLA performance
The purpose of the Assess Customer QoS/SLA Performance processes
is to manage the overall assessment of the customer QoS/SLA
performance.
These processes are responsible for ensuring that the QoS received by
the customer meets the contractual obligations agreed with the
customer. They check that the QoS data that they receive from other
processes and entities meets the required QoS thresholds and they
alert other processes and entities if this is not the case.
These processes are responsible for collecting service and resource
performance information analyzed and reported by the Report Service
Quality Performance and Report Resource Performance processes, and
converting it into a form suitable for determining whether the
contractual obligations with the customer are being met. The actual
reporting of the results of the assessments is managed in the Report
Customer QoS Performance processes.
They are responsible for maintaining an overview of the quality of the
customer's purchased product offering, and for carrying out QoS
performance reviews with the customer, as well as for undertaking any
preparatory and/or follow-up steps with other processes/entities in
conjunction with such reviews
Explanatory
Mandatory
Optional
Interactions
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Manage QoS/SLA Violation

Brief Description
Ensure that the customer and the relevant internal processes are
informed of service quality degradations and violations and that action
is undertaken to resolve the degradation or violation
The purpose of the Manage QoS/SLA Violation processes is to ensure
that the customer and the relevant internal processes are informed of
service quality degradations and violations and that action is
undertaken to resolve the degradation or violation. They analyze all
the information related to a QoS/SLA degradation or violation and take
the appropriate actions when a soft threshold is crossed or the agreed
QoS is violated. They follow up the actions to ensure that the customer
is satisfied with the resolution of the problem. They ensure that the
customer is informed of any planned maintenance or other scheduled
events likely to impact delivery of the customer's service.
Explanatory
Mandatory
Optional
Interactions
Report Customer QoS Performance

Brief Description
Report on the customers QoS/SLA performance
The objective of the Report Customer QoS Performance processes is to
monitor the status of customer QoS performance degradation reports,
provide notifications of any changes and provide management reports.
These processes are responsible for continuously monitoring the status
of customer QoS performance degradation reports and managing
notifications to other processes and to other parties, including
customers, registered to receive notifications of any status changes.
Notification lists are managed and maintained by the Support
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Customer QoS/SLA Management processes.

These processes record, analyze and assess the customer QoS
performance degradation report status changes to provide
management reports and any specialized summaries of the efficiency
and effectiveness of the overall Customer QoS/SLA Management
process. These specialized summaries could be specific reports
required by specific audiences and/or customers.
These processes also report any identified constraints that can affect
customer related quality standards to other processes. These
constraints may include specific resource failures, capacity shortages
due to unexpected demand peaks, etc.
Explanatory
Mandatory
Optional
Interactions
Create Customer QoS Performance Degradation Report

Brief Description
Create a new customer QoS performance degradation report
Explanatory
Mandatory
Optional
Interactions
Track & Manage Customer QoS Performance Resolution

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Brief Description
Efficiently assign, coordinate and track specific customer purchased
product offering related performance analysis, restoration and
improvement activities, and escalate any open customer QoS
performance degradation reports in jeopardy.
The objective of the Track & Manage Customer QoS Performance
Resolution processes is to efficiently assign, coordinate and track
specific customer purchased product offering related performance
analysis, restoration and improvement activities, and escalate any
open customer QoS performance degradation reports in jeopardy.
Adding additional information to an open customer QoS performance
degradation report based on the first-in and on-going analysis;
Scheduling, assigning and coordinating analysis and specific
customer QoS performance restoration activities and/or repair
activities delegated to other processes;
to Create Service Trouble Report based on specific customer QoS
performance degradation reports where analysis the root cause is
related to services;
Modifying information in an existing customer QoS performance
degradation report based on assignments;
Modifying the customer QoS performance degradation report status;
Canceling a customer QoS performance degradation report when the
specific request was related to a false performance event
Monitoring the jeopardy status of open customer QoS performance
degradation reports, and escalating customer QoS performance
degradation reports as necessary.
owned and managed by other parties. In these cases the Track &
Manage Customer QoS Performance Resolution process is responsible
for initiating requests, through other parties Performance Management
for resolution by the other parties of the specific service components.
These processes will co-ordinate all the actions necessary in order to
appropriate sequence.
The Track & Manage Customer QoS Performance Resolution processes
will also inform the Close Customer QoS Performance Degradation
Report processes by modifying the customer QoS performance
degradation report status to cleared when the specific customer
purchased product offering performance quality issues have been
resolved.
Explanatory
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Mandatory
Optional
Interactions
Close Customer QoS Performance Degradation Report

Brief Description
Close a customer QoS performance degradation report when the
performance of the customer purchased product offerings has been
resolved
The objective of the Close Customer QoS Performance Degradation
Report processes is to close a customer QoS performance degradation
report when the performance of the customer purchased product
offerings has been resolved.
These processes monitor the status of all open customer QoS
performance degradation reports, and recognize that a customer QoS
performance degradation report is ready to be closed when the status
is changed to cleared.
Explanatory
Mandatory
Optional
Interactions
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1.3.8.1 Assess Customer QoS/SLA

Performance
Figure 139. 1.3.8.1 Assess Customer QoS/SLA Performance decomposition
Assess Customer QoS/SLA Performance

Brief Description
Manage the overall assessment of the customer QoS/SLA performance
The purpose of the Assess Customer QoS/SLA Performance processes
is to manage the overall assessment of the customer QoS/SLA
performance.
customer. They check that the QoS data that they receive from other
processes and entities meets the required QoS thresholds and they
alert other processes and entities if this is not the case.
These processes are responsible for collecting service and resource
performance information analyzed and reported by the Report Service
Quality Performance and Report Resource Performance processes, and
converting it into a form suitable for determining whether the
contractual obligations with the customer are being met. The actual
reporting of the results of the assessments is managed in the Report
Customer QoS Performance processes.
They are responsible for maintaining an overview of the quality of the
customer's purchased product offering, and for carrying out QoS
performance reviews with the customer, as well as for undertaking any
preparatory and/or follow-up steps with other processes/entities in
conjunction with such reviews
Explanatory
Mandatory
Optional
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Interactions
Collect QoS Information

Brief Description
Collect service and resource performance information analyzed and
reported by the Report Service Quality Performance and Report
Resource Performance processes.
Explanatory
Mandatory
Collect service and resource performance information analyzed and
reported by the Report Service Quality Performance and Report
Resource Performance processes.
Optional
Interactions
Convert QoS Information

Brief Description
Convert collected information it into a form suitable for determining
whether the contractual obligations with the customer are being met.
Explanatory
Mandatory
Convert collected information it into a form suitable for determining
whether the contractual obligations with the customer are being met.
Optional
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Interactions
Check QoS Thresholds Met

Brief Description
Check that the QoS data received from other processes and entities
meets the required QoS thresholds and alert other processes and
entities if this is not the case. These processes are responsible for
ensuring that the QoS received by the customer meets the contractual
obligations agreed with the customer. The actual reporting of the
results of the assessments is managed in the Report Customer QoS
Performance processes.
Explanatory
customer.
Mandatory
Check that the QoS data received from other processes and entities
meets the required QoS thresholds and alert other processes and
entities if this is not the case.
Optional
Interactions
The actual reporting of the results of the assessments is managed in
the Report Customer QoS Performance processes.
Maintain Overview of Product Offering Quality

Brief Description
Maintain an overview of the quality of the customer's purchased
product offering
Explanatory
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Mandatory
Maintain an overview of the quality of the customer's purchased
product offering
Optional
Interactions
Prepare/Follow-up for Performance Reviews

Brief Description
Undertake any preparatory and/or follow-up steps with other
processes/entities in conjunction with performance reviews
Explanatory
Mandatory
Undertake any preparatory and/or follow-up steps with other
processes/entities in conjunction with performance reviews
Optional
Interactions
Carry Out Performance Reviews

Brief Description
Carry out QoS performance reviews with the customer
Explanatory
Mandatory
Carry out QoS performance reviews with the customer
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Optional
Interactions
1.3.8.2 Manage QoS/SLA Violation
Figure 140. 1.3.8.2 Manage QoS/SLA Violation decomposition
Manage QoS/SLA Violation

Brief Description
informed of service quality degradations and violations and that action
is undertaken to resolve the degradation or violation
The purpose of the Manage QoS/SLA Violation processes is to ensure
that the customer and the relevant internal processes are informed of
service quality degradations and violations and that action is
undertaken to resolve the degradation or violation. They analyze all
the information related to a QoS/SLA degradation or violation and take
the appropriate actions when a soft threshold is crossed or the agreed
QoS is violated. They follow up the actions to ensure that the customer
is satisfied with the resolution of the problem. They ensure that the
customer is informed of any planned maintenance or other scheduled
events likely to impact delivery of the customer's service.
Explanatory
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Mandatory
Optional
Interactions
Analyze QoS Violation

Brief Description
Analyze all the information related to a QoS/SLA degradation or
violation
Explanatory
Mandatory
Analyze all the information related to a QoS/SLA degradation or
violation
Optional
Interactions
Take QoS Violation Action

Brief Description
Take the appropriate actions when a soft threshold is crossed or the
agreed QoS is violated. Ensure that action is undertaken to resolve the
degradation or violation
Explanatory
Mandatory
Take the appropriate actions when a soft threshold is crossed or the
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agreed QoS is violated. Ensure that action is undertaken to resolve the

degradation or violation
Optional
Interactions
Follow-up QoS Violation Action

Brief Description
Follow up the actions to ensure that the customer is satisfied with the
resolution of the problem
Explanatory
Mandatory
Follow up the actions to ensure that the customer is satisfied with the
resolution of the problem
Optional
Interactions
Inform Customer on QoS Impacts

Brief Description
informed of service quality degradations and violations. Ensure that
the customer is informed of any planned maintenance or other
scheduled events likely to impact delivery of the customer's service.
Explanatory
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Mandatory
informed of service quality degradations and violations. Ensure that
the customer is informed of any planned maintenance or other
scheduled events likely to impact delivery of the customer's service.
Optional
Interactions
1.3.8.3 Report Customer QoS

Performance
Figure 141. 1.3.8.3 Report Customer QoS Performance decomposition
Report Customer QoS Performance

Brief Description
Report on the customers QoS/SLA performance
The objective of the Report Customer QoS Performance processes is to
monitor the status of customer QoS performance degradation reports,
of customer QoS performance degradation reports and managing
notifications to other processes and to other parties, including
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customers, registered to receive notifications of any status changes.

These processes record, analyze and assess the customer QoS
performance degradation report status changes to provide
and effectiveness of the overall Customer QoS/SLA Management
process. These specialized summaries could be specific reports
required by specific audiences and/or customers.
customer related quality standards to other processes. These
constraints may include specific resource failures, capacity shortages
due to unexpected demand peaks, etc.
Explanatory
Mandatory
Optional
Interactions
Monitor Customer QoS Report Status

Brief Description
Monitor the status of customer QoS performance degradation reports.
of customer QoS performance degradation reports. These processes
record the customer QoS performance degradation report status
changes to support management reports.
Explanatory
of customer QoS performance degradation reports.
Mandatory
Monitor the status of customer QoS performance degradation reports.
These processes record the customer QoS performance degradation
report status changes to support management reports.
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Optional
Interactions
Notify Changes on Customer QoS Report Status

Brief Description
Provide notifications of any changes to the status of customer QoS
performance degradation reports. These processes are responsible for
managing notifications to other processes and to other parties,
including customers, registered to receive notifications of any status
changes. Notification lists are managed and maintained by the
Support Customer QoS/SLA Management processes.
Explanatory
These processes are responsible for managing notifications to other
processes and to other parties, including customers, registered to
Mandatory
Provide notifications of any changes to the status of customer QoS
performance degradation reports.
Optional
Interactions
Distribute Customer QoS/SLA Management Reports & Summaries

Brief Description
Provide management reports on the status of customer QoS
performance degradation reports. These processes analyze and assess
the customer QoS performance degradation report status changes to
efficiency and effectiveness of the overall Customer QoS/SLA
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reports required by specific audiences and/or customers.
Explanatory
These processes analyze and assess the customer QoS performance
degradation report status changes to provide management reports and
any specialized summaries of the efficiency and effectiveness of the
overall Customer QoS/SLA Management process.
Mandatory
Provide management reports on the status of customer QoS
performance degradation reports.
Optional
Interactions
specific audiences and/or customers.
1.3.8.4 Create Customer QoS

Performance Degradation Report
Figure 142. 1.3.8.4 Create Customer QoS Performance Degradation Report decomposition
Create Customer QoS Performance Degradation Report

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Brief Description
Create a new customer QoS performance degradation report
Explanatory
Mandatory
Optional
Interactions
Create Customer QoS Report

Brief Description
Create a new customer QoS performance degradation report. A new
customer QoS performance degradation report may be created as a
result of specific customer initiated QoS performance degradation
notifications, or at the request of analysis undertaken by other CRM, or
SM&O processes which detect that some form of deterioration or
failure has occurred requiring an assessment of the performance of the
specific customer purchased product offering. If the customer QoS
performance degradation report is created as a result of a notification
from customers or as a result of a request from other processes, the
Create Customer QoS Performance Degradation Report processes are
responsible for converting the received information into a form suitable
for the Customer QoS/SLA Management processes, and for requesting
additional information if required.
Explanatory
A new customer QoS performance degradation report may be created
as a result of specific customer initiated QoS performance degradation
notifications, or at the request of analysis undertaken by other CRM, or
SM&O processes which detect that some form of deterioration or
failure has occurred requiring an assessment of the performance of the
specific customer purchased product offering.
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Mandatory
Create a new customer QoS performance degradation report.
Optional
Interactions
If the customer QoS performance degradation report is created as a
result of a notification from customers or as a result of a request from
other processes, the Create Customer QoS Performance Degradation
Report processes are responsible for converting the received
information into a form suitable for the Customer QoS/SLA
Management processes, and for requesting additional information if
required.
Modify Customer QoS Report

Brief Description
Modify existing customer QoS performance degradation reports
Explanatory
Mandatory
Modify existing customer QoS performance degradation reports
Optional
Interactions
Request Cancellation of Customer QoS Report

Brief Description
Request cancellation of existing customer QoS performance
degradation reports
Explanatory
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Mandatory
Request cancellation of existing customer QoS performance
degradation reports
Optional
Interactions
1.3.8.5 Track & Manage Customer QoS

Performance Resolution
Figure 143. 1.3.8.5 Track & Manage Customer QoS Performance Resolution decomposition
Track & Manage Customer QoS Performance Resolution

Brief Description
Efficiently assign, coordinate and track specific customer purchased
product offering related performance analysis, restoration and
improvement activities, and escalate any open customer QoS
performance degradation reports in jeopardy.
The objective of the Track & Manage Customer QoS Performance
specific customer purchased product offering related performance
open customer QoS performance degradation reports in jeopardy.
Adding additional information to an open customer QoS performance
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Scheduling, assigning and coordinating analysis and specific

customer QoS performance restoration activities and/or repair
activities delegated to other processes;
to Create Service Trouble Report based on specific customer QoS
related to services;
Modifying information in an existing customer QoS performance
Modifying the customer QoS performance degradation report status;
Canceling a customer QoS performance degradation report when the
Monitoring the jeopardy status of open customer QoS performance
degradation reports, and escalating customer QoS performance
Manage Customer QoS Performance Resolution process is responsible
for initiating requests, through other parties Performance Management
for resolution by the other parties of the specific service components.
The Track & Manage Customer QoS Performance Resolution processes
will also inform the Close Customer QoS Performance Degradation
Report processes by modifying the customer QoS performance
degradation report status to cleared when the specific customer
purchased product offering performance quality issues have been
resolved.
Explanatory
Mandatory
Optional
Interactions
Update Customer QoS Report with Analysis Results

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Brief Description
Add additional information to an open customer QoS performance
degradation report based on the first-in and on-going analysis
Explanatory
Mandatory
Add additional information to an open customer QoS performance
degradation report based on the first-in and on-going analysis
Optional
Interactions
Co-ordinate Customer QoS Analysis, Restoration & Repair

Brief Description
Schedule, assign and coordinate analysis and specific customer QoS
performance restoration activities and/or repair activities delegated to
other processes
Explanatory
Mandatory
Schedule, assign and coordinate analysis and specific customer QoS
other processes
Optional
Interactions
Modify Customer QoS Report Information

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Brief Description
Modify information in an existing customer QoS performance
degradation report based on assignments
Explanatory
Mandatory
Modify information in an existing customer QoS performance
degradation report based on assignments
Optional
Interactions
Modify Customer QoS Report Status

Brief Description
Modify the customer QoS performance degradation report status
Explanatory
Mandatory
Modify the customer QoS performance degradation report status
Optional
Interactions
Cancel Customer QoS Report

Brief Description
Cancel a customer QoS performance degradation report when the
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Explanatory
Mandatory
Cancel a customer QoS performance degradation report when the
Optional
Interactions
Escalate/End Customer QoS Report

Brief Description
Monitor the jeopardy status of open customer QoS performance
degradation reports, and escalate customer QoS performance
Explanatory
Mandatory
Monitor the jeopardy status of open customer QoS performance
degradation reports, and escalate customer QoS performance
Optional
Interactions
Engage External Product Suppliers

Brief Description
owned and managed by other Parties. In these cases, initiate requests,
through the other party Performance Management for resolution by the
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other party of the specific service components. These processes will

co-ordinate all the actions necessary in order to guarantee that all
sequence.
Explanatory
owned and managed by suppliers/partners.
Mandatory
In these cases, initiate requests, through S/P Performance
Management for resolution by the supplier/partner of the specific
service components. These processes will co-ordinate all the actions
necessary in order to guarantee that all tasks are finished at the
appropriate time and in the appropriate sequence.
Optional
Interactions
Interaction with Suppliers / Partners
Clear Customer QoS Report Status

Brief Description
Inform the Close Customer QoS Performance Degradation Report
processes by modifying the customer QoS performance degradation
report status to cleared when the specific customer purchased product
offering performance quality issues have been resolved.
Explanatory
Mandatory
Inform the Close Customer QoS Performance Degradation Report
processes by modifying the customer QoS performance degradation
report status to cleared when the specific customer purchased product
offering performance quality issues have been resolved.
Optional
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Interactions
This process informs the Close Customer QoS Performance
Degradation Report processes
1.3.9 Bill Invoice Management
Figure 144. 1.3.9 Bill Invoice Management decomposition
Bill Invoice Management

Brief Description
Ensure the bill invoice is created, physically and/or electronically
produced and distributed to customers, and that the appropriate taxes,
discounts, adjustments, rebates and credits for the products and
services delivered to customers have been applied.
Bill Invoice Management processes ensure the bill invoice is created,
physically and/or electronically produced and distributed to customers,
and that the appropriate taxes, discounts, adjustments, rebates and
credits for the products and services delivered to customers have been
applied. These processes are accountable for assuring that enterprise
revenue is billed and invoices delivered appropriately to customers.
These processes are responsible for, but not limited to:
Establishment and application of taxes and charges to the services
delivered to customers;
Application of the adjustment (adjustment decision done in Bill
Inquiry Handling);
Creation of accurate bill invoices including all adjustments, rebates,
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discounts, credits, etc.

Production & distribution of bill in physical and/or electronic form to
customers in accordance with the billing cycle;
Forecasting of physical resources associated with bill production,
such as paper and envelope quantities;
Alignment and management of promotional material insertion into
distributed bills
Establishment and management of third party arrangements to
support bill invoice generation, production and distribution.
Explanatory
Mandatory
Optional
Interactions
Apply Pricing, Discounting, Adjustments & Rebates

Brief Description
Ensure that the bill invoice is reflective of all the commercially agreed
billable events and any bill invoice adjustments agreed between a
Service Provider and the customer.
The purpose of the Apply Pricing, Discounting, Adjustments & Rebates
process is to ensure that the bill invoice is reflective of all the
commercially agreed billable events and any bill invoice adjustments
agreed between a Service Provider and the customer. In addition, it
ensures that the appropriate taxes, rebates (i.e. missed customer
commitments) and credits are applied to the customers bill invoice(s).
This process contains the account and customer specific pricing,
charges, discounting, credits and taxation for services delivered to the
customer by the Service Provider. It accepts events that have been
collected, translated, correlated, assembled, guided and service rated.
It takes these events and determines the account or customer specific
pricing, charges, discounts, and taxation that should be delivered to
the invoice(s) for the customer. It reviews any agreed adjustments
agreed in the previous billing period and includes these to the bill
invoice. This process can occur in real-time as events are service rated,
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or can be on a scheduled on a periodic basis at the Service Providers

discretion.
Explanatory
Mandatory
Optional
Interactions
Create Customer Bill Invoice

Brief Description
Production of a timely and accurate invoice in accordance with the
specific billing cycles and reflective of the final charges for services,
together with any adjustments, delivered to the customer by the
Service Provider and respective other parties.
The primary purpose of the Create Customer Bill Invoice process is the
production of a timely and accurate invoice in accordance with the
This process contains the invoicing components of the Service
Providers business. This includes the rendering/formatting of an
invoice, the delivery of an electronic copy of an invoice to customers
and the processes that verify invoice quality prior to distribution to the
customer in electronic form, or to the process responsible for physical
invoice production and distribution. The flow of this process can be
viewed as an extension of the companys e-business strategy. In this
case, the Service Provider would render an invoice electronically, via
the Internet for example.
Furthermore, this process provides specifications for the formatting of
invoices in different ways and to achieve different publishing
possibilities, and supports the creation of different invoice formats for
different publication media. The process is further responsible for
splitting and re-arranging invoices for customers (particularly
customers with complex account structures) according to agreements
made with these customers.
Additionally these processes store the customer invoice for a period of
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time to address regulation and/or internal requirements, during which

they can be accessed to support any customer or regulator agency
inquiries on bill invoices.
Explanatory
Mandatory
Optional
Interactions
Produce & Distribute Bill

Brief Description
Physical production and distribution of bills to customers in accordance
with the specified billing cycle.
The purpose of the Produce & Distribute Customer Bill Invoice process
is the physical production and distribution of bills to customers in
accordance with the specified billing cycle. This process is responsible
for all activities associated with ensuring a physical bill is delivered to
customers.
The responsibilities of the process include, but are not limited to:
Establishing and managing the physical bill production cycle;
Establishing the requirements for, and managing the agreed
commercial arrangements with, appropriate outsourced suppliers of
the production and distribution capabilities;
Delivery of invoice information to the physical production processes;
Coordinating with promotional processes for any billing insertions to
be included with the bill;
If internal processes are used, managing availability of paper and
envelope volumes to meet the needs of the physical production
process;
If internal production facilities are used, managing the production
runs to create the bills
Quality management of the physical production and distribution
processes.
Note that in the above processes for establishing arrangements with
outsourced other parties that the other party Capability Delivery
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processes are used as the vehicle for creating the commercial

agreements.
Explanatory
Mandatory
Optional
Interactions
1.3.9.1 Apply Pricing, Discounting,

Adjustments & Rebates
Figure 145. 1.3.9.1 Apply Pricing, Discounting, Adjustments & Rebates decomposition
Apply Pricing, Discounting, Adjustments & Rebates

Brief Description
Ensure that the bill invoice is reflective of all the commercially agreed
billable events and any bill invoice adjustments agreed between a
Service Provider and the customer.
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The purpose of the Apply Pricing, Discounting, Adjustments & Rebates
process is to ensure that the bill invoice is reflective of all the
commercially agreed billable events and any bill invoice adjustments
agreed between a Service Provider and the customer. In addition, it
ensures that the appropriate taxes, rebates (i.e. missed customer
This process contains the account and customer specific pricing,
charges, discounting, credits and taxation for services delivered to the
customer by the Service Provider. It accepts events that have been
collected, translated, correlated, assembled, guided and service rated.
It takes these events and determines the account or customer specific
pricing, charges, discounts, and taxation that should be delivered to
the invoice(s) for the customer. It reviews any agreed adjustments
agreed in the previous billing period and includes these to the bill
invoice. This process can occur in real-time as events are service rated,
or can be on a scheduled on a periodic basis at the Service Providers
discretion.
Explanatory
Mandatory
Optional
Interactions
Obtain Billing Events

Brief Description
Accept billing events that have been collected, translated, correlated,
assembled, guided and service rated before determining the
information would be applied to the customers bill invoice(s).
Explanatory
This includes events that have been collected, translated, correlated,
assembled, guided and service rated.
Mandatory
The purpose of the Obtain Billing Events process is to ensure that all
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billing events for services delivered to the customer by the Service

Provider are available for processing.
Optional
Interactions
Apply Pricing, Discounting, Adjustments & Rebates to Customer Account

Brief Description
Determine the customer account or customer specific pricing, charges,
discounts, and taxation that should be delivered to the invoice(s) for
the customer.
Explanatory
It ensures that the appropriate taxes, rebates (i.e. missed customer
Mandatory
The purpose of Determine Customer Account process is to determine
the customer account or customer specific pricing, charges, discounts,
and taxation that should be delivered to the invoice(s) for the customer
and ensure that the each cost item included in customer bill invoice(s)
can correspond to a correct account through which customer will pay
for the cost item.
Optional
A customer who may have multiple accounts can pay different cost
item with different account.
Interactions
Apply Agreed Customer Bill Adjustment

Brief Description
Apply and review any adjustment agreed in the previous billing period
and make these included to the bill invoice.
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Explanatory
In general, the adjustments are due to errors in customer bill invoices
in previous billing periods or problems related to products and services
delivered to the customer by the Service Provider or partners.
Mandatory
The purpose of the Apply Agreed Customer Bill Adjustment process is
to ensure that any adjustments which have been agreed between
customer and Service Provider are included in the customer bill
invoice.
Optional
Interactions
1.3.9.2 Create Customer Bill Invoice
Figure 146. 1.3.9.2 Create Customer Bill Invoice decomposition
Create Customer Bill Invoice

Brief Description
Production of a timely and accurate invoice in accordance with the
The primary purpose of the Create Customer Bill Invoice process is the
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production of a timely and accurate invoice in accordance with the

This process contains the invoicing components of the Service
Providers business. This includes the rendering/formatting of an
invoice, the delivery of an electronic copy of an invoice to customers
and the processes that verify invoice quality prior to distribution to the
customer in electronic form, or to the process responsible for physical
invoice production and distribution. The flow of this process can be
viewed as an extension of the companys e-business strategy. In this
case, the Service Provider would render an invoice electronically, via
the Internet for example.
Furthermore, this process provides specifications for the formatting of
invoices in different ways and to achieve different publishing
possibilities, and supports the creation of different invoice formats for
different publication media. The process is further responsible for
splitting and re-arranging invoices for customers (particularly
customers with complex account structures) according to agreements
made with these customers.
Additionally these processes store the customer invoice for a period of
time to address regulation and/or internal requirements, during which
they can be accessed to support any customer or regulator agency
inquiries on bill invoices.
Explanatory
Mandatory
Optional
Interactions
Render & Format Invoice

Brief Description
Render and format the customer bill invoice.
Explanatory
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Mandatory
This process provides formatting of invoices in different ways and to
achieve different publishing possibilities, and supports the creation of
different invoice formats for different publication media. The process is
further responsible for splitting and re-arranging invoices for customers
(particularly customers with complex account structures) according to
agreements made with these customers.
Optional
Interactions
Deliver Electronic Invoice

Brief Description
Deliver the electronic copy of an invoice to customers.
Explanatory
The flow of this process can be viewed as an extension of the
companys e-business strategy. In this case, the Service Provider would
render an invoice electronically, via the Internet for example.
Mandatory
The purpose of Deliver Electronic Invoice process is to deliver the
electronic copy of an invoice to customers.
Optional
Interactions
Verify Invoice Quality

Brief Description
Verify invoice quality before distribution to the customer in electronic
form and the process responsible for physical invoice production and
distribution.
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Explanatory
Mandatory
The purpose of Verify Invoice Quality process is to verify invoice quality
prior to distribution to the customer in electronic form, or to the
process responsible for physical invoice production and distribution.
Verifying invoice quality is either a manual operation or an automatic
behavior. The process is responsible for ensuring the invoice format
and content can meet customer requirements. When verifying invoice
quality is failed, the process is also responsible for sending the invoice
back to another process to reprocess.
Optional
Interactions
Manage Customer Invoice Archive

Brief Description
Store the customer invoice for a period of time is to address regulation
and/or internal requirements, during which they can be accessed to
support any customer or regulator agency inquiries on bill invoices.
Explanatory
Mandatory
The purpose of Management Customer Invoice Archive process is to
store the customer invoice for a period of time, to perform regulation
and/or serve internal requirements, during which they can be accessed
to support any customer or regulator agency inquiries on bill invoices,
and the process is further responsible for archiving the customer
invoices to historical customer invoice after a period of time according
to Service Provider's management requirements. Furthermore the
process is responsible for managing and maintaining archiving cycle.
Optional
Page 583 of 1540

Interactions
1.3.9.3 Produce & Distribute Bill
Figure 147. 1.3.9.3 Produce & Distribute Bill decomposition
Produce & Distribute Bill

Brief Description
Physical production and distribution of bills to customers in accordance
with the specified billing cycle.
The purpose of the Produce & Distribute Customer Bill Invoice process
is the physical production and distribution of bills to customers in
accordance with the specified billing cycle. This process is responsible
for all activities associated with ensuring a physical bill is delivered to
customers.
The responsibilities of the process include, but are not limited to:
Establishing and managing the physical bill production cycle;
Establishing the requirements for, and managing the agreed
commercial arrangements with, appropriate outsourced suppliers of
the production and distribution capabilities;
Delivery of invoice information to the physical production processes;
Coordinating with promotional processes for any billing insertions to
be included with the bill;
If internal processes are used, managing availability of paper and
envelope volumes to meet the needs of the physical production
process;
If internal production facilities are used, managing the production
runs to create the bills
Quality management of the physical production and distribution
processes.
Note that in the above processes for establishing arrangements with
outsourced other parties that the other party Capability Delivery
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processes are used as the vehicle for creating the commercial

agreements.
Explanatory
Mandatory
Optional
Interactions
Co-ordinate Billing Insertion

Brief Description
Co-ordinate with promotional processes for any billing insertions to be
included with the bill.
Explanatory
The purpose of Co-ordinate Billing Insertion process is to co-ordinate
with promotional processes for any billing insertions to be included
with the bill.
Mandatory
This process is responsible for determining the content of insertion and
the position of insertion in invoice. The insertion can be the service
information provided by Service Provider, advertisements and
recommendation of billing for customers. This process is also
responsible for ensuring the billing insertion attracting the customer
interests and not leading to customer complaints.
Optional
This process can base customer feedbacks on the insertion to adjust or
remove the insertion.
Interactions
Establish & Manage Bill Production Cycle

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Brief Description
Establish and manage the physical bill production cycle.
Explanatory
The purpose of Establish & Manage Bill Production Cycle process is to
establish and manage the physical bill production cycle.
Mandatory
This process is responsible for identifying the deadline of the customer
requiring physical bill productions, time cycle for producing and
distributing to ensure that the physical bill production can be received
by the customer on time. This process is responsible for ensuring that
physical bills are produced in time to be received by customers on
time. This process takes production and distribution cycle timing into
account when establishing bill production schedules.
Optional
Interactions
Deliver Invoice Information

Brief Description
Deliver the invoice information to the physical production processes.
Explanatory
The invoice information includes both billing information and insertion
information.
Mandatory
The purpose of the Deliver Invoice Information process is to ensure
that the invoice information can be delivered to invoice physical
production process. This process is also responsible for monitoring the
status of information delivery channel and ensuring the channel
availability.
Optional
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Interactions
Administer Commercial Arrangement for Production and Distribution Capability

Brief Description
Establish the requirements for, and manage the agreed commercial
arrangements with, appropriate outsourced suppliers of the production
and distribution capabilities.
Explanatory
Mandatory
The purpose of Administer Commercial Arrangement for Production
and Distribution Capability process is to establish the requirements for,
and manage the agreed commercial arrangements with, appropriate
outsourced suppliers of the production and distribution capabilities.
This process is responsible for output of the production and distribution
requirements to outsourced supplier and amending the requirements
based on the negotiation between Service Provider and outsourced
supplier. This process is also responsible for drafting commercial
contracts terms, including the responsibilities, payment condition,
payment type, SLA, and signing the commercial contract with
outsource supplier.
Optional
Interactions
Manage Paper and Envelope Availability

Brief Description
Manage availability of paper and envelope volumes to meet the needs
of the physical production process, if internal processes are used.
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Explanatory
Mandatory
The purpose of the Manage Paper and Envelope Availability process is
to ensure the quantities of papers and envelopes are enough before
starting invoice physical production. This process is responsible for
ensuring the quality of paper and envelopes that fit the requirements
from subsequent invoice physical production processes. For example
the volume of envelope is suitable. If the requirements dont fit, this
process is responsible for detecting the problems and reporting to
other processes if required.
Optional
Interactions
Manage Production Run to Create Bill

Brief Description
Manage the production runs to create the bills, if internal production
facilities are used.
Explanatory
Mandatory
The purpose of Manage Production Run to Create Bill process is to
manage the production runs to create the bills, if internal production
facilities are used. This process is responsible for producing the
physical bill based on the invoice information and, if necessary,
wrapping bills into envelopes. The process also is responsible for
monitoring that the produced bills are ready to be distributed.
Optional
Interactions
Manage Physical Production & Distribution Quality

Page 588 of 1540

Brief Description
Manage quality of the physical production and distribution processes, if
internal production facilities are used.
Explanatory
Mandatory
The purpose of Manage Physical Production & Distribution Quality
process is to manage quality of the physical production and distribution
processes, if internal production facilities are used.
This process is responsible for monitoring the whole physical
production and distribution running, check the quality and validity of
production and observing the distribution time cycle.
This process is responsible for ensuring that the contents of
production, including billing parts and insertion parts, are satisfied by
customers and the productions can be delivered to customers address
on time and accurately.
This process is also responsible for monitoring the efficiency of
production process to ensure that the production process can timely
produce a large number of productions to avoid distribution delay.
Optional
The quality and validity of production can include correct association of
customer, bill and time period of bill, printing quality, format of the
production.
Interactions
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1.3.10 Bill Payments & Receivables

Management
Figure 148. 1.3.10 Bill Payments & Receivables Management decomposition
Bill Payments & Receivables Management

Brief Description
Ensure that enterprise revenue is collected through pre-established
collection channels and put in place procedures to recover past due
payments.
The purpose of the Bill Payments & Receivables Management
processes is to ensure that enterprise revenue is collected through preestablished collection channels and put in place procedures to recover
past due payments. These processes are responsible for managing
customers billing account, processing their payments, performing
payment collections and monitoring the status of the account balance.
Establishment and management of customer payment processes and
channels;
Establishment and management of debt collection processes
Establishment and management of third party arrangements to
support collection and recovery of past due payments.
Explanatory
Mandatory
Page 590 of 1540

Optional
Interactions
Manage Customer Billing

Brief Description
Ensure effective management of the customers billing account as it
relates to the products purchased and consumed throughout the
appropriate billing cycle.
The primary purpose of this process pertains to effective management
of the customers billing account as it relates to the products
purchased and consumed throughout the appropriate billing cycle. This
process focuses on managing changes to the customers billing
account (for example, customer billing address, etc.) as it relates to the
customers service portfolio, such as ensuring that the correct
purchased products are assigned to the customers billing account for
accurate billing.
Explanatory
Mandatory
Optional
Interactions
Manage Customer Payments

Brief Description
Collect payments made by the customer and reconcile the payments
to the invoices.
The purpose of the Manage Customer Payments process is to collect
payments made by the customer and reconcile the payments to the
invoices. This process is meant to match these payments with the
Page 591 of 1540

services/invoices delivered to this customer. These processes can

include credit/debit/EFT payments using various channels, either
directly or through third parties, and cash or cheque payments, either
directly or through third parties.
In all the above cases these processes are responsible for the
processes interacting with the customers and/or the third parties. The
processes are also responsible for establishing managing back-end
bank accounts for receipt of the customer payments and for the
transfer of funds collected by third parties. These processes are
responsible for reconciling the money received into the bank accounts
against the payments expected in the invoices. Additionally these
processes inform the Financial Management on all those payments for
updating the ledger.
These processes are responsible for establishing the requirements for,
and managing any commercial arrangements agreed with, other
parties. Note that the other Party Capability Delivery process is used
to deliver the commercial agreements.
To the extent that processing of any payments is undertaken internally,
i.e. cheque processing, these processes are responsible for managing
the operation and quality of the internal processing.
Where payments do not match invoices, this process is responsible for
informing the Manage Customer Debt Collection Manage Debt
Management processes of any underpayments, and the Bill Inquiry
Handling processes for any over-payments. Underpayments and
overpayments are handled appropriately by these separate processes.
Explanatory
Mandatory
Optional
Interactions
Manage Customer Debt Collection

Brief Description
Collect past due payments from the customer.
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The purpose of the Manage Customer Debt Collection process is to
collect past due payments from the customer. This process monitors
the amount due from the customer, i.e. check whether the payments
are made on time, and implements necessary activities and policies to
recover amounts overdue.
The responsibilities of this process include, but are not limited to:
Identifying invoices which are overdue for payment;
Initiating and managing follow-up with customers having overdue
amounts;
Arranging and monitoring payment plans to allow customers to pay
overdue amounts in installments;
Initiating debt recovery activities in accordance with appropriate
commercial practice and policies;
Managing the aged customer debt portfolio;
Establishing and managing customer debt profiles to assist in
managing debt recovery and debt risk on a customer, product or
customer group basis;
Establishing and managing commercial arrangements with third
parties for the recovery of aged debt, and/or for the write-off and
selling of parts of the debt portfolio to third parties
Note that these processes may initiate a direct enquiry to the customer
and attempt to manage the initial recovery through the Bill Inquiry
Handling processes. These processes use policies established by the
Support Bill Payments & Receivable Management process to direct any
escalation of the recovery processes being employed.
Note that where third party arrangements need to be put in place,
these processes are responsible for establishing the requirements for,
and managing any commercial arrangements agreed with, third party
suppliers. The Supply Chain Capability Delivery process is used to
deliver the commercial agreements.
Explanatory
Mandatory
Optional
Interactions
Page 593 of 1540

1.3.10.2 Manage Customer Payments
Figure 149. 1.3.10.2 Manage Customer Payments decomposition
Manage Customer Payments

Brief Description
Collect payments made by the customer and reconcile the payments
to the invoices.
The purpose of the Manage Customer Payments process is to collect
payments made by the customer and reconcile the payments to the
invoices. This process is meant to match these payments with the
services/invoices delivered to this customer. These processes can
include credit/debit/EFT payments using various channels, either
directly or through third parties, and cash or cheque payments, either
directly or through third parties.
In all the above cases these processes are responsible for the
processes interacting with the customers and/or the third parties. The
processes are also responsible for establishing managing back-end
bank accounts for receipt of the customer payments and for the
transfer of funds collected by third parties. These processes are
responsible for reconciling the money received into the bank accounts
against the payments expected in the invoices. Additionally these
processes inform the Financial Management on all those payments for
updating the ledger.
These processes are responsible for establishing the requirements for,
and managing any commercial arrangements agreed with, other
parties. Note that the other Party Capability Delivery process is used
to deliver the commercial agreements.
To the extent that processing of any payments is undertaken internally,
i.e. cheque processing, these processes are responsible for managing
the operation and quality of the internal processing.
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Where payments do not match invoices, this process is responsible for

informing the Manage Customer Debt Collection Manage Debt
Management processes of any underpayments, and the Bill Inquiry
Handling processes for any over-payments. Underpayments and
overpayments are handled appropriately by these separate processes.
Explanatory
Mandatory
Optional
Interactions
Manage Customer Payment Plan

Brief Description
Manage payment plans made with the customer.
Explanatory
Customer can decide payment plans to automatically pay bills from a
designated account that can be credit card, back account, third party
and etc. It also enables paying a bill in installment. For example,
customer can apply make a payment $20 per month for $100 bill in 5
months.
The payment plan can enable making a payment by pre-defined
payment method. For example, customer defines paying mobile
monthly line rental fee by direct debt and paying digital TV programs
by cash.
Mandatory
The purpose of Manage Customer Payment Plan process is to establish
new payment plans, modify or remove existing payment plans.
Optional
Interactions
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Collect Customer Payment

Brief Description
Collect payments made by the customer.
Explanatory
Note that the Establish Back-End Bank Account process is used to
create the link to collection customer payment via bank.
Mandatory
The purpose of Collect Customer Payment process is to collect the
payments from the customer. To the extent that processing of any
payments is undertaken internally, i.e. check processing, these
processes are responsible for managing the operation and quality of
the internal processing.
Optional
These processes can include credit/debit/EFT payments using various
channels, either directly or through third parties, and cash or check
payments, either directly or through third parties.
Interactions
Reconcile Customer Payment

Brief Description
Reconcile the payments to the invoices.
Explanatory
Underpayments and overpayments are handled appropriately by
Manage Customer Debt Collection and Bill Inquiry Handling processes.
Mandatory
The purpose of Reconcile Customer Payment process is to reconcile the
payments to the invoices. This process is meant to match these
payments with the services/invoices delivered to this customer. Where
payments do not match invoices, this process is responsible for
informing the Manage Customer Debt Collection processes of any
Page 596 of 1540

underpayments, and the Bill Inquiry Handling processes for any overpayments. These processes are responsible for reconciling the money
received into the bank accounts against the payments expected in the
invoices. Additionally these processes inform the Financial
Management on all those payments for updating the ledger.
Optional
Interactions
Manage Back-End Bank Account

Brief Description
Manage back-end bank accounts for receipt of the customer payments
and for the transfer of funds collected by third parties.
Explanatory
Mandatory
The purpose of Manage Back-End Bank Account process is to manage
back-end bank accounts for receipt of the customer payments and for
the transfer of funds collected by third parties. These processes are
responsible for managing payment commercial agreement agreed with
banks and the payment interfaces for collecting the customer
payments.
Optional
Interactions
Administer Commercial Arrangement for Third Party Supplier

Brief Description
Establish the requirements for, and manage any commercial
arrangements agreed with, third party suppliers.
Page 597 of 1540

Explanatory
The requirements can include payment transfer cycle, payment
interface requirements and payment methods requirements. Note that
the Supply Chain Capability Delivery process is used to deliver the
commercial agreements.
Mandatory
The purpose of Administer Commercial Arrangement for Third Party
Supplier process is to establish the requirements for, and manage any
commercial arrangements agreed with, third party suppliers of
payment services. After commercial arrangements are agreed, this
process is responsible for monitor the execution of the commercial
arrangements.
Optional
Interactions
Note that the Supply Chain Capability Delivery process is used to
1.3.10.3 Manage Customer Debt

Collection
Figure 150. 1.3.10.3 Manage Customer Debt Collection decomposition
Manage Customer Debt Collection

Page 598 of 1540

Brief Description
Collect past due payments from the customer.
The purpose of the Manage Customer Debt Collection process is to
collect past due payments from the customer. This process monitors
the amount due from the customer, i.e. check whether the payments
are made on time, and implements necessary activities and policies to
recover amounts overdue.
Identifying invoices which are overdue for payment;
Initiating and managing follow-up with customers having overdue
amounts;
Arranging and monitoring payment plans to allow customers to pay
overdue amounts in installments;
Initiating debt recovery activities in accordance with appropriate
commercial practice and policies;
Managing the aged customer debt portfolio;
Establishing and managing customer debt profiles to assist in
managing debt recovery and debt risk on a customer, product or
customer group basis;
Establishing and managing commercial arrangements with third
parties for the recover of aged debt, and/or for the write-off and selling
of parts of the debt portfolio to third parties
Note that these processes may initiate a direct enquiry to the customer
and attempt to manage the initial recovery through the Bill Inquiry
Handling processes. These processes use policies established by the
Support Bill Payments & Receivable Management process to direct any
escalation of the recovery processes being employed.
Note that where third party arrangements need to be put in place,
these processes are responsible for establishing the requirements for,
and managing any commercial arrangements agreed with, third party
suppliers. The Supply Chain Capability Delivery process is used to
Explanatory
Mandatory
Optional
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Interactions
Identify Overdue Invoice

Brief Description
Identify invoices which are overdue for payment.
Explanatory
i.e. check whether the payments are made on time, and implements
necessary activities and policies to recover amounts overdue.
Mandatory
The purpose of Identify Overdue Invoice process is to identify invoices
which are overdue for payment. It monitors the amount due from the
customer
Optional
Interactions
Administer Overdue Invoice Follow-Up

Brief Description
Initiate and manage follow-up with customers having overdue
amounts.
Explanatory
These processes can be set up routinely or manually. The follow-ups
can include overdue invoice reminding, customer credit control, service
restriction, establishing customer debt profile, selling parts of debt
portfolios to third party for debt recovery.
Mandatory
The purpose of Administer Overdue Invoice Follow-Up process is to
initiate and manage follow-up with customers having overdue
amounts. This process is responsible for setting up the follow-ups
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based on the policies. The policies are associated to customers profile

such as customer credit, customer group, overdue amounts, debt
occurrence times, purchased products and etc. This process is also
responsible for modifying or removing the designated follow-ups when
the policies or situations are changed.
Optional
Interactions
Manage Overdue Invoice Payment

Brief Description
Arrange and monitor payment plans to allow customers to pay overdue
amounts in installments.
Explanatory
The payment plan is associated to customers profile such as the
customers credit, payment history, customer group or purchased
products.
Mandatory
The purpose of Manage Overdue Invoice Payment process is to arrange
and monitor payment plans to allow customers to pay overdue
amounts in installments. This process arranges payment plans to allow
customers to pay overdue amounts, leads to an agreement with the
customers, and monitors the execution of the payment plans. This
process should consider the payment amounts in installment whether
can be undertaken by the customer.
Optional
Interactions
Initiate Customer Debt Recovery Activities

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Brief Description
Initiate debt recovery activities in accordance with appropriate
commercial practice and policies.
Explanatory
Mandatory
The purpose of Initiate Customer Debt Recovery process is to initiate
customer debt recovery activities in accordance with appropriate
commercial practice and policies. This process includes deciding
appropriate recovery activities based on debt recovery policies,
launching debt recovery activities and monitoring the executions.
The debt recovery policies are associated to the customers profile
such as payment history, customer group, purchased products,
overdue amounts. This process includes overdue invoice reminding via
phone call, SMS, email, by manually or automatically, by humans or
applications. This process is also responsible for terminating customer
debt recovery activities when the customer pays.
Optional
Interactions
Manage Aged Customer Debt Portfolio

Brief Description
Manage the aged customer debt portfolio.
Explanatory
Mandatory
The purpose of Manage Aged Customer Debt Portfolio process is to
manage the aged customer debt portfolio. When the customer debt
cant be recovered in a period of time decided by Service Provider, this
process is responsible to transform this customer debt to aged
customer debt portfolio.
This process is responsible for transforming the overdue invoice to the
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aged customer debt portfolio when it didnt be recovered after a time

of period or based on other triggers according to the Service Providers
policies. The aged customer debt portfolio should include all the
information of the customer debt profiles. The process is also
responsible for managing and maintaining transforming cycle.
When the overdue payment is recovered after transforming, this
process is responsible to remove the aged customer debt portfolio and
notice Establish & Manage Customer Debt Profiles process to update
the customer debt profile.
Optional
Interactions
Establish & Manage Customer Debt Profiles

Brief Description
Establish and manage customer debt profiles to assist in managing
debt recovery and debt risk on a customer, product or customer group
basis.
Explanatory
Mandatory
The purpose of Establish & Manage Customer Debt Profiles process is
to establish and manage customer debt profiles to assist in managing
debt recovery and debt risk on a customer, product or customer group
basis. The customer debt profile is a part of customers profile, which
can include customer credit, customer group, overdue date, overdue
amounts, overdue occurring times, debt recovery means and occurring
times, customer debt recovery response and etc. This process is
responsible for keeping updates of the customer debt profiles
according to results from Initiate Customer Debt Recovery Activities
process.
Optional
Interactions
Other process can base the customer debt profile to upgrade or
downgrade the customer credit or apply other controls.
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Establish & Manage Commercial Debt Recovery Arrangement

Brief Description
Establish and manage commercial arrangements with third parties for
the recovery of aged debt, and/or for the write-off and selling of parts
of the debt portfolio to third parties.
Explanatory
Mandatory
The purpose of Establish & Manage Commercial Debt Recovery
Arrangement process is to establish and manage commercial
arrangements with third parties for the recovery of aged debt, and/or
for the write-off and selling of parts of the debt portfolio to third
parties. This process is responsible for filtering and packaging the aged
customer debt portfolios based on the Service Providers policies,
deciding the third parties action items and monitoring the status of
the arrangements.
Optional
Interactions
Note that the Supply Chain Capability Delivery process is used to
1.3.11 Bill Inquiry Handling
Figure 151. 1.3.11 Bill Inquiry Handling decomposition
Bill Inquiry Handling

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Brief Description
Ensure the timely and effective fulfillment of all customer bill inquiries
and complaints.
The purpose of Bill Inquiry Handling process is to ensure the timely and
effective fulfillment of all customer bill inquiries and complaints. This
process is responsible for managing customer interaction as it relates
to a customers billing relationship to a Service Provider. This includes
the creation of inquiries against the customers billing account(s), and
management of changes to customer billing account structure and
details, the managing of all customer bill inquiry lifecycle, reporting
changes and updates and closing of customer bill inquiry when all
activities were accomplished. This process can be viewed via
traditional means, with a service representative managing the
customer or via e-business means. In the latter case, inquiries,
complaints and changes to details would be handled via electronic
media without the intervention of a representative.
Explanatory
Mandatory
Optional
Interactions
Create Customer Bill Inquiry Report

Brief Description
Create a new customer bill inquiry report.
The objective of the Create Customer Bill Inquiry Report process is to
create a new customer bill inquiry report, modify existing customer bill
inquiry reports, and request cancellation of existing customer bill
inquiry reports.
A new customer bill inquiry report may be created as a result of
specific customer initiated bill inquiry or complaint notifications.
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If the customer bill inquiry report is created, the Create Customer Bill
Inquiry Report processes are responsible for converting the received
information into a form suitable for the Bill Inquiry Handling processes,
and for requesting additional information if required.
Explanatory
Mandatory
Optional
Interactions
Assess Customer Bill Inquiry Report

Brief Description
Assess the bill inquiry report to determine the nature of the inquiry,
and to determine whether the inquiry has arisen due to circumstances
originating in other process areas.
The purpose of the Assess Customer Bill Inquiry Report processes is to
assess the bill inquiry report to determine the nature of the inquiry,
- Verifying whether the information supplied by the customer is correct
- Performing assessment and investigation based on the customer
provided information to determine whether the circumstances leading
to the bill inquiry is linked to the underlying services, or other
processes.
The Assess Customer Bill Inquiry Report processes will make the results
of the investigation available to other processes. The Assess Customer
Bill Inquiry Report processes will update the customer bill inquiry
report, as required during the assessment, and when the root cause
has been identified.
The Assess Customer Bill Inquiry Report processes will notify the Track
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& Manage Bill Inquiry Resolution processes when the investigation and
assessment is complete.
Explanatory
Mandatory
Optional
Interactions
Authorize Customer Bill Invoice Adjustment

Brief Description
Adjust the customers bill invoice based on detailed assessment and/or
policy.
The purpose of the Authorize Customer Bill Invoice Adjustment
processes is to adjust the customer's bill invoice based on detailed
assessment and/or policy.
- Determination of whether policy allows for automated adjustment of
the customer bill invoice, and approving any resultant adjustments;
- Undertaking more detailed analysis and investigation to determine
whether a bill adjustment is acceptable, including gaining appropriate
management authority to make the adjustment
- Recording the results of the adjustment if approved into the records
relating to the customers bill invoice.
These processes rely on the availability of appropriate adjustment
policies, which are created within the Support Bill Inquiry Handling
processes, for the timely resolution of major billing disputes.
The resolution processes may require investigation of the billing
processes themselves to determine whether the disputed bills are the
result of quality errors within the Service Provider processes.
Page 607 of 1540

Explanatory
Mandatory
Optional
Interactions
Track & Manage Customer Bill Inquiry Resolution

Brief Description
Efficiently assign, coordinate and track specific customer bill inquiry
analysis, bill adjustments and ensuring that appropriate credits and/or
other agreed adjustments are made available to the adjustments
processes activities, and escalate any open customer bill inquiries in
jeopardy.
The objective of the Track & Manage Customer Bill Inquiry Resolution
processes is to efficiently assign, coordinate and track specific
customer bill inquiry analysis, bill adjustments and ensuring that
appropriate credits and/or other agreed adjustments are made
available to the adjustments processes activities, and escalate any
open customer bill inquiries in jeopardy.
- Scheduling, assigning and coordinating analysis and specific
customer bill inquiry/complaint adjustment activities;
- Modifying the customer bill inquiry/complaint status;
- Canceling a customer bill inquiry when the specific request was
related to a false billing event
- Monitoring the jeopardy status of open customer bill inquiries, and
escalating customer bill inquiries as necessary.
Manage Customer Bill Inquiry Resolution process is responsible for
initiating requests, through - the other parties Settlements & Payments
Page 608 of 1540

Management for resolution by the other parties of the specific bill

inquiries/complaints.
The Track & Manage Bill Inquiry Resolution processes will also inform
the Close Customer Bill Inquiry processes by modifying the customer
bill inquiry status to cleared when the specific customer bill
inquiry/complaint issues have been resolved.
Explanatory
Mandatory
Optional
Interactions
Report Customer Bill Inquiry

Brief Description
Report on the customers bill inquiry.
The objective of the Report Customer Bill Inquiry processes is to
monitor the status of customer bill inquiries, provide notifications of
any changes and provide management reports.
of customer bill inquiries and managing notifications to other processes
and to other parties, including customers, registered to receive
notifications of any status changes. Notification lists are managed and
maintained by the Support Bill Inquiry Handling processes.
These processes record, analyze and assess the customer bill inquiry
status changes to provide management reports and any specialized
summaries of the efficiency and effectiveness of the overall Bill Inquiry
Handling processes. These specialized summaries could be specific
Page 609 of 1540

customer billing quality standards to other processes. These

constraints may include specific resource (billing application and/or
database, for example) failures, etc.
Explanatory
Mandatory
Optional
Interactions
Close Customer Bill Inquiry Report

Brief Description
Close a customer bill inquiry report when the bill inquiry/complaint has
been resolved.
The objective of the Close Customer Bill Inquiry Report processes is to
close a customer bill inquiry report when the bill inquiry/complaint has
been resolved.
These processes monitor the status of all open customer bill inquiry
reports, and recognize that a customer bill inquiry report is ready to be
closed when the status is changed to cleared.
Explanatory
Mandatory
Optional
Interactions
Page 610 of 1540

1.3.11.1 Create Customer Bill Inquiry

Report
Figure 152. 1.3.11.1 Create Customer Bill Inquiry Report decomposition
Create Customer Bill Inquiry Report

Brief Description
Create a new customer bill inquiry report.
The objective of the Create Customer Bill Inquiry Report process is to
create a new customer bill inquiry report, modify existing customer bill
inquiry reports, and request cancellation of existing customer bill
inquiry reports.
A new customer bill inquiry report may be created as a result of
specific customer initiated bill inquiry or complaint notifications.
If the customer bill inquiry report is created, the Create Customer Bill
Inquiry Report processes are responsible for converting the received
information into a form suitable for the Bill Inquiry Handling processes,
Explanatory
Mandatory
Optional
Page 611 of 1540

Interactions
Generate Customer Bill Inquiry

Brief Description
Generate a new customer bill inquiry.
Explanatory
Mandatory
The purpose of Generate Customer Bill Inquiry is to generate a new
customer bill inquiry.
Optional
A new customer bill inquiry may be generated as a result of specific
customer initiated bill inquiry or complaint notifications.
Interactions
Convert Customer Bill Inquiry

Brief Description
Convert the received information into a form suitable for the Bill
Inquiry Handling processes
Explanatory
Mandatory
The purpose of Convert Customer Bill Inquiry process is to convert the
received information into a form suitable for the Bill Inquiry Handling
processes. This process is responsible for extracting data from received
information, and applying the suitable template.
Optional
Page 612 of 1540

Interactions
Request Additional Bill Inquiry Information

Brief Description
Request additional information for the Bill Inquiry Handling processes
Explanatory
Mandatory
The purpose of Request Additional Bill Inquiry Information process is to
request additional in-formation for the Bill Inquiry Handling processes.
The additional information requiring can be happening at any time
during Bill Inquiry Handling process. This process is responsible for
avoiding the duplication of the additional bill inquiry information
request and ensuring the requested information hasnt already existed
in customer bill inquiry.
Optional
Interactions
1.3.11.2 Assess Customer Bill Inquiry

Report
Page 613 of 1540

Figure 153. 1.3.11.2 Assess Customer Bill Inquiry Report decomposition
Assess Customer Bill Inquiry Report

Brief Description
Assess the bill inquiry report to determine the nature of the inquiry,
The purpose of the Assess Customer Bill Inquiry Report processes is to
assess the bill inquiry report to determine the nature of the inquiry,
- Verifying whether the information supplied by the customer is correct
- Performing assessment and investigation based on the customer
processes.
The Assess Customer Bill Inquiry Report processes will make the results
of the investigation available to other processes. The Assess Customer
Bill Inquiry Report processes will update the customer bill inquiry
report, as required during the assessment, and when the root cause
has been identified.
The Assess Customer Bill Inquiry Report processes will notify the Track
& Manage Bill Inquiry Resolution processes when the investigation and
assessment is complete.
Explanatory
Mandatory
Optional
Interactions
Verify Customer Bill Inquiry

Page 614 of 1540

Brief Description
Verify whether the information supplied by the customer is correct.
Explanatory
For examples: verify customer name, validate customer account
number, identify the association of customer and billing account.
Mandatory
The purpose of Verify Customer Bill Inquiry process is to verify whether
the information sup-plied by the customer is correct.
Optional
Interactions
Assess and Investigate Customer Bill Inquiry

Brief Description
Assess and investigate customer bill inquiry based on the customer
provided information.
Explanatory
Mandatory
The purpose of Assess and Investigate Customer Bill Inquiry is to
assess and investigate customer bill inquiry based on the customer
processes. Update the customer bill inquiry report, as required during
the assessment.
Optional
Interactions
Make the results of the investigation available to other processes.
Page 615 of 1540

Identify Customer Bill Inquiry Root Cause

Brief Description
Identify the root cause on customer bill inquiry.
Explanatory
Mandatory
The purpose of Identify Customer Bill Inquiry Root Cause is to identify
the root cause on customer bill inquiry and make the results available
to other processes. Once the root cause is identified, this process will
notify Modify Customer Bill Inquiry process to update the customer bill
inquiry report.
Optional
Interactions
Complete Customer Bill Inquiry Assessment

Brief Description
Complete the assessment when the investigation and assessment is
complete.
Explanatory
Mandatory
The purpose of Complete Customer Bill Inquiry Assessment process is
to finish the assessment when the investigation and assessment is
complete. This process is responsible for notifying the Track & Manage
Bill Inquiry Resolution processes about the completion.
Optional
Interactions
Page 616 of 1540

1.3.11.3 Authorize Customer Bill Invoice

Adjustment
Figure 154. 1.3.11.3 Authorize Customer Bill Invoice Adjustment decomposition
Authorize Customer Bill Invoice Adjustment

Brief Description
Adjust the customers bill invoice based on detailed assessment and/or
policy.
The purpose of the Authorize Customer Bill Invoice Adjustment
processes is to adjust the customer's bill invoice based on detailed
assessment and/or policy.
- Determination of whether policy allows for automated adjustment of
the customer bill invoice, and approving any resultant adjustments;
- Undertaking more detailed analysis and investigation to determine
whether a bill adjustment is acceptable, including gaining appropriate
management authority to make the adjustment
- Recording the results of the adjustment if approved into the records
Page 617 of 1540


Explanatory
Mandatory
Optional
Interactions
Record Customer Bill Invoice Adjustment

Brief Description
Record the results of the adjustment if approved into the records
Explanatory
Mandatory
The purpose of Record Customer Bill Invoice Adjustment process is to
record the results of the adjustment if approved into the records
relating to the customers bill invoice. This process is responsible for
recording the entire adjustment events including adjustment operator,
timestamp and detailed reason, for management purpose.
Optional
Interactions
Determine Automated Bill Adjustment

Page 618 of 1540

Brief Description
Determination of whether policy allows for automated adjustment of a
party bill invoice, and approving any resultant adjustments.
Explanatory
Mandatory
The purpose of Determine Automated Bill Adjustment process is to
determine whether policy allows for automated adjustment of the
customer bill invoice and approving any resulting adjustments. When
the authorization is approved, this process is responsible for notifying
the relevant process to apply the adjustment
Optional
Interactions
Analyze Detailed Bill Inquiry

Brief Description
Analyze and investigate to determine whether a bill adjustment is
acceptable.
Explanatory
Mandatory
The purpose of Analyze Detailed Bill Inquiry process is to undertake
more detailed analysis and investigation to determine whether a bill
adjustment is acceptable, including gaining appropriate management
authority to make the adjustment. These processes rely on the
availability of appropriate adjustment policies, which are created within
Page 619 of 1540

the Support Bill Inquiry Handling processes, for the timely resolution of
major billing disputes.
Optional
Interactions
1.3.11.4 Track & Manage Customer Bill

Inquiry Resolution
Figure 155. 1.3.11.4 Track & Manage Customer Bill Inquiry Resolution decomposition
Track & Manage Customer Bill Inquiry Resolution

Brief Description
Efficiently assign, coordinate and track specific customer bill inquiry
processes activities, and escalate any open customer bill inquiries in
jeopardy.
The objective of the Track & Manage Customer Bill Inquiry Resolution
Page 620 of 1540

processes is to efficiently assign, coordinate and track specific

customer bill inquiry analysis, bill adjustments and ensuring that
appropriate credits and/or other agreed adjustments are made
available to the adjustments processes activities, and escalate any
open customer bill inquiries in jeopardy.
- Scheduling, assigning and coordinating analysis and specific
customer bill inquiry/complaint adjustment activities;
- Modifying the customer bill inquiry/complaint status;
- Canceling a customer bill inquiry when the specific request was
related to a false billing event
- Monitoring the jeopardy status of open customer bill inquiries, and
escalating customer bill inquiries as necessary.
Manage Customer Bill Inquiry Resolution process is responsible for
initiating requests, through - the other parties Settlements & Payments
Management for resolution by the other parties of the specific bill
The Track & Manage Bill Inquiry Resolution processes will also inform
the Close Customer Bill Inquiry processes by modifying the customer
bill inquiry status to cleared when the specific customer bill
inquiry/complaint issues have been resolved.
Explanatory
Mandatory
Optional
Interactions
Schedule Customer Bill Inquiry Analysis and Adjustment Activities

Page 621 of 1540

Brief Description
Schedule analysis and specific customer bill inquiry/complaint
adjustment activities.
Explanatory
Mandatory
The purpose of Schedule Customer Bill Inquiry Analysis and Adjustment
Activities process is to schedule analysis and specific customer bill
inquiry/complaint adjustment activities. This process is responsible for
planning the analysis and adjustment activities in specific order and
allotted time.
Optional
Interactions
Assign Customer Bill Inquiry Analysis and Adjustment Activities

Brief Description
Assign analysis and specific customer bill inquiry/complaint adjustment
activities.
Explanatory
Mandatory
The purpose of Assign Customer Bill Inquiry Analysis and Adjustment
Activities process is to assign analysis and specific customer bill
inquiry/complaint adjustment activities. This process is responsible for
decomposing an activity to subsequent tasks and appointing other
processes to accomplish them.
Optional
Interactions
Page 622 of 1540

Coordinate Customer Bill Inquiry Analysis and Adjustment Activities

Brief Description
Coordinate analysis and specific customer bill inquiry/complaint
adjustment activities.
Explanatory
Mandatory
The purpose of Coordinate Customer Bill Inquiry Analysis and
Adjustment Activities process is to coordinate analysis and specific
customer bill inquiry/complaint adjustment activities. The process is
responsible for ensuring that appropriate credits and/or other agreed
adjustments are made available to the adjustments processes
activities, coordinating all the actions necessary in order to guarantee
that all tasks are finished at the appropriate time and in the
Optional
Interactions
Monitor Customer Bill Inquiry Jeopardy Status

Brief Description
Monitor the jeopardy status of open customer bill inquiries
Explanatory
Mandatory
The purpose of Monitor Customer Bill Inquiry Jeopardy Status process is
to monitor the jeopardy status of open customer bill inquiries. This
process is responsible for keeping close watch over the resolving
progress. When customer bill inquiry isnt handled in time, this process
will escalate customer billing inquiry for notification.
Page 623 of 1540

Optional
Interactions
Initiate S/P Customer Bill Inquiry Resolution Request

Brief Description
Initiate requests, through - S/P Settlements & Payments Management
for resolution by the supplier/partner of the specific bill
Explanatory
Mandatory
The purpose of Initiate S/P Customer Bill Inquiry Resolution Request
process is to Initiate re-quests, through - S/P Settlements & Payments
Management for resolution by the supplier/partner of the specific bill
inquiries/complaints. Some specific product and/or service components
may be owned and managed by suppliers/partners.
Optional
Interactions
In these cases, this process is responsible for initiating requests,
through - S/P Settlements & Payments Management for resolution by
the supplier/partner of the specific bill inquiries/complaints.
Modify Customer Bill Inquiry

Brief Description
Modify existing customer bill inquiries
Explanatory
Page 624 of 1540

Mandatory
The purpose of Modify Customer Bill Inquiry process is to modify
existing customer bill inquiries when the bill inquiry or complaint is
changed by the customer, a CSR or other processes. This process is
also responsible for changing the status of customer bill
inquiries/complains.
Optional
Interactions
Cancel Customer Bill Inquiry

Brief Description
Request cancellation of existing customer bill inquiry reports
Explanatory
Mandatory
The purpose of Cancel Customer Bill Inquiry process is to cancel
existing customer bill inquiries.
Optional
The cancellation may be caused by the cancellation requests of bill
inquiry from the specific customers, a CSR or processes.
Interactions
Page 625 of 1540

1.3.11.5 Report Customer Bill Inquiry
Figure 156. 1.3.11.5 Report Customer Bill Inquiry decomposition
Report Customer Bill Inquiry

Brief Description
Report on the customers bill inquiry.
The objective of the Report Customer Bill Inquiry processes is to
monitor the status of customer bill inquiries, provide notifications of
any changes and provide management reports.
of customer bill inquiries and managing notifications to other processes
and to other parties, including customers, registered to receive
notifications of any status changes. Notification lists are managed and
maintained by the Support Bill Inquiry Handling processes.
These processes record, analyze and assess the customer bill inquiry
Handling processes. These specialized summaries could be specific
customer billing quality standards to other processes. These
constraints may include specific resource (billing application and/or
database, for example) failures, etc.
Page 626 of 1540

Explanatory
Mandatory
Optional
Interactions
Monitor Customer Bill Inquiries

Brief Description
Monitor the status of customer bill inquiries continuously.
Explanatory
The monitoring starts when a customer bill inquiry is created until it is
cancelled or closed.
Mandatory
The purpose of Monitor Customer Bill Inquiries process is to
continuously monitor the status of all customer bill inquires. The
process is responsible for logging all the status changes on customer
bill inquiries including creation, modification, cancellation and etc.
Optional
Interactions
Provide Customer Bill Inquiry Change Notification

Brief Description
Manage notifications to other processes and to other parties.
Explanatory
Page 627 of 1540

Mandatory
This purpose of Provide Customer Bill Inquiry Change Notification
process is to manage notifications to other processes and to other
parties, including customers, registered to receive notifications of any
status changes.
Optional
Interactions
Notification lists are managed and maintained by the Support Bill
Inquiry Handling processes.
Provide Management Reports

Brief Description
Provide management reports and any specialized summaries of the
efficiency and effectiveness of the overall Bill Inquiry Handling
processes.
Explanatory
specific audiences and/or customers.
Mandatory
The purpose of Provide Management Reports is to provide
and effectiveness of the overall Bill Inquiry Handling processes. This
process records, analyzes and assesses the customer bill inquiry status
Handling processes. This process also reports any identified constraints
that can affect customer billing quality standards to other processes.
Optional
These constraints may include specific resource (billing application
and/or database, for example) failures, etc.
Interactions
Page 628 of 1540

1.3.12 Manage Billing Events
Figure 157. 1.3.12 Manage Billing Events decomposition
Manage Billing Events

Brief Description
Encompasses the functions required to guide, distribute, mediate,
summarize, accumulate, and analyze billing event records.
The billing events management processes encompass the functions
required to guide, distribute, mediate, summarize, accumulate, and
analyze billing event records. These processes may occur in real-time,
near real-time, or may be executed on a periodic basis.
Billing event records include records produced by network elements
(service events), records that indicate the need for periodic billing of a
reoccurring product rate, and records that indicate the need for billing
of a non-reoccurring rate.
The guiding processes ensures that the event records used in the
billing processes are appropriately related to the correct customer
billing account and products.
The billing event records are edited and if necessary reformatted
(mediated) to meet the needs of subsequent processes. The billing
event records may also be enriched with additional data during this
process.
Explanatory
Mandatory
Page 629 of 1540

Optional
Interactions
Enrich Billing Events

Brief Description
Enrich billing event records with additional data.
The Enrich Billing Events processes will augment the billing event
records by adding data to the records from sources such as customer,
product, or other reference data.
A billing event may be assigned a price without consideration of
specific product or customer information. The assigned price may be
used to enrich the billing event record.
Explanatory
Mandatory
Optional
Interactions
Guide Billing Events

Brief Description
Ensures that the event records used in the billing processes are related
to the correct customer billing account and subscribed products.
The Guide Billing Events processes ensure that the event records used
in the billing process relate to the correct customer billing account and
products. A specific event record may be related to multiple customer
billing accounts and subscribed products.
Distribution of billing event records to other processes may also occur.
Page 630 of 1540

Explanatory
Mandatory
Optional
Interactions
Mediate Billing Events

Brief Description
Edits and reformats data for recipient applications.
The Mediate Billing Events process edits and reformats the data record
to meet the needs of a recipient application.
Explanatory
Mandatory
Optional
Interactions
Report Billing Event Records

Brief Description
Generate reports on billing event records based on requests from other
processes.
The purpose of the Report Billing Event Record processes is to
generate reports on billing event records based on requests from other
processes.
These processes produce reports that may identify abnormalities,
which may be caused by fraudulent activity or related to customer
complaints.
Page 631 of 1540

Investigation of problems related to these event records is also part of

this process.
These processes also support other processes such as customer review
of billing events (pre-billing and post-billing).
Explanatory
Mandatory
Optional
Interactions
1.3.12.1 Enrich Billing Events
Figure 158. 1.3.12.1 Enrich Billing Events decomposition
Enrich Billing Events

Page 632 of 1540

Brief Description
Enrich billing event records with additional data.
The Enrich Billing Events processes will augment the billing event
records by adding data to the records from sources such as customer,
product, or other reference data.
A billing event may be assigned a price without consideration of
specific product or customer information. The assigned price may be
used to enrich the billing event record.
Explanatory
Mandatory
Optional
Interactions
Add Billing Event Data

Brief Description
Add data to the records from sources such as customer, product, or
other reference data to augment the billing event records.
Explanatory
An example of such data is service to product mapping information and
subscriber identity to customer mapping information. Data can be
fetched from internal configuration or be looked up in data sources.
Mandatory
The purpose of Add Billing Event Data process is to add data to the
records from sources such as customer, product, or other reference
data to augment the billing event records. This process is responsible
for enriching billing events with additional data which is not provided
by or known by services providing the billing events, but needed by
other billing processes. Hence this process is also responsible for
obtaining additional data from corresponding data sources based on
each billing events record information.
Page 633 of 1540

Optional
Interactions
Assign Billing Event Price

Brief Description
Assign a price to a billing event without consideration of specific
product or customer information. The assigned price may be used to
enrich the billing event record.
Explanatory
The assigned price may be used to enrich the billing event record. As
an example, originating on-net call CDRs are priced at $1 per started
minute during peak hours, without considering customer data or
agreements for the involved user which could affect the final price
paid.
Mandatory
The purpose of Assign Billing Event Price process is to assign a price to
a billing event without consideration of specific product or customer
information. This process performs static rating of service events
without considering customer or product information.
Optional
This process may assign a price to a billing event automatically
according to pre-configured rules, or manually.
Interactions
Page 634 of 1540

1.3.12.2 Guide Billing Events
Figure 159. 1.3.12.2 Guide Billing Events decomposition
Guide Billing Events

Brief Description
Ensures that the event records used in the billing processes are related
to the correct customer billing account and subscribed products.
The Guide Billing Events processes ensure that the event records used
in the billing process relate to the correct customer billing account and
products. A specific event record may be related to multiple customer
billing accounts and subscribed products.
Distribution of billing event records to other processes may also occur.
Explanatory
Mandatory
Optional
Page 635 of 1540

Interactions
Ensure Billing Event Usage

Brief Description
Ensure that the event records used in the billing process relate to the
correct customer billing account and products.
Explanatory
A specific event record may be related to multiple customer billing
accounts and subscribed products.
Mandatory
The purpose of Ensure Event Record Usage process is to ensure that
the event records used in the billing process relate to the correct
customer billing account and products.
Optional
Interactions
Distribute Billing Event

Brief Description
Distribute billing event records to other processes.
Explanatory
As a typical example, billing events are transferred to Charging process
for event/product charging via this process. In general, the billing
events are distributed in the specific format, e.g. plain text format,
binary format, XML format.
Mandatory
The purpose of Distribute Billing Event process is to distribute billing
events to other processes which need access to billing events. This
Page 636 of 1540

process is also responsible for recording distribution logs to avoid

duplicated billing event distribution.
Optional
Interactions
1.3.12.3 Mediate Billing Events
Figure 160. 1.3.12.3 Mediate Billing Events decomposition
Mediate Billing Events

Brief Description
Edits and reformats data for recipient applications.
The Mediate Billing Events process edits and reformats the data record
to meet the needs of a recipient application.
Page 637 of 1540

Explanatory
Mandatory
Optional
Interactions
Edit Billing Event

Brief Description
Edit the data record for recipient applications.
Explanatory
Mandatory
This process is responsible for editing billing events to adapt to the
contents expected by receiving processes and applications. This
includes examining individual fields in billing events, modifying the
contents of individual fields in billing events and removing unwanted
data and fields, identifying billing event type.
Additionally, this process is also responsible for billing events
consolidation, billing event splitting, billing events correlation and
duplicated billing events deletion if necessary.
Optional
Interactions
Reformat Billing Event

Brief Description
Reformat the data record for recipient applications.
Page 638 of 1540

Explanatory
Mandatory
The purpose of Reformat Billing Event process is to reformat billing
events to adapt to the format expected by receiving processes and
applications. This includes examining individual fields in billing events
and translating billing events from one format to another
Additionally, this process is also responsible for maintenance the input
and output format template.
Optional
Interactions
1.3.12.4 Report Billing Event Records
Figure 161. 1.3.12.4 Report Billing Event Records decomposition
Report Billing Event Records

Brief Description
processes.
The purpose of the Report Billing Event Record processes is to
generate reports on billing event records based on requests from other
Page 639 of 1540

processes.
complaints.
Investigation of problems related to these event records is also part of
this process.
These processes also support other processes such as customer review
of billing events (pre-billing and post-billing).
Explanatory
Mandatory
Optional
Interactions
Generate Billing Event Report

Brief Description
processes.
Explanatory
Mandatory
The purpose of the Generate Billing Event Report process is to
generate reports on billing event records. This process produces
reports that may identify abnormalities, which may be caused by
fraudulent activity or related to customer complaints.
Optional
Interactions
Investigate Billing Event Related Problem

Page 640 of 1540

Brief Description
Investigate problems related to billing event records.
Explanatory
Mandatory
The purpose of the Investigate Billing Event Related Problem process is
to investigate problems related to billing event records. Where
reporting indicates problems with billing event records such as data
format errors, configuration problems, system or network problems this
process initiates and manages an investigation and follow-up of the
indicated problems.
Optional
Interactions
Support Billing Event Related Process

Brief Description
Support other processes such as customer review of billing events
(pre-billing and post-billing).
Explanatory
An example of such a process is customer review of billing events
(pre-billing and post-billing).
Mandatory
The purpose of the Support Billing Event Related Process is to support
other processes which use or consume billing events.
Optional
Interactions
This process manages report requests from other processes.
Page 641 of 1540

1.3.13 Charging
Figure 162. 1.3.13 Charging decomposition
Charging
Brief Description
Managing the assignment of a value (monetary or other) to an event or
product, or combination (bundle or aggregate) of the above.
The purpose of Charging is to assign a value (monetary or other) to an
event or product, or combination
(bundle or aggregate) of the above. The charge may be either a credit
or a debit and can be handled either online or offline.
Online charging is performed in real-time, requiring an authorization
component which may affect how the service is rendered and enables
an operator to provide prepaid services to its customers. Whereas
offline charging is performed after the service is rendered and is not
required to be done in real-time and generally relates to subscription
based products.
The charge may appear on a customer invoice via Apply Pricing,
Discounting, Adjustments & Rebates.
Explanatory
Mandatory
Optional
Interactions
Page 642 of 1540

Perform Rating
Brief Description
Calculating the value of the service/product, before, during or after the
rendering of the service.
Process responsible for calculating the value of the service/product,
before, during or after the rendering of the service, based on
parameters of the request (type, quantity, etc.), parameters of the
customer/subscriber (tariffs, price plans, accumulated usage,
contracts, etc.) and other parameters (time-of-day, taxes, etc.). The
same request maybe rated differently for different subscribers based
on their purchased offers or service agreements.
Explanatory
Mandatory
Optional
Interactions
Apply Rate Level Discounts

Brief Description
Applies discounts to product prices.
This process applies discounts to product prices at an individual
product level. A discount may be expressed as a monetary amount or
percentage, and modifies a price for a product. When a discount is
expressed as a percentage, the discounting process determines the
discount calculated in relation to the price for the product.
The discount may be displayed as a separate entry on the bill or may
be combined with the rate for the product to only show as one entry.
Discounts may be a one-time event or may have some duration (days,
months, life of product, etc.). Discounts may apply to a specific
customer or be generally available based on selection of products (for
Page 643 of 1540

example - bundles). Discounting structures may involve tiers, tapers,

or thresholds.
Explanatory
Mandatory
Optional
Interactions
Aggregate Items For Charging

Brief Description
Manages the accumulation of items that may be used in the selection
of a value or in calculation of a rate/discount.
This process is responsible for accumulating contributing items, which
can be quantities, values (monetary or other) or both. Aggregation can
occur over time or can be initiated to gather a snapshot of the items
at a point in time.
The aggregated items may be used in Perform Rating or Apply Rate
Level Discounts to determine the applicable price or discount and may
further be used as a quantity in the calculation of a rate or discount.
Explanatory
Mandatory
Optional
Interactions
Manage Customer Charging Hierarchy

Page 644 of 1540

Brief Description
Managing the charging relationships among subscribers.
Customer hierarchies are commonly used for corporate customers,
family plans or other type of affinity groups. This process manages the
charging relationships among subscribers, e.g. sharing, inheriting or
restricting balances, price plans and discounts. Thereby assuring that a
charge is added to or subtracted from the correct (sub-)account
balance.
Explanatory
Mandatory
Optional
Interactions
Provide Advice of Charge/Rate

Brief Description
Provide advice of charge/rate.
The activity of Provide Advice of Charge/Rate is responsible for
providing advice on rates, in real-time or offline, an estimate or value
of the charge or rate for a specific usage or service request. The advice
is usually based upon performing a full rating process for the request.
The accuracy of the Advice underlies the complexity of the product
offering - so that a 100% accurate AOC might not always be available
in real-time. In these cases alternatives are usually sought (for
example offline presentation / product type offering change. Advice of
charge can be provided pre-, during or post event. Advice of charge
can be used/utilized by several different end-2-end processes
Explanatory
Mandatory
Optional
Page 645 of 1540

Interactions
1.3.14 Manage Balances
Figure 163. 1.3.14 Manage Balances decomposition
Manage Balances
Brief Description
Management of customer and/or subscriber account balances.
This process is responsible for holding, calculating, applying policies
and managing functionality/interfaces for the account balances of a
customer and/or a subscriber.
Here the values resulting from rating and the application of discounts
are applied to a customer's balance. The balance affected by the value
may be monetary or other balances such as minutes, points, or tokens.
Authorizing service requests based on available balance is optional.
Explanatory
Mandatory
Optional
Interactions
Page 646 of 1540

Manage Balance Containers

Brief Description
Hold and maintain the different balances that a customer and/or a
subscriber may have.
This process manages the balance containers assigned to a customer
and/or subscriber and is used to keep track of usage events, providing
input for decision making processes (such as service or product
authorization) by means of the balance policies.
The containers include monetary and non-monetary balances (or
shared) and are used as prepaid balances (enabling real-time service
or product authorization), postpaid balances (in conjunction with an
Account-Receivables [AR] application). Examples of non-monetary
balances and allowances are: free minutes, WAP-only quota, etc.
Explanatory
Mandatory
Optional
Interactions
Manage Balance Policies

Brief Description
Executing policies per balance or balance type.
Balance policies are rules that describe how balance affecting events
are to be handled. This is done by comparing the value of each event
against criteria such as the following:
- a minimum allowable balance limit (e.g. balance must remain above
zero),
- balance expiration dates,
- balance thresholds actions and notifications and
- roll-over & cyclic policies.
Page 647 of 1540

Explanatory
Mandatory
Optional
Interactions
Manage Balance Operations

Brief Description
Allow different operations to be performed on the managed balance.
Balance operations processes the charged events, using balance
policies and then guides the results towards the relevant balance
containers. Operations include :
- Reserving amounts from any balance for any session, and crediting
unused reservations back into the balance, when a session is released.
- Updating balances by applying charges to the balance and
credit/debit adjustments.
- Balance queries.
- Transferring amounts from one balance to another.
Explanatory
Mandatory
Optional
Interactions
Authorize Transaction Based on Balance

Brief Description
Manages authorization of service/ product requests based on available
balances (monetary or non-monetary) and policies.
Page 648 of 1540

This process may include balance reservation and must be performed
online.
Subsequent balance updates are not required to be done in real-time.
In this context a service is provided by the network, e.g. voice call.
Product is digital content delivered via the network, e.g. content such
as music, games, etc.
Explanatory
Mandatory
Optional
Interactions
1.4.1 Service Strategy & Planning
Figure 164. 1.4.1 Service Strategy & Planning decomposition
Service Strategy & Planning

Brief Description
Enable the development of a strategic view and a multi-year business
plan for the enterprises services and service directions, and the
parties who will supply the required services.
Page 649 of 1540

Service Strategy & Planning processes enable the development of a
strategic view and a multi-year business plan for the enterprises
services and service directions, and the parties who will supply the
required services. Research & analysis is performed to determine
service targets as well as strategies to reach the defined targets. This
research may be obtained from the external market, or developed
internally through research programs and activities, or leverage of
other internal knowledge. A key input to the service strategy arises
from the enterprises market and product portfolio strategy and
forecasts. A focus is placed on the expansion of the existing service
capabilities and the identification of new service capabilities required.
These processes deliver and develop annual and multi-year service
plans in support of products and offers that include volume forecasts,
negotiation for required levels of resources, gaining service
development and management as well as supply chain commitment
and executive approval for the plans.
Forecasting of service demand, and capturing of new opportunities, are
both essential to ensure that the enterprise can implement the
services necessary for the future needs of their customers and
These processes define the service standards sought, key new service
capabilities required, service support levels and approaches required,
service design elements to be developed, as well as service cost
parameters and targets. These processes also define the policies
relating to technical services and their implementation.
Explanatory
Mandatory
Optional
Interactions
Gather & Analyze Service Information

Brief Description
Research and analyze customer, technology, competitor and marketing
information to identify new service directions and industry best
practice, and potential enhancements to existing services
Page 650 of 1540

The Gather & Analyze Service Information processes research and
analyze customer, technology, competitor and marketing information
to identify new service directions and industry best practice, and
potential enhancements to existing services. These processes
undertake the necessary analysis to identify potential opportunities,
compare current capabilities with the identified opportunities, and as a
result of the analysis develop new service requirements. Included in
this analysis are the capture and analysis of service growth driven by
expansion of housing estates, building developments and building
approvals forecasts. The new service requirements include an analysis
of the customer value proposition.
These processes include the establishment and management of
relationships with external providers of service information, and the
management of internal resources used for providing service
information.
A key source of input to this analysis is derived from the marketing and
product strategy and planning processes.
Explanatory
Mandatory
Optional
Interactions
Manage Service Research

Brief Description
Manage internally driven research investigations and activities which
are used to provide detailed assessment or investigation of new and
emerging service capabilities
The Manage Service Research processes manage internally driven
research investigations and activities which are used to provide
detailed assessment or investigation of new and emerging service
capabilities. The actual research activity may be totally internally
delivered, or may be outsourced to external parties to perform the
actual research activity. These processes manage the administration of
the research activity, management of any research prioritization
Page 651 of 1540

processes, define the assessment methodologies, administer any

actual research contracts with external parties, and develop and
manage any intellectual property and patent administration required
for the service research activity.
Note that the commercial arrangements with external parties are
developed within the Engaged Party domain processes.
Note that the actual legal arrangements, analysis and litigation
surrounding intellectual property is managed within the Legal
Management processes in the Enterprise Management process area.
Explanatory
Mandatory
Optional
Interactions
Establish Service Strategy & Goals

Brief Description
Establish the service strategies based on market trends, future
products needs, technical capabilities, and addressing shortcomings in
existing service performance and support
The Establish Service Strategy & Goals processes establish the service
strategies based on market trends, future products needs, technical
capabilities, and addressing shortcomings in existing service
performance and support. These processes accept the changing
service requirements and develop appropriate service strategies based
on the changing needs of the enterprise, and increasing expectations
of the market. They establish realistic service goals for the enterprise
and for the products they support. They highlight shortcomings in
existing support strategies, including issues associated with resourcing
and skill sets.
Explanatory
Mandatory
Page 652 of 1540

Optional
Interactions
Define Service Support Strategies

Brief Description
Define the principles, policies and performance standards for the
operational organization providing service support
The Define Service Support Strategies processes define the principles,
policies and performance standards for the operational organization
providing service support. Over time, the requirements for service
levels and service quality on existing services, and the challenges
introduced by new services require changes to the support
requirements. These processes define the targets, and operational
requirements, in this changing environment. The required performance
standards are driven by community expectations, internal process and
technology capabilities and competitive offerings. A major input to
these processes arises from the Gather & Analyze Service Information
processes, and from the product portfolio, resource strategy and
market strategy processes. These processes also provide the feedback
point from analyses undertaken in the Service Management &
Operations process to determine bottlenecks and problems associated
with existing service support activities.
Explanatory
Mandatory
Optional
Interactions
Produce Service Business Plans

Page 653 of 1540

Brief Description
Develop and deliver annual and multi-year service plans in support of
products and offers
The Produce Service Business Plans processes develop and deliver
annual and multi-year service plans in support of products and offers
that include volume forecasts, negotiation for required levels of
resources and budgets, gaining service development and management
as well as supply chain commitment and executive approval for the
plans.
potential customers. The processes assess the impacts that new or
modified service requirements will cause on the installed service
infrastructure and workforce, and supporting resource infrastructure,
and establish the functions and benefits that new or modified service
will provide to users
These processes identify the timetables and logistics for new service
capability introduction.
Explanatory
Mandatory
Optional
Interactions
Develop Service Partnership Requirements

Brief Description
Identify the requirements for service aspects sourced from other
parties, and the service aspects to be delivered internally to the
enterprise.
The Develop Service Partnership Requirements processes identify the
requirements for service aspects sourced from other parties, and the
service aspects to be delivered internally to the enterprise. The
processes determine the extent to which service aspects need to be
sourced externally or delivered from internal capabilities, they scan
Page 654 of 1540

external availability, and make recommendations about the specific

external parties who should be used to provide the service aspects.
Note that the processes used to actually source any external parties
occur with the Party Development & Management processes.
Explanatory
Mandatory
Optional
Interactions
Gain Enterprise Commitment to Service Strategies

Brief Description
Gain enterprise commitment to the service strategy and service plans.
The Gain Commitment to Service Plans processes gain enterprise
commitment to the service strategy and service plans. These
Explanatory
Mandatory
Optional
Interactions
Page 655 of 1540

1.4.1.1 Gather & Analyze Service

Information
Figure 165. 1.4.1.1 Gather & Analyze Service Information decomposition
Gather & Analyze Service Information

Brief Description
information to identify new service directions and industry best
The Gather & Analyze Service Information processes research and
to identify new service directions and industry best practice, and
potential enhancements to existing services. These processes
undertake the necessary analysis to identify potential opportunities,
compare current capabilities with the identified opportunities, and as a
result of the analysis develop new service requirements. Included in
this analysis are the capture and analysis of service growth driven by
expansion of housing estates, building developments and building
approvals forecasts. The new service requirements include an analysis
of the customer value proposition.
relationships with external providers of service information, and the
management of internal resources used for providing service
information.
A key source of input to this analysis is derived from the marketing and
product strategy and planning processes.
Explanatory
Mandatory
Page 656 of 1540

Optional
Interactions
Gather Service Information

Brief Description
for providing service information
Gather Service information processes focus on establishment and
Management of relationships with external providers of service
service information.
Explanatory
Mandatory
Optional
Interactions
Analyze new service directions/enhance existing service

Brief Description
Analyze to identify new service directions, potential enhancements to
existing services
Analyze new service directions/enhance existing service processes
focus on research and analyze customer, technology, competitor and
marketing information identify new service directions and industry best
Explanatory
Page 657 of 1540

Mandatory
Optional
Interactions
Analyze to develop new service requirements

Brief Description
Develop new service requirements
Analyze to develop new service requirements processes undertake the
responsibility of necessary analysis to identify potential opportunities,
compare current capabilities with the identified opportunities, and as
result of these analysis develop new service requirements. This
process also include an analysis of the customer value proposition.
Explanatory
Mandatory
Optional
Interactions
Analyze service growth

Brief Description
Capture and analysis of service growth
Analyze service growth processes capture and analyze service growth
which is driven by expansion of housing estates, building
developments and building approvals forecasts,
Explanatory
Page 658 of 1540

Mandatory
Optional
Interactions
1.4.1.2 Manage Service Research
Figure 166. 1.4.1.2 Manage Service Research decomposition
Manage Service Research

Brief Description
are used to provide detailed assessment or investigation of new and
emerging service capabilities
The Manage Service Research processes manage internally driven
delivered, or may be outsourced to external parties to perform the
actual research activity. These processes manage the administration of
the research activity, management of any research prioritization
processes, define the assessment methodologies, administer any
Page 659 of 1540


for the service research activity.
developed within the Engaged Party domain processes.
Explanatory
Mandatory
Optional
Interactions
Manage service research investigations

Brief Description
Manage internally driven service research investigations and activities
Manage service research investigations processes manage internally
driven research investigations and activities which are used to provide
delivered, or may be outsourced to external parties.
Explanatory
Mandatory
Optional
Interactions
Manage administration of service research

Page 660 of 1540

Brief Description
Manage administration of service research activity
Manage administration of service research processes are responsible
for managing the administration of service research activities,
management of any research prioritization process, administer any
for the service research activity. Actual commercial arrangements with
external parties are managed with in Engaged Party domain Processes.
Actual legal arrangements and Intellectual property is managed with
Legal Management Processes in Enterprise Management Process areas.
Explanatory
Mandatory
Optional
Interactions
Define service research assessment methodologies

Brief Description
Define Service research assessment methodologies
Explanatory
Mandatory
Optional
Interactions
Page 661 of 1540

1.4.1.3 Establish Service Strategy & Goals
Figure 167. 1.4.1.3 Establish Service Strategy & Goals decomposition
Establish Service Strategy & Goals

Brief Description
Establish the service strategies based on market trends, future
existing service performance and support
The Establish Service Strategy & Goals processes establish the service
strategies based on market trends, future products needs, technical
capabilities, and addressing shortcomings in existing service
performance and support. These processes accept the changing
service requirements and develop appropriate service strategies based
on the changing needs of the enterprise, and increasing expectations
of the market. They establish realistic service goals for the enterprise
and for the products they support. They highlight shortcomings in
existing support strategies, including issues associated with resourcing
and skill sets.
Explanatory
Mandatory
Optional
Page 662 of 1540

Interactions
Establish service strategy

Brief Description
Establish service strategies based on market trends, highlight
shortcomings of service performance and support. Define Objectives
from established service strategies.
Establish service strategy processes are responsible for establishing
the service strategies based on markets trends, future products needs,
technical capabilities, and addressing shortcomings in existing service
performance and support. These processes also highlight issue
associated with resourcing and skill sets. The result of this assessment
sets the objectives of the service strategy.
Explanatory
Mandatory
Optional
Interactions
Develop Service Strategy

Brief Description
Accept changing service requirements and develop service strategies.
Develop Service Strategy processes accept the changing service
requirements and develop appropriate service strategies based on the
changing needs of enterprise, and increasing expectations of the
markets. The service strategy is documented.
Explanatory
Page 663 of 1540

Mandatory
Optional
Interactions
Establish Service goals

Brief Description
Establish realistic service goals for enterprise and products
Establish Service goals processes focus on establishing realistic service
goals for the enterprise and for the products they support.
Explanatory
Mandatory
Optional
Interactions
Determine Service Strategy Perspective

Brief Description
Provide perspective via vision and mission statements about direction,
values, beliefs and purpose of established strategy
Determine Service Strategy Perspective processes generate Mission
and Vision statements. Vision statements lead to service goals and
Mission statements indicate the value and purpose that the
organization uses to realize its vision.
Explanatory
Page 664 of 1540

Mandatory
Optional
Interactions
Formulate Strategic Position

Brief Description
Form a position to differentiate the organization from other
organizations in the same line of business.
Formulate Strategic Position Processes defines how the organization
and the services it provides will be differentiated from other
organizations providing similar services in the same industry.
Explanatory
Mandatory
Optional
Interactions
Produce Service Strategic Plan

Brief Description
Craft a strategic plan to identify how the organization's vision and
position are achieved
Produce Strategic Plan Process describes how the organization will
achieve its service objectives, position and vision
Explanatory
Page 665 of 1540

Mandatory
Optional
Interactions
Determine Actionable Patterns

Brief Description
Adopt patterns for actioning the plan that will achieve service goals
and objectives efficiently. Adopt patterns for handling change to allow
the strategy to adapt and evolve with the organization and its
environment.
Determine Actionable Patterns processes find efficient and effective
patterns of auctioning the plan to achieve goals. These processes also
find best patterns for dealing with change in Service Strategy. This
allows the Service Strategy to adapt and evolve along with the
organization and its environment.
Explanatory
Mandatory
Optional
Interactions
Page 666 of 1540

1.4.1.4 Define Service Support Strategies
Figure 168. 1.4.1.4 Define Service Support Strategies decomposition
Define Service Support Strategies

Brief Description
operational organization providing service support
The Define Service Support Strategies processes define the principles,
policies and performance standards for the operational organization
providing service support. Over time, the requirements for service
levels and service quality on existing services, and the challenges
introduced by new services require changes to the support
requirements. These processes define the targets, and operational
requirements, in this changing environment. The required performance
standards are driven by community expectations, internal process and
these processes arises from the Gather & Analyze Service Information
processes, and from the product portfolio, resource strategy and
market strategy processes. These processes also provide the feedback
point from analyses undertaken in the Service Management &
Operations process to determine bottlenecks and problems associated
with existing service support activities.
Explanatory
Mandatory
Page 667 of 1540

Optional
Interactions
Define service support Principles

Brief Description
Define service support principles for the operational organization
providing service support.
Define Service Support Principles processes define principles for
service levels and service quality on existing services or new services
Explanatory
Mandatory
Optional
Interactions
Define service support Policies

Brief Description
Define service support policies for the operational organization
providing service support.
Define Service Support Policies processes define policies for service
levels and service quality on existing services or new services
Explanatory
Mandatory
Optional
Page 668 of 1540

Interactions
Define Service Support performance standards

Brief Description
Define service support performance standards for the operational
organization providing service support.
These processes define the targets, and operational requirements, in
this changing environment. The required performance standards are
driven by community expectations, internal process and technology
capabilities and competitive offerings. These processes also provide
the feedback point from analyses undertaken in the Service
Management & Operations process to determine bottlenecks and
problems associated with existing service support activities. A major
input to these processes arises from the Gather & Analyze Service
Information processes, and from the product portfolio, resource
strategy and market strategy processes.
Explanatory
Mandatory
Optional
Interactions
1.4.1.5 Produce Service Business Plans
Page 669 of 1540

Figure 169. 1.4.1.5 Produce Service Business Plans decomposition
Produce Service Business Plans

Brief Description
Develop and deliver annual and multi-year service plans in support of
products and offers
The Produce Service Business Plans processes develop and deliver
annual and multi-year service plans in support of products and offers
that include volume forecasts, negotiation for required levels of
resources and budgets, gaining service development and management
as well as supply chain commitment and executive approval for the
plans.
potential customers. The processes assess the impacts that new or
modified service requirements will cause on the installed service
infrastructure and workforce, and supporting resource infrastructure,
and establish the functions and benefits that new or modified service
will provide to users
These processes identify the timetables and logistics for new service
capability introduction.
Explanatory
Mandatory
Optional
Interactions
Develop & Deliver annual/multiyear service business plans

Brief Description
Develop and deliver annual and multi-year service plans, negotiations,
approvals, service development and management
Develop & Deliver annual/multiyear service business plans focus on
Page 670 of 1540

developing and delivering annual and multi-year service plans in

support of products and offers that include volume forecasts,
negotiation for required levels of resources and budgets, gaining
service development and management as well as supply chain
commitment and executive approval for the plans.
Explanatory
Mandatory
Optional
Interactions
Forecast service demand & capture new opportunities

Brief Description
Forecast service demand and capture new opportunities for future
needs of new/existing customers
Forecast service demand & capture new opportunities processes
ensures that the enterprise can implement the services necessary for
the future needs of their customers and potential customers.
Explanatory
Mandatory
Optional
Interactions
Asses impact of service business plan

Brief Description
Assess the impacts of new and modified service requirements on
systems and establish functions and benefits
Page 671 of 1540

Asses impact of service business plan processes assess the impacts
that new or modified service requirements will cause on the installed
service infrastructure and workforce, and supporting resource
infrastructure, and establish the functions and benefits that new or
modified service will provide to users
Explanatory
Mandatory
Optional
Interactions
Identify timetables for new service capability introduction

Brief Description
Identify timetables for new service capability introduction
Explanatory
Mandatory
Optional
Interactions
Identify logistics for new service capability introduction

Brief Description
Identify logistics for new service capability introduction
Page 672 of 1540

Explanatory
Mandatory
Optional
Interactions
1.4.1.6 Develop Service Partnership

Requirements
Figure 170. 1.4.1.6 Develop Service Partnership Requirements decomposition
Develop Service Partnership Requirements

Brief Description
parties, and the service aspects to be delivered internally to the
enterprise.
The Develop Service Partnership Requirements processes identify the
requirements for service aspects sourced from other parties, and the
service aspects to be delivered internally to the enterprise. The
processes determine the extent to which service aspects need to be
sourced externally or delivered from internal capabilities, they scan
Page 673 of 1540

external availability, and make recommendations about the specific

external parties who should be used to provide the service aspects.
Note that the processes used to actually source any external parties
occur with the Party Development & Management processes.
Explanatory
Mandatory
Optional
Interactions
Identify the requirements for service aspects

Brief Description
parties, and the services aspects to be delivered internally to
enterprise
Explanatory
Mandatory
Optional
Interactions
Recommend Service Partnership

Brief Description
Scan external availability and recommend external parties
Recommend service partnership processes focus on scanning external
Page 674 of 1540

availability of sourcing Service aspects and make recommendations

about specific parties who should be used to provide the service
aspects
Explanatory
Mandatory
Optional
Interactions
Determine extent of service aspect sourcing

Brief Description
Determine the extent to which service aspects needs to be sourced
externally or delivered from internal capabilities
Explanatory
Mandatory
Optional
Interactions
Page 675 of 1540

1.4.1.7 Gain Enterprise Commitment to

Service Strategies
Figure 171. 1.4.1.7 Gain Enterprise Commitment to Service Strategies decomposition
Gain Enterprise Commitment to Service Strategies

Brief Description
Gain enterprise commitment to the service strategy and service plans.
The Gain Commitment to Service Plans processes gain enterprise
commitment to the service strategy and service plans. These
Explanatory
Mandatory
Optional
Interactions
Identify Stakeholders to service strategy and service plans

Page 676 of 1540

Brief Description
Identify stakeholders of service strategy and service plans
Explanatory
Mandatory
Optional
Interactions
Gain service strategy and service plans Stakeholders approval

Brief Description
Negotiate & gain stakeholder approval for service strategy and service
Plans
Explanatory
Mandatory
Optional
Interactions
Gain Enterprise Commitment to service strategy and service plans

Brief Description
Gain Enterprise commitment to the service strategy and service plans
Page 677 of 1540

Explanatory
Mandatory
Optional
Interactions
1.4.2 Service Capability Delivery
Figure 172. 1.4.2 Service Capability Delivery decomposition
Service Capability Delivery

Brief Description
Plan and deliver the total capabilities required to deliver changes to
service.
Service Capability Delivery processes plan and deliver the total
capabilities required to deliver changes to service, as necessary. This
involves integration of capability delivered from within the enterprise,
and capability delivered from an external party.
Service demand forecasting and capturing of new opportunities, are
Page 678 of 1540


Explanatory
Mandatory
Optional
Interactions
Map & Analyze Service Requirements

Brief Description
Define the detailed service infrastructure requirements to support the
product capabilities required by the enterprise.
The Map & Analyze Service Requirements processes define the
detailed service infrastructure requirements to support the product
capabilities required by the enterprise. The processes provide detailed
analysis of new service demand forecasts linked to service relevant
geographic distributions. The processes also establish the detailed
performance requirements. These processes take the forecast
information available from the Produce Service Business Plans and
requirements information from the Define Product Capability
Requirements processes, as well as service infrastructure requirements
developed by the Develop Detailed Service Specifications processes, to
establish detailed views of anticipated service demand and
performance requirements.
The processes include any cross-enterprise coordination and
management functions to ensure that the demand distributions
capture the needs of all stakeholders.
in the Resource and Engaged party domains
Explanatory
Mandatory
Page 679 of 1540

Optional
Interactions
Capture Service Capability Shortfalls

Brief Description
Identify specific or imminent service capacity, service performance
and/or service operational support shortfalls
The Capture Service Capability Shortfalls processes identify specific or
imminent service capacity, service performance and/or service
available from the Service Management & Operations processes to
establish detailed views of anticipated service capacity and
Explanatory
Mandatory
Optional
Interactions
Gain Service Capability Investment Approval

Brief Description
Capture all activities required to develop and gain necessary approval
for investment proposals to develop and deliver the required service
capabilities
The Gain Service Capability Investment Approval processes capture all
activities required to develop and gain necessary approval for business
proposals to develop and deliver the required service capabilities,
including identification of potential Parties. These processes take the
input from the Map & Analyze Service Requirements, the Capture
Page 680 of 1540

Service Capability Shortfalls and the Define Product Capability

Requirements processes to develop and gain approval for any business
proposals arising. In some cases the business proposal may require the
creation and approval of a formal business case, in other cases the
business proposal approval may be delegated to local management. In
any event requirements for the service infrastructure, identification of
required Resource infrastructure capabilities, the cost estimates for
delivering the service and supporting resource infrastructure, including
costs for materials (equipment and tools), labor and training are part of
the investment proposal.
The rules and procedures outlining the necessary approval process to
be used are also part of these processes.
management functions to ensure that the investment proposals
capture the needs of, and are supported by, all stakeholders
Explanatory
Mandatory
Optional
Interactions
Design Service Capabilities

Brief Description
Manage the design of the service infrastructure to meet the
requirements in any approved investment proposals.
The Design Service Capabilities processes manage the design of the
service infrastructure to meet the requirements in any approved
investment proposals approved through the Gain Service Capability
Investment Approval processes. These processes ensure the collation
and coordination of requirements from all approved investment
proposals, assess the most appropriate service infrastructure, develop
the tactical/solution architecture and design specifications to be used
to build or source the necessary service infrastructure components,
and select the most appropriate service infrastructure other parties to
support the service requirements.
Page 681 of 1540

Note that the actual management of the sourcing process is handled

within the Engaged Party domains
Explanatory
Mandatory
Optional
Interactions
Enable Service Support & Operations

Brief Description
Manage the design of any improvements or changes required to the
service operational support processes to support the investment
proposals and new service capabilities and infrastructure
The Enable Service Support & Operations processes manage the
design of any improvements or changes required to the service
operational support processes to support the investment proposals and
new service capabilities and infrastructure. The processes ensure the
identification of operational support groups, required skill sets, and
availability of appropriate training programs. These processes ensure
the identification, collation and coordination of support requirements
from all approved investment proposals, and from any operational
support shortfalls identified in the Capture Service Capability Shortfalls
processes.
Explanatory
Mandatory
Optional
Interactions
Manage Service Capability Delivery

Page 682 of 1540

Brief Description
Manage the provision, implementation and roll-out of the new or
enhanced service capability, and associated operational support
processes.
The Manage Service Capability Delivery processes manage the
provision, implementation and roll-out of the new or enhanced service
capability and associated operational support processes. These
processes are predominantly program/project management process
functions, and require the detailed management and co-ordination of
the delivery of individual service infrastructure components, and any
underlying resource infrastructure capability delivery, to achieve the
delivery of the overall service capability. These processes are
responsible to ensure that the quality of the implemented service
capability meets the design specifications. These processes leverage
the Engaged Party domains necessary to establish any new sourcing
arrangements for the delivery of service components.
These processes develop the detailed delivery, implementation and
roll-out timetables, and track the expenditure and staff resource usage
to deliver the service components, and provide any reporting
necessary to keep stakeholders informed of progress. They are
responsible for ensuring that the financial aspects of the approved
business proposals are met.
Explanatory
Mandatory
Optional
Interactions
Manage Handover to Service Operations

Brief Description
Manage the processes involved in handover of deployed service
The Manage Handover to Service Operations processes manage the
Page 683 of 1540

processes involved in handover of deployed service infrastructure to

operational control. These processes ensure that all operational and
performance design requirements have been met by the installed
service infrastructure, and that all tools, test equipment, operational
Explanatory
Mandatory
Optional
Interactions
1.4.2.1 Map & Analyze Service

Requirements
Figure 173. 1.4.2.1 Map & Analyze Service Requirements decomposition
Map & Analyze Service Requirements

Page 684 of 1540

Brief Description
Define the detailed service infrastructure requirements to support the
product capabilities required by the enterprise.
The Map & Analyze Service Requirements processes define the
detailed service infrastructure requirements to support the product
analysis of new service demand forecasts linked to service relevant
geographic distributions. The processes also establish the detailed
performance requirements. These processes take the forecast
information available from the Produce Service Business Plans and
requirements information from the Define Product Capability
Requirements processes, as well as service infrastructure requirements
developed by the Develop Detailed Service Specifications processes, to
establish detailed views of anticipated service demand and
performance requirements.
in the Resource and Engaged party domains
Explanatory
Mandatory
Optional
Interactions
Capture Service Demand & Performance Requirements

Brief Description
These processes provide detailed analysis of new service demand
forecasts linked to service relevant geographic distributions. The
processes also establish the detailed performance requirements. These
processes take the forecast information available from the Produce
Service Business Plans and requirements information from the Define
Product Capability Requirements processes, as well as service
infrastructure requirements developed by the Develop Detailed Service
Specifications processes, to establish detailed views of anticipated
Page 685 of 1540

service demand and performance requirements. These processes

define the detailed infrastructure requirements to support the
marketing strategies and forecasts. These processes provide
requirements, including process performance targets, for the
development of new and/or enhancement of existing marketing
infrastructure which are captured by this process.
Explanatory
Mandatory
Optional
Interactions
Agree Service Infrastructure Requirements

Brief Description
These processes obtain agreement to the detailed infrastructure
requirements to support the product capabilities required by the
enterprise. The processes include any cross-enterprise coordination
and management functions to ensure that the demand distributions
Explanatory
Mandatory
Optional
Interactions
Report Service Infrastructure Requirements

Page 686 of 1540

Brief Description
in the Resource and Engaged party domains.
Explanatory
Mandatory
Optional
Interactions
1.4.2.2 Capture Service Capability

Shortfalls
Figure 174. 1.4.2.2 Capture Service Capability Shortfalls decomposition
Capture Service Capability Shortfalls

Brief Description
Identify specific or imminent service capacity, service performance
and/or service operational support shortfalls
Page 687 of 1540

The Capture Service Capability Shortfalls processes identify specific or
imminent service capacity, service performance and/or service
available from the Service Management & Operations processes to
establish detailed views of anticipated service capacity and
Explanatory
Mandatory
Optional
Interactions
Capture Service Capacity Shortfalls

Brief Description
These processes identify specific or imminent service capacity
shortfalls. These processes take information available from the Service
Management & Operations processes to establish detailed views of
anticipated service capacity issues.
Explanatory
Mandatory
Optional
Interactions
Capture Service Performance Shortfalls

Page 688 of 1540

Brief Description
These processes identify specific or imminent service performance
shortfalls. These processes take information available from the Service
Management & Operations processes to establish detailed views of
anticipated service performance issues.
Explanatory
Mandatory
Optional
Interactions
Capture Service Operational Support Shortfalls

Brief Description
These processes identify specific or imminent service operational
Service Management & Operations processes to establish detailed
views of anticipated service operational support issues.
Explanatory
Mandatory
Optional
Interactions
Page 689 of 1540

1.4.2.3 Gain Service Capability Investment

Approval
Figure 175. 1.4.2.3 Gain Service Capability Investment Approval decomposition
Gain Service Capability Investment Approval

Brief Description
for investment proposals to develop and deliver the required service
capabilities
The Gain Service Capability Investment Approval processes capture all
activities required to develop and gain necessary approval for business
including identification of potential Parties. These processes take the
input from the Map & Analyze Service Requirements, the Capture
Page 690 of 1540


Explanatory
Mandatory
Optional
Interactions
Develop Service Capability Investment Proposals

Brief Description
These processes capture all activities required to develop business
including identification of potential other parties. These processes take
the input from the Map & Analyze Service Requirements, the Capture
Explanatory
Page 691 of 1540

Mandatory
Optional
Interactions
Approve Service Capability Investment

Brief Description
These processes capture all activities required to gain necessary
approval for business proposals to develop and deliver the required
service capabilities, including identification of potential other parties.
Explanatory
Mandatory
Optional
Interactions
Page 692 of 1540

1.4.2.4 Design Service Capabilities
Figure 176. 1.4.2.4 Design Service Capabilities decomposition
Design Service Capabilities

Brief Description
Manage the design of the service infrastructure to meet the
The Design Service Capabilities processes manage the design of the
service infrastructure to meet the requirements in any approved
investment proposals approved through the Gain Service Capability
Investment Approval processes. These processes ensure the collation
and coordination of requirements from all approved investment
proposals, assess the most appropriate service infrastructure, develop
the tactical/solution architecture and design specifications to be used
to build or source the necessary service infrastructure components,
and select the most appropriate service infrastructure other parties to
support the service requirements.
within the Engaged Party domains
Explanatory
Mandatory
Optional
Page 693 of 1540

Interactions
Define Service Capability Requirements

Brief Description
These processes ensure the collation and coordination of requirements
from all approved investment proposals approved through the Gain
Service Capability Investment Approval processes.
Explanatory
Mandatory
Optional
Interactions
Specify Service Capability Infrastructure

Brief Description
These processes assess the most appropriate service infrastructure,
and develop the tactical/solution architecture and design specifications
to be used to build or source the necessary service infrastructure
components, to meet the identified service capability requirements.
Explanatory
Mandatory
Optional
Page 694 of 1540

Interactions
Select Service Capability At Parties

Brief Description
These processes select the most appropriate service infrastructure at
other parties to support the identified service capability requirements.
Explanatory
Mandatory
Optional
Interactions
1.4.2.5 Enable Service Support &

Operations
Figure 177. 1.4.2.5 Enable Service Support & Operations decomposition
Page 695 of 1540

Enable Service Support & Operations

Brief Description
service operational support processes to support the investment
proposals and new service capabilities and infrastructure
The Enable Service Support & Operations processes manage the
design of any improvements or changes required to the service
new service capabilities and infrastructure. The processes ensure the
support shortfalls identified in the Capture Service Capability Shortfalls
processes.
Explanatory
Mandatory
Optional
Interactions
Design Service Operational Support Process Improvements

Brief Description
These processes manage the design of any improvements or changes
required to the service operational support processes to support the
investment proposals and new service capabilities and infrastructure.
Explanatory
Mandatory
Page 696 of 1540

Optional
Interactions
Identify Service Support Groups, Skills & Training

Brief Description
The processes ensure the identification of operational support groups,
required skill sets, and availability of appropriate training programs.
Explanatory
Mandatory
Optional
Interactions
Identify Service Support Requirements

Brief Description
These processes ensure the identification, collation and coordination of
support requirements from all approved investment proposals, and
from any operational support shortfalls identified in the Capture
Service Capability Shortfalls processes.
Explanatory
Mandatory
Optional
Page 697 of 1540

Interactions
1.4.2.6 Manage Service Capability Delivery
Figure 178. 1.4.2.6 Manage Service Capability Delivery decomposition
Manage Service Capability Delivery

Brief Description
Manage the provision, implementation and roll-out of the new or
enhanced service capability, and associated operational support
processes.
The Manage Service Capability Delivery processes manage the
provision, implementation and roll-out of the new or enhanced service
capability and associated operational support processes. These
processes are predominantly program/project management process
functions, and require the detailed management and co-ordination of
the delivery of individual service infrastructure components, and any
underlying resource infrastructure capability delivery, to achieve the
delivery of the overall service capability. These processes are
responsible to ensure that the quality of the implemented service
capability meets the design specifications. These processes leverage
the Engaged Party domains necessary to establish any new sourcing
arrangements for the delivery of service components.
roll-out timetables, and track the expenditure and staff resource usage
Page 698 of 1540

to deliver the service components, and provide any reporting

necessary to keep stakeholders informed of progress. They are
responsible for ensuring that the financial aspects of the approved
business proposals are met.
Explanatory
Mandatory
Optional
Interactions
Co-ordinate Service Capability Delivery

Brief Description
These processes ensure the provision, implementation and roll-out of
the new or enhanced service capability and associated operational
support processes. These processes are predominantly
program/project management process functions, and require the
detailed management and co-ordination of the delivery of individual
service infrastructure components, and any underlying resource
infrastructure capability delivery, to achieve the delivery of the overall
service capability.
Explanatory
Mandatory
Optional
Interactions
Ensure Service Capability Quality

Page 699 of 1540

Brief Description
These processes are responsible to ensure that the quality of the
implemented service capability meets the design specifications.
Explanatory
Mandatory
Optional
Interactions
Establish Service Capability Sourcing

Brief Description
These processes leverage the Engaged Party domains processes as
necessary to establish any new sourcing arrangements for the delivery
of service components.
Explanatory
Mandatory
Optional
Interactions
Develop Service Capability Timetables

Brief Description
roll-out timetables.
Page 700 of 1540

Explanatory
Mandatory
Optional
Interactions
Track and Report Service Capability Delivery

Brief Description
These processes track the expenditure and staff resource usage to
deliver the service components, and provide any reporting necessary
to keep stakeholders informed of progress.
Explanatory
Mandatory
Optional
Interactions
Ensure Service Capability Costs

Brief Description
These processes are responsible for ensuring that the financial aspects
of the approved business proposals are met.
Page 701 of 1540

Explanatory
Mandatory
Optional
Interactions
1.4.2.7 Manage Handover to Service

Operations
Figure 179. 1.4.2.7 Manage Handover to Service Operations decomposition
Manage Handover to Service Operations

Brief Description
Manage the processes involved in handover of deployed service
The Manage Handover to Service Operations processes manage the
processes involved in handover of deployed service infrastructure to
service infrastructure, and that all tools, test equipment, operational
Page 702 of 1540


Explanatory
Mandatory
Optional
Interactions
Co-ordinate Service Operational Handover

Brief Description
deployed service infrastructure to operational control, including the
Explanatory
Mandatory
Optional
Interactions
Validate Service Infrastructure Design

Brief Description
These processes ensure that all operational and process performance
design requirements have been met by the installed service
infrastructure.
Page 703 of 1540

Explanatory
Mandatory
Optional
Interactions
Ensure Service Handover Support

Brief Description
Explanatory
Mandatory
Optional
Interactions
Page 704 of 1540

1.4.3 Service Development & Retirement
Figure 180. 1.4.3 Service Development & Retirement decomposition
Service Development & Retirement

Brief Description
Develop and deliver new or enhanced service types.
Service Development & Retirement processes are project oriented in
that they develop and deliver new or enhanced service types. These
processes include process and procedure implementation, systems
changes and customer documentation. They also undertake rollout and
testing of the service type, capacity management and costing of the
service type. It ensures the ability of the enterprise to deliver service
types according to requirements.
Explanatory
Mandatory
Optional
Interactions
Gather & Analyze New Service Ideas

Page 705 of 1540

Brief Description
Combine specific product requirements with demographic, customer,
technology and marketing information to identify specific new service
classes/components or enhancements to existing service
classes/components.
The Gather & Analyze New Service Ideas processes combine specific
product requirements with demographic, customer, technology and
marketing information to identify specific new service
classes/components. These processes undertake the necessary
analysis to identify potential service classes, compare current service
classes with the identified required service classes, and as a result of
the analysis develop new service class ideas. The new service class
ideas include an analysis of the customer value proposition.
Explanatory
Mandatory
Optional
Interactions
Assess Performance of Existing Services

Brief Description
Analyze the performance of existing services to identify inadequacies
and required improvements
The Assess Performance of Existing Services processes analyze the
performance of existing services to identify inadequacies and required
improvements. These processes use information from customers and
from operational activities to identify required improvements.
Explanatory
Mandatory
Page 706 of 1540

Optional
Interactions
Develop New Service Business Proposal

Brief Description
Develop and document business proposals for the identified new or
enhanced Service ideas
The Develop New Service Business Proposal processes develop and
document business proposals for the identified new or enhanced
Service ideas (including if necessary a business case). The business
proposal (or business case) identifies the new service requirements,
including the specific resource components which underpin the service.
The business proposal also identifies the service development,
management and operations costs and anticipated benefits, including
forecast demand, performance gains, productivity gains and/or
operational cost improvements. The business proposal also includes an
assessment of the risks and the competitive positioning of the service
proposal. As a part of the business proposal development a feasibility
assessment can be produced. Potential external parties who can assist
in the development of the service classes are also identified (note that
commercial arrangements may already be in place with these potential
parties). As a part of the process, the business proposal is
appropriately approved, and as a result of the approval, necessary staff
and other resources are made available.
Explanatory
Mandatory
Optional
Interactions
Develop Detailed Service Specifications

Page 707 of 1540

Brief Description
Develop and document the detailed service-related technical and
operational specifications, and customer manuals.
The Develop Detailed Service Specifications processes develop and
document the detailed service-related technical and operational
specifications, and customer manuals. These processes develop and
document the required service features, the specific underpinning
resource requirements and selections, the specific operational, and
quality requirements and support activities, any service specific data
required for the systems and network infrastructure as agreed through
the Develop New Service Business Proposal processes. The Develop
Detailed Product Specifications processes provide input to these
specifications. The processes ensure that all detailed specifications are
repository.
Explanatory
Mandatory
Optional
Interactions
Manage Service Development

Brief Description
Ensure the co-coordinated development in line with the approved
business case of all required new or enhanced service
classes/components for that business case across the enterprise
The Manage Service Development processes ensure the cocoordinated development in line with the approved business case of all
required new or enhanced service classes/components for that
business case across the enterprise. These processes ensure that all
operational processes and procedures, IT systems changes, network
changes, channel changes, operational procedures, testing tools and
procedures, etc. required to support the new service class/component
are identified and developed. These processes ensure that the
Page 708 of 1540

necessary documentation and training packages are produced to

support the operation of the new service class. These processes also
ensure that the required service level agreements and operational
level agreements to support the detailed service specifications are
developed and agreed for each service class deployed, and that any
party operational support has been identified and agreed. These
processes have both program/project management aspects and
technical/operational specification aspects, with the detailed
management of individual service class deployment managed by the
Manage Service Deployment processes.
As well as developing new service classes these processes manage
upgrades or enhancements to existing service classes, as the need to
review operational and other support is also relevant for upgrading
existing classes/components.
Note that management of major new or enhanced infrastructure
delivery to support service development is managed within the Service
Capability Delivery process.
Explanatory
Mandatory
Optional
Interactions
Manage Service Deployment

Brief Description
Ensure the co-coordinated deployment in line with the approved
business case of all required service classes/components for that
business case across the enterprise.
The Manage Service Deployment processes ensure the co-coordinated
deployment in line with the approved business case of all required
service classes/components for that business case across the
enterprise. These processes ensure that all operational processes and
procedures, IT systems changes, network changes, channel changes,
operational procedures, testing tools and procedures, etc. required to
support the new service class/component have been implemented.
These processes ensure that appropriate operational staff are
Page 709 of 1540

identified and have received the necessary training. These processes

ensure that the agreed party operational support has been
implemented. These processes also ensure that acceptance testing is
successfully performed to assure that the new or enhanced services
comply with the specifications. These processes have both
program/project and management aspects.
Explanatory
Mandatory
Optional
Interactions
Manage Service Exit

Brief Description
Identify existing service which are unviable and manage the processes
to exit the Service Class from the market.
The Manage Service Exit processes identify existing service classes
which are unviable and manage the process to exit the Service from
the products they support. The processes analyze existing service
classes to identify economically or strategically unviable classes,
identify products & customers impacted by any exit, develop product &
customer specific exit or migration strategies, develop service
infrastructure transition and/or replacement strategies, and manage
the operational aspects of the exit process. A business proposal
identifying the competitive threats, risks and costs may be required as
a part of developing the exit strategy. These processes include any
cross-enterprise co-ordination and management functions to ensure
that the needs of all stakeholders are identified and managed.
Explanatory
Mandatory
Optional
Page 710 of 1540

Interactions
1.4.3.1 Gather & Analyze New Service

Ideas
Figure 181. 1.4.3.1 Gather & Analyze New Service Ideas decomposition
Gather Service Information

Brief Description
for providing service information
Gather Service information processes focus on establishment and
Management of relationships with external providers of service
service information.
Explanatory
Mandatory
Optional
Page 711 of 1540

Interactions
Gather & Analyze New Service Ideas

Brief Description
Combine specific product requirements with demographic, customer,
technology and marketing information to identify specific new service
classes/components.
The Gather & Analyze New Service Ideas processes combine specific
product requirements with demographic, customer, technology and
marketing information to identify specific new service
analysis to identify potential service classes, compare current service
classes with the identified required service classes, and as a result of
the analysis develop new service class ideas. The new service class
ideas include an analysis of the customer value proposition.
Explanatory
Mandatory
Optional
Interactions
Analyze Service Classes

Brief Description
service classes, compare current service classes with the identified
required service classes.
Page 712 of 1540

Explanatory
Mandatory
Optional
Interactions
Develop Service Classes

Brief Description
These processes develop new service class ideas. The new service
class ideas include an analysis of the customer value proposition.
Explanatory
Mandatory
Optional
Interactions
Page 713 of 1540

1.4.3.3 Develop New Service Business

Proposal
Figure 182. 1.4.3.3 Develop New Service Business Proposal decomposition
Develop New Service Business Proposal

Brief Description
enhanced Service ideas
The Develop New Service Business Proposal processes develop and
Service ideas (including if necessary a business case). The business
proposal (or business case) identifies the new service requirements,
including the specific resource components which underpin the service.
The business proposal also identifies the service development,
operational cost improvements. The business proposal also includes an
assessment of the risks and the competitive positioning of the service
assessment can be produced. Potential external parties who can assist
in the development of the service classes are also identified (note that
Page 714 of 1540

commercial arrangements may already be in place with these potential

parties). As a part of the process, the business proposal is
appropriately approved, and as a result of the approval, necessary staff
and other resources are made available.
Explanatory
Mandatory
Optional
Interactions
Develop Service Business Proposal

Brief Description
These processes develop and document business proposals for the
identified new or enhanced Service ideas (including if necessary a
business case). The business proposal (or business case) identifies the
new service requirements, including the specific resource components
which underpin the service. The business proposal also identifies the
service development, management and operations costs and
anticipated benefits, including forecast demand, performance gains,
productivity gains and/or operational cost improvements. The business
proposal also includes an assessment of the risks and the competitive
positioning of the service proposal. As a part of the business proposal
development a feasibility assessment can be produced. Potential
parties who can assist in the development of the service classes are
also identified (note that commercial arrangements may already be in
place with these potential party).
Explanatory
Mandatory
Optional
Page 715 of 1540

Interactions
Gain Service Business Proposal Approval

Brief Description
These processes manage approval of the business proposal, and as a
result of the approval, necessary staff and other resources are made
available.
Explanatory
Mandatory
Optional
Interactions
1.4.3.4 Develop Detailed Service

Specifications
Figure 183. 1.4.3.4 Develop Detailed Service Specifications decomposition
Develop Detailed Service Specifications

Page 716 of 1540

Brief Description
Develop and document the detailed service-related technical and
operational specifications, and customer manuals.
The Develop Detailed Service Specifications processes develop and
document the detailed service-related technical and operational
specifications, and customer manuals. These processes develop and
document the required service features, the specific underpinning
resource requirements and selections, the specific operational, and
quality requirements and support activities, any service specific data
required for the systems and network infrastructure as agreed through
the Develop New Service Business Proposal processes. The Develop
Detailed Product Specifications processes provide input to these
repository.
Explanatory
Mandatory
Optional
Interactions
Develop Detailed Service Technical Specifications

Brief Description
These processes develop and document the required service features
for the systems and network infrastructure as agreed through the
Develop New Service Business Proposal processes. The processes
ensure that all detailed specifications are produced and appropriately
documented. Additionally the processes ensure that the
Explanatory
Page 717 of 1540

Mandatory
Optional
Interactions
Develop Detailed Service Support Specifications

Brief Description
These processes develop and document the specific underpinning
resource requirements and selections required for the systems and
network infrastructure as agreed through the Develop New Service
Business Proposal processes. The processes ensure that all detailed
specifications are produced and appropriately documented.
Explanatory
Mandatory
Optional
Interactions
Develop Detailed Service Operational Specifications

Brief Description
These processes develop and document the specific operational, and
quality requirements and support activities, and any service specific
data required for the systems and network infrastructure required for
the systems and network infrastructure as agreed through the Develop
New Service Business Proposal processes. The processes ensure that
Page 718 of 1540


Explanatory
Mandatory
Optional
Interactions
Develop Detailed Service Customer Manuals

Brief Description
These processes develop and document the customer manuals as
agreed through the Develop New Service Business Proposal processes.
Explanatory
Mandatory
Optional
Interactions
Page 719 of 1540

1.4.3.5 Manage Service Development
Figure 184. 1.4.3.5 Manage Service Development decomposition
Manage Service Development

Brief Description
Ensure the co-coordinated development in line with the approved
business case of all required new or enhanced service
classes/components for that business case across the enterprise
The Manage Service Development processes ensure the cocoordinated development in line with the approved business case of all
required new or enhanced service classes/components for that
business case across the enterprise. These processes ensure that all
operational processes and procedures, IT systems changes, network
changes, channel changes, operational procedures, testing tools and
procedures, etc. required to support the new service class/component
are identified and developed. These processes ensure that the
necessary documentation and training packages are produced to
support the operation of the new service class. These processes also
ensure that the required service level agreements and operational
level agreements to support the detailed service specifications are
developed and agreed for each service class deployed, and that any
party operational support has been identified and agreed. These
processes have both program/project management aspects and
Page 720 of 1540

Explanatory
Mandatory
Optional
Interactions
Identify Required Processes & Procedures for Services

Brief Description
These processes ensure that all operational processes and procedures,
IT systems changes, network changes, channel changes, operational
procedures, testing tools and procedures, etc. required to support the
new service class/component are identified.
Explanatory
Mandatory
Optional
Interactions
Develop Required Processes & Procedures for Services

Brief Description
new service class/component are developed.
Page 721 of 1540

Explanatory
These processes ensure the co-coordinated development in line with
the approved business case of all required new or enhanced service
classes/components for that business case across the enterprise.
These processes have both program/project management aspects and
Mandatory
Optional
Interactions
Develop Service & Operational Agreements for Services

Brief Description
These processes ensure that the required service level agreements and
operational level agreements are developed and agreed for each
resource class deployed, and that any party operational support has
been identified.
Explanatory
Mandatory
Optional
Interactions
Page 722 of 1540

Gain Service & Operational Agreements Approval for Services

Brief Description
operational level agreements are agreed for each service class
deployed, and that any party operational support has been agreed.
Explanatory
Mandatory
Optional
Interactions
Produce Supporting Documentation & Training Packages for Services

Brief Description
These processes ensure that the necessary documentation and
training packages are produced to support the operation of the new
service class.
Explanatory
Mandatory
Optional
Interactions
Page 723 of 1540

1.4.3.6 Manage Service Deployment
Figure 185. 1.4.3.6 Manage Service Deployment decomposition
Manage Service Deployment

Brief Description
business case of all required service classes/components for that
business case across the enterprise.
The Manage Service Deployment processes ensure the co-coordinated
deployment in line with the approved business case of all required
service classes/components for that business case across the
enterprise. These processes ensure that all operational processes and
procedures, IT systems changes, network changes, channel changes,
support the new service class/component have been implemented.
ensure that the agreed party operational support has been
successfully performed to assure that the new or enhanced services
Explanatory
Mandatory
Optional
Page 724 of 1540

Interactions
Manage Service Process & Procedure Implementation

Brief Description
new service class/component have been implemented.
Explanatory
Mandatory
Optional
Interactions
Manage Service Operational Staff Training

Brief Description
identified and have received the necessary training.
Explanatory
Mandatory
Optional
Interactions
Page 725 of 1540

Develop Service Party Operational Support

Brief Description
These processes ensure that the agreed party operational support has
been implemented.
Explanatory
Mandatory
Optional
Interactions
Manage Service Acceptance Testing

Brief Description
These processes ensure that acceptance testing is successfully
performed to assure that the new or enhanced services comply with
the specifications.
Explanatory
Mandatory
Optional
Interactions
Page 726 of 1540

1.4.4 SM&O Support & Readiness
Figure 186. 1.4.4 SM&O Support & Readiness decomposition
SM&O Support & Readiness

Brief Description
Manage service infrastructure, ensuring that the appropriate service
capacity is available and ready to support the SM&O Fulfillment,
Assurance and Billing processes
SM&O Support & Readiness processes manage service infrastructure,
ensuring that the appropriate service capacity is available and ready to
support the SM&O Fulfillment, Assurance and Billing processes in
instantiating and managing service instances, and for monitoring and
reporting on the capabilities and costs of the individual SM&O FAB
processes.
Supporting the operational introduction of new and/or modified
service infrastructure;
Managing and ensuring the ongoing quality of the Service Inventory;
Applying service capacity rules from Infrastructure Lifecycle
Analyzing availability and quality over time on service infrastructure
and service instances, including trend analysis and forecasting;
Ensuring the operational capability of the SM&O processes
Maintaining rating and tariff information for service infrastructure and
service instances.
. Conducting Vulnerability Management;
. Conducting Threat Assessments;
. Conducting Risk Assessments;
. Conducting Risk Mitigation;
. Conducting Secure Configuration Activities
Explanatory
Page 727 of 1540

Mandatory
Optional
Interactions
Manage Service Inventory

Brief Description
Establish, manage and administer the enterprise's service inventory,
as embodied in the Service Inventory Database, and monitor and
report on the usage and access to the service inventory, and the
The responsibilities of the Manage Service Inventory processes are
twofold - establish, manage and administer the enterprise's service
inventory, as embodied in the Service Inventory Database, and monitor
and report on the usage and access to the service inventory, and the
The service inventory maintains records of all service infrastructure
and service instance configuration, version, and status details. It also
records test and performance results and any other service relatedinformation, required to support SM&O and other processes.
The service inventory is also responsible for maintaining the
association between customer purchased product offering instances
and service instances, created as a result of the Service Configuration
& Activation processes.
captured for service infrastructure and service instances ;
Identifying, establishing and maintaining service inventory repository
facilities;
Establishing and managing the service inventory management and
processes to create, modify, update, delete and/or download service
data to and from the service inventory;
Ensuring the service inventory repository accurately captures and
records all identified service infrastructure and service instance details,
through use of automated or manual audits;
Tracking and monitoring of the usage of, and access to, the service
Page 728 of 1540


findings
Identifying any technical driven shortcomings of the service
Explanatory
Mandatory
Optional
Interactions
Enable Service Configuration & Activation

Brief Description
Planning and deployment of service infrastructure, and for ensuring
availability of sufficient service infrastructure to support the Service
Configuration & Activation processes.
The Enable Service Configuration & Activation processes are
responsible for planning and deployment of service infrastructure, and
for ensuring availability of sufficient service infrastructure to support
the Service Configuration & Activation processes.
forecasting at an operational level service infrastructure volume
requirements and run-out timeframes;
modified service infrastructure;
support deployment and operation of new and/or modified service
infrastructure;
creation, deployment, modification and/or upgrading of service
infrastructure deployment support tools (including Service Inventory)
and processes for new and/or modified service infrastructure;
development and promulgation of service infrastructure capacity
deployment rules and controls;
developed by Service Development & Management processes prior to
service infrastructure deployment;
Page 729 of 1540

the testing and acceptance of new and/or modified service

infrastructure as part of the handover procedure from the Service
Development & Management processes to Operations;
detecting service infrastructure operational limitations and/or
deployment incompatibilities and providing requirements to address
these aspects to Service Development & Management processes;
approved new and/or modified service infrastructure;
monitoring capacity utilization of deployed service infrastructure to
provide early detection of potential service infrastructure shortfalls;
managing recovery and/or removal of obsolete or unviable service
infrastructure;
reporting on deployed service infrastructure capacity;
Tracking and monitoring of the service infrastructure deployment
processes and costs (including where service infrastructure is deployed
service infrastructure deployment processes;
establishing and managing service provisioning notification facilities
and lists to support the Service Configuration & Activation notification
and reporting processes
updating the Service Inventory of any changes to the available
service infrastructure capacity.
Explanatory
Mandatory
Optional
Interactions
Support Service Problem Management

Brief Description
Assist Service Problem Management processes by proactively
undertaking statistically driven preventative and scheduled service
infrastructure maintenance activities and monitoring, managing and
reporting on the capability of the Service Problem Management
processes.
Page 730 of 1540

The responsibilities of the Support Service Problem Management
processes are twofold - assist Service Problem Management processes
by proactively undertaking statistically driven preventative and
scheduled service infrastructure maintenance activities and
monitoring, managing and reporting on the capability of the Service
Problem Management processes.
These processes are responsible for ensuring that the service
infrastructure is working effectively and efficiently.
historical and current service instance problem reports and
performance reports to identify potential service infrastructure or
service instances requiring proactive maintenance and/or replacement;
Requesting scheduling of additional service instance data collection
to assist in the analysis activity;
Requesting scheduling of service instance performance testing to
assist in analysis activity;
Developing and managing service infrastructure and service instance
Requesting service provisioning activity to prevent anticipated
service problems associated with capacity limitations identified in the
analysis activities;
Reporting outcomes of trend analysis to Service Development &
Management processes to influence new and/or modified service
infrastructure development;
Tracking and monitoring of the Service Problem Management
processes and associated costs (including where service infrastructure
is deployed and managed by third parties), and reporting on the
capability of the Service Problem Management processes;
Establishing and managing service problem notification facilities and
lists to support the Service Problem Management notification and
reporting processes;
Explanatory
Mandatory
Optional
Interactions
Enable Service Quality Management

Page 731 of 1540

Brief Description
Support Service Quality Management processes by proactively
monitoring and assessing service infrastructure performance, and
Quality Management processes.
The responsibilities of the Enable Service Quality Management
processes are twofold -support Service Quality Management processes
by proactively monitoring and assessing service infrastructure
performance, and monitoring, managing and reporting on the
capability of the Service Quality Management processes.
Undertaking proactive monitoring regimes of service infrastructure as
required to ensure ongoing performance within agreed parameters
over time;
Developing and maintaining a repository of acceptable performance
threshold standards for service instances to support the Service
Quality Management processes;
Undertaking trend analysis, and producing reports, of the
performance of service infrastructure to identify any longer term
deterioration;
Monitoring and analyzing the service instance analyses produced by
the Service Quality Management processes to identify problems that
may be applicable to the service infrastructure as a whole;
Sourcing details relating to service instance performance and
analysis from the service inventory to assist in the development of
trend analyses;
Logging the results of the analysis into the service inventory
repository;
Establishing and managing service quality data collection schedules,
including managing the collection of the necessary information from
the Resource Data Collection & Distribution processes, to support
proactive monitoring and analysis activity, and requests from Service
Quality Management processes for additional data to support service
instance performance analysis;
Establishing and managing facilities to support management of
planned service infrastructure and service instance outages;
Establishing, maintaining and managing the testing of Service
Quality control plans to cater for anticipated service quality
disruptions;
Proactively triggering the instantiation of control plans to manage
performance through programmed and/or foreseen potentially
Page 732 of 1540

disruptive events, i.e. anticipated traffic loads on Xmas day, planned

outages, etc.;
Tracking and monitoring of the Service Quality Management
capability of the Service Quality Management processes;
Establishing and managing service quality notification facilities and
lists to support the Service Quality Management notification and
reporting processes
Explanatory
Mandatory
Optional
Interactions
Support Service & Specific Instance Rating

Brief Description
Ensure that rating and tariff information is maintained for each service
class, for use by Service & Specific Instance Rating
The purpose of the Support Service & Specific Instance Rating
processes ensure that rating and tariff information is maintained for
each service class, for use by Service & Specific Instance Rating. They
are also responsible for the processing of this information related to
administration of the services
Explanatory
Mandatory
Optional
Interactions
Page 733 of 1540

1.4.4.1 Manage Service Inventory
Figure 187. 1.4.4.1 Manage Service Inventory decomposition
Manage Service Inventory

Brief Description
Establish, manage and administer the enterprise's service inventory,
as embodied in the Service Inventory Database, and monitor and
report on the usage and access to the service inventory, and the
The responsibilities of the Manage Service Inventory processes are
twofold - establish, manage and administer the enterprise's service
inventory, as embodied in the Service Inventory Database, and monitor
and report on the usage and access to the service inventory, and the
The service inventory maintains records of all service infrastructure
and service instance configuration, version, and status details. It also
records test and performance results and any other service relatedinformation, required to support SM&O and other processes.
The service inventory is also responsible for maintaining the
association between customer purchased product offering instances
and service instances, created as a result of the Service Configuration
& Activation processes.
captured for service infrastructure and service instances ;
facilities;
Page 734 of 1540


data to and from the service inventory;
findings
Explanatory
Mandatory
Optional
Interactions
Manage Service Inventory Database and Processes

Brief Description
Establishing, managing and administering the enterprise's service
inventory,
captured for service infrastructure and service instances;
facilities;
data to and from the service inventory
Explanatory
Page 735 of 1540

Mandatory
Optional
Interactions
Perform Service Inventory Audit Tests

Brief Description
Performing audit if inventory repository accurately captures and
records all identified service infrastructure and service instance details
Explanatory
Mandatory
Optional
Interactions
Track and Monitor Service Inventory Capabilities

Brief Description
Monitoring and reporting on the usage and access to the service
inventory, and the quality of the data maintained in it.
findings;
Explanatory
Page 736 of 1540

Mandatory
Optional
Interactions
Identify Service Inventory Issues and Provide Reports and Warnings

Brief Description
Managing and Identifying any service Inventory Repository issues and
providing warnings.
inventory repository, and providing input to Service Development &
Explanatory
Mandatory
Optional
Interactions
Page 737 of 1540

1.4.4.2 Enable Service Configuration &

Activation
Figure 188. 1.4.4.2 Enable Service Configuration & Activation decomposition
Enable Service Configuration & Activation

Brief Description
Planning and deployment of service infrastructure, and for ensuring
availability of sufficient service infrastructure to support the Service
The Enable Service Configuration & Activation processes are
responsible for planning and deployment of service infrastructure, and
for ensuring availability of sufficient service infrastructure to support
the Service Configuration & Activation processes.
forecasting at an operational level service infrastructure volume
modified service infrastructure;
infrastructure;
creation, deployment, modification and/or upgrading of service
infrastructure deployment support tools (including Service Inventory)
development and promulgation of service infrastructure capacity
Page 738 of 1540


the testing and acceptance of new and/or modified service
infrastructure as part of the handover procedure from the Service
detecting service infrastructure operational limitations and/or
approved new and/or modified service infrastructure;
monitoring capacity utilization of deployed service infrastructure to
managing recovery and/or removal of obsolete or unviable service
infrastructure;
reporting on deployed service infrastructure capacity;
Tracking and monitoring of the service infrastructure deployment
processes and costs (including where service infrastructure is deployed
service infrastructure deployment processes;
establishing and managing service provisioning notification facilities
and lists to support the Service Configuration & Activation notification
and reporting processes
updating the Service Inventory of any changes to the available
Explanatory
Mandatory
Optional
Interactions
Plan & Forecast Service Infrastructure Requirements and Manage Capacity

Planning
Brief Description
Planning and deployment of new and/or modified service infrastructure
to ensure availability of sufficient service infrastructure to support the
Page 739 of 1540

Service Provisioning processes, and monitoring, managing and

reporting on the capability of the Service Provisioning processes.
Forecasting at an operational level service infrastructure volume
Managing capacity planning associated with the deployment of new
and/or modified service infrastructure;
Explanatory
Mandatory
Optional
Interactions
Establish, Manage, and Develop Service Infrastructure Organization, Tools and

Processes
Brief Description
Establishing, Creating, Managing, and developing organization, Tools
and processes for operations of new/or modified service infrastructure.
Establishing and monitoring of organizational arrangements to
infrastructure;
Creating, deploying, modifying and/or upgrading of service
infrastructure deployment support tools (including service Inventory)
Explanatory
Mandatory
Optional
Interactions
Page 740 of 1540

Develop and Implement Service Infrastructure Capacity and Operational Rules

and Procedures
Brief Description
Developing and implementing the capacity deployment rules and
administrating the infrastructure operational procedures.
Developing and promulgating service infrastructure capacity
Authoring, reviewing and approving operational procedures
Explanatory
Mandatory
Optional
Interactions
Perform Service Infrastructure Acceptance Test and Address & Monitor the
Change
Brief Description
Performing acceptance test during the hand over process of new
and/or modified service infrastructure. Also monitoring the new and/or
modified infrastructure and addressing the operational limitations.
Testing and acceptance of new and/or modified service infrastructure
as part of the handover procedure from the Service Development &
Management processes to Operations;
Detecting service infrastructure operational limitations and/or
Explanatory
Page 741 of 1540

Mandatory
Optional
Interactions
Monitor, Report and Release Mgmt. of Service Infrastructure and Capacity

Utilization
Brief Description
Monitoring and reporting the capacity utilization of existing
infrastructure.
Monitoring capacity utilization of deployed service infrastructure to
Monitoring of, and reporting on, service infrastructure and resource
instance currency and version management;
Explanatory
Mandatory
Optional
Interactions
Optimize Existing Service Infrastructure Utilization

Brief Description
Optimizing the infrastructure capacity utilization.
Reconfiguring and re-arranging under-utilized deployed service
infrastructure
Explanatory
Page 742 of 1540

Mandatory
Optional
Interactions
Update Service Inventory Record

Brief Description
Updating the inventory record.
Updating the Service Inventory of any changes to the available
Explanatory
Mandatory
Optional
Interactions
1.4.4.3 Support Service Problem

Management
Figure 189. 1.4.4.3 Support Service Problem Management decomposition
Page 743 of 1540

Support Service Problem Management

Brief Description
Assist Service Problem Management processes by proactively
undertaking statistically driven preventative and scheduled service
infrastructure maintenance activities and monitoring, managing and
reporting on the capability of the Service Problem Management
processes.
The responsibilities of the Support Service Problem Management
processes are twofold - assist Service Problem Management processes
by proactively undertaking statistically driven preventative and
scheduled service infrastructure maintenance activities and
These processes are responsible for ensuring that the service
historical and current service instance problem reports and
performance reports to identify potential service infrastructure or
service instances requiring proactive maintenance and/or replacement;
service problems associated with capacity limitations identified in the
capability of the Service Problem Management processes;
Establishing and managing service problem notification facilities and
Explanatory
Page 744 of 1540

Mandatory
Optional
Interactions
Manage Service Problem & Performance Data Collection

Brief Description
Reviewing the trend analysis and undertaking the analysis of trouble
and performance report to identify the necessary preventative
activities.
historical and current service instance trouble reports and performance
reports to identify potential service infrastructure or service instances
Explanatory
Mandatory
Optional
Interactions
Manage Service Infrastructure, Provisioning and Preventive Maintenance

Schedules
Brief Description
Proactively undertaking statistically driven preventative and scheduled
service infrastructure maintenance activities, and repair activities, and
Page 745 of 1540


resource troubles associated with capacity limitations identified in the
Explanatory
Mandatory
Optional
Interactions
Report Service Problem Trends

Brief Description
Proactively generating reports based on the trend analysis.
Explanatory
Mandatory
Optional
Interactions
Track, Monitor and Manage Service Problem Processes

Page 746 of 1540

Brief Description
Track, monitor and assess the service performance management
processes and associated costs and report.
Service Problem Management processes;
Explanatory
Mandatory
Optional
Interactions
Provide Support for Service Problem Processes

Brief Description
Establishing, managing and maintaining the supporting facilities and
quality management support for Service Problem management
processes.
Establishing and managing Service Problem notification facilities and
reporting processes
Supporting the Support Service Problem Management process
Explanatory
Mandatory
Optional
Interactions
Page 747 of 1540

1.4.4.4 Enable Service Quality

Management
Figure 190. 1.4.4.4 Enable Service Quality Management decomposition
Enable Service Quality Management

Brief Description
Support Service Quality Management processes by proactively
monitoring and assessing service infrastructure performance, and
The responsibilities of the Enable Service Quality Management
processes are twofold -support Service Quality Management processes
by proactively monitoring and assessing service infrastructure
performance, and monitoring, managing and reporting on the
capability of the Service Quality Management processes.
Undertaking proactive monitoring regimes of service infrastructure as
required to ensure ongoing performance within agreed parameters
over time;
threshold standards for service instances to support the Service
performance of service infrastructure to identify any longer term
deterioration;
analysis from the service inventory to assist in the development of
trend analyses;
Page 748 of 1540


repository;
planned service infrastructure and service instance outages;
Establishing, maintaining and managing the testing of Service
Quality control plans to cater for anticipated service quality
disruptions;
outages, etc.;
Establishing and managing service quality notification facilities and
lists to support the Service Quality Management notification and
reporting processes
Explanatory
Mandatory
Optional
Interactions
Establish and Maintain Service Performance Threshold Standards

Brief Description
Establishing and maintaining the rules and standards for performance
threshold
Page 749 of 1540

threshold standards for resource instances to support the Service

Explanatory
Mandatory
Optional
Interactions
Monitor and Analyze Service Performance Reports, and Identify Issues

Brief Description
Review the service performance management operational report
prepared by resource performance management processes.
Explanatory
Mandatory
Optional
Interactions
Correlate the Service Performance Problem Reports & Manage Inventory

Repository
Brief Description
Correlating the Performance issues identified based on the
performance report review and logging the results in inventory
repository.
Page 750 of 1540

analysis from the resource inventory to assist in the development of
trend analyses;
repository;
Explanatory
Mandatory
Optional
Interactions
Manage Service Performance Data Collection

Brief Description
Developing and managing the service performance data collection
schedules and supporting the monitoring activities to gather the
resource performance data.
Management processes for additional data to support service
Explanatory
Mandatory
Optional
Interactions
Page 751 of 1540

Assess and Report Service Quality Management Processes

Brief Description
Track, monitor and assess the service performance management
Explanatory
Mandatory
Optional
Interactions
1.4.5 Service Configuration & Activation
Figure 191. 1.4.5 Service Configuration & Activation decomposition
Service Configuration & Activation

Page 752 of 1540

Brief Description
Allocation, implementation, configuration, activation and testing of
specific services to meet customer requirements.
Service Configuration & Activation processes encompass allocation,
implementation, configuration, activation and testing of specific
services to meet customer requirements, or in response to requests
from other processes to alleviate specific service capacity shortfalls,
availability concerns or failure conditions. Where included in the
service provider offering, these processes extend to cover customer
premises equipment.
Responsibilities of the Service Configuration & Activation processes
include, but are not limited to:
Verifying whether specific service designs sought by customers are
feasible as part of pre-order feasibility checks;
Allocating the appropriate specific service parameters to support
service orders or requests from other processes;
Reserving specific service parameters (if required by the business
rules) for a given period of time until the initiating customer order is
confirmed, or until the reservation period expires (if applicable);
Implementing, configuring and activating specific services, as
appropriate;
Testing the specific services to ensure the service is working
correctly;
Recovery of specific services;
Updating of the Service Inventory Database to reflect that the
specific service has been allocated, modified or recovered;
Assigning and tracking service provisioning activities;
Managing service provisioning jeopardy conditions
Reporting progress on service orders to other processes.
Explanatory
Mandatory
Optional
Interactions
Design Solution
Page 753 of 1540

Brief Description
Develop an end-end specific service design which complies with a
particular customer's requirement
The purpose of the Design Solution processes is to develop an end-end
specific service design which complies with a particular customer's
requirement.
These processes are invoked when a customer order requires special or
unusual end-end service arrangements, which are not able to be
satisfied using standard service arrangements. These processes may
be invoked as part of a service feasibility assessment, or as a result of
a confirmed customer order.
Developing an overall service solution design for a particular
customer, including customer premises equipment, operational
methods, resource assignments and pre-order feasibility;
Developing an implementation plan considering training and
operational support measures and needs, such as the proper
parameter information for the Service Quality Management process;
Consideration of current and future service and underlying resources
infrastructure, as well as expected solution results, budget, duration
and risks;
Consideration of the time schedule according with customer
requirements;
Ensure service and provisioning efficiency;
Undertaking a business assessment, ensuring an appropriate time-torevenue as a result of the service and underlying resource
investmentDeveloping a detailed design identifying the relevant
service orders to be issued to the Implement,
Configure & Activate Service process and the Allocate Specific Service
Parameters to Services processes.
A specific service design may require inclusion of some or all of the
above aspects depending on whether the service design is being
undertaken as part of a feasibility assessment, or is being developed
as a result of a committed customer order.
These processes invoke requests to Resource Domain provisioning
processes to determine the availability of suitable specific resources, or
parties though the Service Domain process in the event that the
service design requires either the inclusion of outsourced or partner
provided specific services.
Explanatory
Page 754 of 1540

Mandatory
Optional
Interactions
Allocate Specific Service Parameters to Services

Brief Description
Issue service identifiers for new services.
The purpose of the Allocate Specific Service Parameters to Services
processes is to issue service identifiers for new services.
Where the Allocate Specific Service Parameters to Services processes
are requested by a pre-feasibility service order, or by the Design
Services processes, these processes determine whether the requested
service parameters are available. Depending on business rules, and on
any specific levels of commitment contained in the initiating service
order or service design request, these processes may reserve specific
service parameters linked to the initiating service order or service
design request for a period of time, and releasing them when the time
period has expired. These processes are responsible for creating a
response to the initiating processes with respect to the feasibility
assessment.
are requested by a service order issued in response to a confirmed
customer order, these processes are responsible for allocating the
specific service parameters required to satisfy the initiating service
order. Any previously reserved specific service parameters are marked
as allocated.
Explanatory
Mandatory
Optional
Interactions
Page 755 of 1540

Track & Manage Service Provisioning

Brief Description
Ensure service provisioning activities are assigned, managed and
tracked efficiently.
The objective of the Track & Manage Service Provisioning processes is
to ensure service provisioning activities are assigned, managed and
Scheduling, assigning and coordinating service provisioning related
activities;
Generating the respective resource order creation request(s) to Issue
Resource Orders based on specific service orders;
Escalating status of service orders in accordance with local policy;
Adding additional information to an existing service order;
Modifying information in an existing service order;
Modifying the service order status;
Canceling a service order when the initiating customer order is
cancelled;
Monitoring the jeopardy status of service orders, and escalating
service orders as necessary
Indicating completion of a service order by modifying the service
order status.
Note that some specific service components may be delivered by other
parties. In these cases the Track & Manage Service Provisioning
process is responsible for initiating requests, through Party Order
handling for the delivery by the party of the specific service
components.
Explanatory
Mandatory
Optional
Interactions
Page 756 of 1540

Implement, Configure & Activate Service

Brief Description
Implement, configure and activate the specific services allocated
against an issued service order.
The purpose of the Implement, Configure & Activate Service processes
is to implement, configure and activate the specific services allocated
Assessing and planning the approach to be undertaken for
implementation, configuration and activation;
Re-using standard implementation, configuration and activation
processes applicable to specific services;
Implementing, configuring and reconfiguring specific services,
including customer premises equipment if part of the service provider
offering.
Providing notifications as required if the implementation,
configuration and activation activity requires a planned outage or is
likely to initiate false specific service alarm event notifications
Updating the information contained in the service inventory as to the
configuration of specific services and their status.
At the successful conclusion of these activities, the status of the
specific services will be changed from allocated to activated, which
means they are in-use.
Explanatory
Mandatory
Optional
Interactions
Test Service End-to-End

Brief Description
Test specific services to ensure all components are operating within
Page 757 of 1540

normal parameters, and that the service is working to agreed

performance levels
The responsibility of the Test Service End-to-End processes is to test
specific services to ensure all components are operating within normal
parameters, and that the service is working to agreed performance
levels before its activation for the customer.
This purpose is performed through testing the service end-to-end as far
as possible.
These processes test specific services against external party defined
test plans, or against test plans developed by the service provider.
Where appropriate test plans are not available these processes are
responsible for developing appropriate test plans. These processes are
also responsible for capturing and storing the test results for historical
and downstream testing comparison purposes.
If these tests succeed, the specific services will be marked as inservice which means the specific services are available for use by
customers.
Explanatory
Mandatory
Optional
Interactions
Issue Service Orders

Brief Description
Issue correct and complete service orders
The purpose of the Issue Service Orders processes is to issue correct
and complete service orders.
The service orders may be required to satisfy pertinent customer order
information received, may arise as a result of requests for service
provisioning to satisfy service problem recovery activities, may arise to
alleviate service performance issues, or may arise as a result of
information received from parties in relations to specific services.
These processes assess the information contained in the customer
order, through a service order request, relating to the purchased
Page 758 of 1540

product offering, initiating service process or external party initiated

request, to determine the associated service orders that need to be
issued.
The issued service order may require a service feasibility assessment
or a service design to be produced, may require new provisioning
activities for specific services, may require a change to a previously
issued service order, or may require deletion and/or recovery of
previously delivered specific services. Where, the initiating request or
the purchased product offering has a standard set of associated
service orders this process is responsible for issuing the service orders,
and for creating a record of the relevant initiating request or customer
order information and the associated service orders.
Where the initiating request or the purchased product offering has
special or unusual requirements, and a specific feasibility assessment
and/or service design has been previously created, this process is
responsible for issuing the service orders, and for creating a record of
the relevant initiating request or customer order information and the
associated service orders.
Where the purchased product offering has special or unusual
requirements, and a specific feasibility assessment and/or specific
service design has not been previously created, this process marks the
issued service order as requiring special handling, and passes
management for further processing to the Track & Manage Service
Provisioning process.
The orchestration, if required, and tracking of the service order
progress is the responsibility of the Track & Manage Service
Provisioning processes.
Explanatory
Mandatory
Optional
Interactions
Report Service Provisioning

Brief Description
Monitor the status of service orders, provide notifications of any
Page 759 of 1540

The objective of the Report Service Provisioning processes is to monitor
the status of service orders, provide notifications of any changes and
provide management reports.
of service orders and managing notifications to processes and other
Notification lists are managed and maintained by the Enable Service
These processes record, analyze and assess the service order status
summaries of the efficiency and effectiveness of the overall Service
Configuration & Activation process. These specialized summaries
Explanatory
Mandatory
Optional
Interactions
Close Service Order

Brief Description
Close a service order when the service provisioning activities have
been completed
The objective of the Close Service Order processes is to close a service
order when the service provisioning activities have been completed.
These processes monitor the status of all open service orders, and
recognize that a service order is ready to be closed when the status is
changed to completed.
Explanatory
Mandatory
Page 760 of 1540

Optional
Interactions
Recover Service
Brief Description
Recover specific services that are no longer required by customers.
The responsibility of the Recover Service processes is to recover
specific services that are no longer required by customers.
These processes follow recovery plans specified by the external party,
or against recovery plans developed by the service provider.
Where appropriate recovery plans are not available these processes
are responsible for developing appropriate recovery plans.
Where recovery of services is likely to impact other in-use specific
services, this process is responsible for providing appropriate
notification of the recovery proposal and ensuring authorization is
received to proceed with the recovery plan. When the recovery
activity is about to commence, these processes are responsible for
notifying when recovery work is commencing and when it is
completed.
When recovered, the specific services and/or associated service
specific parameters will be marked as unallocated.
Explanatory
Mandatory
Optional
Interactions
Page 761 of 1540

1.4.5.1 Design Solution
Figure 192. 1.4.5.1 Design Solution decomposition
Design Solution
Brief Description
Develop an end-end specific service design which complies with a
particular customer's requirement
The purpose of the Design Solution processes is to develop an end-end
specific service design which complies with a particular customer's
requirement.
These processes are invoked when a customer order requires special or
unusual end-end service arrangements, which are not able to be
satisfied using standard service arrangements. These processes may
be invoked as part of a service feasibility assessment, or as a result of
a confirmed customer order.
Developing an overall service solution design for a particular
customer, including customer premises equipment, operational
methods, resource assignments and pre-order feasibility;
Developing an implementation plan considering training and
operational support measures and needs, such as the proper
parameter information for the Service Quality Management process;
Page 762 of 1540


and risks;
requirements;
Undertaking a business assessment, ensuring an appropriate time-torevenue as a result of the service and underlying resource
investmentDeveloping a detailed design identifying the relevant
service orders to be issued to the Implement,
A specific service design may require inclusion of some or all of the
above aspects depending on whether the service design is being
undertaken as part of a feasibility assessment, or is being developed
as a result of a committed customer order.
These processes invoke requests to Resource Domain provisioning
processes to determine the availability of suitable specific resources, or
parties though the Service Domain process in the event that the
service design requires either the inclusion of outsourced or partner
provided specific services.
Explanatory
Mandatory
Optional
Interactions
Develop Overall Service Design

Brief Description
Develop an overall service solution design for a particular customer,
including customer premises equipment, operational methods,
resource assignments and pre-order feasibility;
Explanatory
Page 763 of 1540

Mandatory
Develop an overall service solution design for a particular customer,
including customer premises equipment, operational methods,
resource assignments and pre-order feasibility;
Optional
Interactions
Develop Service Implementation Plan

Brief Description
Develop an implementation plan considering training and operational
support measures and needs, such as the proper parameter
information for the Service Quality Management process;
and risks;
requirements;
Undertaking a business assessment, ensuring an appropriate time-torevenue as a result of the service and underlying resource investment;
Explanatory
and risks;
requirements;
Undertaking a business assessment, ensuring an appropriate time-torevenue as a result of the service and underlying resource investment;
Mandatory
Develop an implementation plan considering training and operational
support measures and needs, such as the proper parameter
information for the Service Quality Management process;
Optional
Page 764 of 1540

Interactions
Develop Detailed Service Design

Brief Description
Develop a detailed design identifying the relevant service orders to be
issued to the Implement,
Explanatory
Mandatory
Develop a detailed design identifying the relevant service orders to be
issued to the Implement,
Optional
Interactions
Page 765 of 1540

1.4.5.2 Allocate Specific Service

Parameters to Services
Figure 193. 1.4.5.2 Allocate Specific Service Parameters to Services decomposition
Allocate Specific Service Parameters to Services

Brief Description
Issue service identifiers for new services.
The purpose of the Allocate Specific Service Parameters to Services
processes is to issue service identifiers for new services.
service parameters are available. Depending on business rules, and on
any specific levels of commitment contained in the initiating service
order or service design request, these processes may reserve specific
service parameters linked to the initiating service order or service
design request for a period of time, and releasing them when the time
period has expired. These processes are responsible for creating a
response to the initiating processes with respect to the feasibility
assessment.
customer order, these processes are responsible for allocating the
specific service parameters required to satisfy the initiating service
order. Any previously reserved specific service parameters are marked
as allocated.
Page 766 of 1540

Explanatory
Mandatory
Optional
Interactions
Determine Service Parameter Availability

Brief Description
service parameters are available.
Explanatory
Services processes,
Mandatory
these processes determine whether the requested service parameters
are available.
Optional
Interactions
Reserve Service Parameters

Brief Description
Depending on business rules, and on any specific levels of
commitment contained in the initiating service order or service design
request, these processes may reserve specific service parameters
Page 767 of 1540

linked to the initiating service order or service design request for a

period of time
Explanatory
commitment contained in the initiating service order or service design
request,
Mandatory
these processes may reserve specific service parameters linked to the
initiating service order or service design request for a period of time
Optional
Interactions
Release Service Parameter

Brief Description
Release the reservation when the time period has expired.
Explanatory
Mandatory
Optional
Interactions
Allocate Service Parameters

Brief Description
Page 768 of 1540

customer order, this process is responsible for allocating the specific

service parameters required to satisfy the initiating service order. Any
previously reserved specific service parameters are marked as
allocated.
Explanatory
customer order,
Mandatory
this process is responsible for allocating the specific service
parameters required to satisfy the initiating service order. Any
previously reserved specific service parameters are marked as
allocated.
Optional
Interactions
Page 769 of 1540

1.4.5.3 Track & Manage Service

Provisioning
Figure 194. 1.4.5.3 Track & Manage Service Provisioning decomposition
Track & Manage Service Provisioning

Brief Description
Ensure service provisioning activities are assigned, managed and
The objective of the Track & Manage Service Provisioning processes is
to ensure service provisioning activities are assigned, managed and
Scheduling, assigning and coordinating service provisioning related
activities;
Generating the respective resource order creation request(s) to Issue
Page 770 of 1540

cancelled;
Monitoring the jeopardy status of service orders, and escalating
service orders as necessary
order status.
components.
Explanatory
Mandatory
Optional
Interactions
Assign Service Provisioning Activity

Brief Description
Schedule, assign and coordinate service provisioning related activities.
Explanatory
Mandatory
Schedule, assign and coordinate service provisioning related activities.
Optional
Interactions
Track Service Provisioning Activity

Page 771 of 1540

Brief Description
Undertake necessary tracking of the execution process. Monitor the
jeopardy status of service orders, and escalating service orders as
necessary.
Explanatory
Mandatory
Undertake necessary tracking of the execution process. Monitor the
jeopardy status of service orders, and escalating service orders as
necessary.
Optional
Interactions
Manage Service Provisioning Activity

Brief Description
Responsibilities of this processes include, but are not limited to:
- Generating the respective resource order creation request(s) to Issue
cancelled;
order status.
components.
Page 772 of 1540

Explanatory
Mandatory
Responsibilities of this processes include, but are not limited to:
- Generating the respective resource order creation request(s) to Issue
cancelled;
order status.
Optional
Interactions
Note that some specific service components may be delivered by
suppliers/partners. In these cases the Track & Manage Service
Provisioning process is responsible for initiating requests, through S/P
Requisition Management for the delivery by the supplier/partner of the
specific service components
Page 773 of 1540

1.4.5.4 Implement, Configure & Activate

Service
Figure 195. 1.4.5.4 Implement, Configure & Activate Service decomposition
Implement, Configure & Activate Service

Brief Description
Implement, configure and activate the specific services allocated
The purpose of the Implement, Configure & Activate Service processes
is to implement, configure and activate the specific services allocated
implementation, configuration and activation;
Re-using standard implementation, configuration and activation
processes applicable to specific services;
Implementing, configuring and reconfiguring specific services,
including customer premises equipment if part of the service provider
offering.
Providing notifications as required if the implementation,
configuration and activation activity requires a planned outage or is
likely to initiate false specific service alarm event notifications
Page 774 of 1540

Updating the information contained in the service inventory as to the

specific services will be changed from allocated to activated, which
means they are in-use.
Explanatory
Mandatory
Optional
Interactions
Configure Service
Brief Description
Assess and plan the approach to be undertaken for configuration.
Re-use standard configuration and processes applicable to specific
services.
Configure and reconfigure specific services, including customer
premises equipment if part of the service provider offering.
Provide notifications as required if the configuration activity requires a
planned outage or is likely to initiate false specific service alarm event
notifications.
Update the information contained in the service inventory as to the
Explanatory
Mandatory
Assess and plan the approach to be undertaken for configuration.
Re-use standard configuration and processes applicable to specific
services.
Configure and reconfigure specific services, including customer
premises equipment if part of the service provider offering.
notifications.
Page 775 of 1540

Update the information contained in the service inventory as to the

Optional
Interactions
notifications.
Implement Service
Brief Description
Assess and plan the approach to be undertaken for implementation.
Re-use standard implementation processes applicable to specific
services.
Implement specific services, including customer premises equipment if
part of the service provider offering.
Provide notifications as required if the implementation activity requires
a planned outage or is likely to initiate false specific service alarm
event notifications.
Explanatory
Mandatory
Assess and plan the approach to be undertaken for implementation.
Re-use standard implementation processes applicable to specific
services.
Implement specific services, including customer premises equipment if
part of the service provider offering.
Optional
Interactions
Page 776 of 1540

Activate Service
Brief Description
Assess and plan the approach to be undertaken for activation.
Re-used standard activation processes applicable to specific services.
Provide notifications as required if the activation activity requires a
notifications.
At the successful conclusion of this activity, the status of the specific
services will be changed from allocated to activated, which means they
are in-use.
Explanatory
At the successful conclusion of this activity, the status of the specific
services will be changed from allocated to activated, which means they
are in-use.
Mandatory
Assess and plan the approach to be undertaken for activation.
Re-used standard activation processes applicable to specific services.
notifications.
Optional
Interactions
notifications.
Page 777 of 1540

1.4.5.5 Test Service End-to-End
Figure 196. 1.4.5.5 Test Service End-to-End decomposition
Test Service End-to-End

Brief Description
performance levels
The responsibility of the Test Service End-to-End processes is to test
specific services to ensure all components are operating within normal
parameters, and that the service is working to agreed performance
levels before its activation for the customer.
as possible.
Where appropriate test plans are not available these processes are
responsible for developing appropriate test plans. These processes are
also responsible for capturing and storing the test results for historical
and downstream testing comparison purposes.
If these tests succeed, the specific services will be marked as in TM Forum 2015. All Rights Reserved.
Page 778 of 1540

service which means the specific services are available for use by
customers.
Explanatory
Mandatory
Optional
Interactions
Test Service
Brief Description
performance levels before its activation for the customer.
as possible.
Explanatory
as possible.
These processes test specific services against supplier/partner defined
Mandatory
performance levels before its activation for the customer.
Optional
Interactions
Develop Service Test Plans

Page 779 of 1540

Brief Description
Where appropriate test plans are not available this process is
responsible for developing appropriate test plans.
Explanatory
Where appropriate test plans are not available
Mandatory
this process is responsible for developing appropriate test plans.
Optional
Interactions
Capture Service Test Results

Brief Description
Capture and store the test results for historical and downstream testing
comparison purposes.
If the tests succeed, the specific services will be marked as in-service
which means the specific services are available for use by customers.
Explanatory
Mandatory
Optional
Interactions
Page 780 of 1540

1.4.5.6 Issue Service Orders
Figure 197. 1.4.5.6 Issue Service Orders decomposition
Issue Service Orders

Brief Description
Issue correct and complete service orders
The purpose of the Issue Service Orders processes is to issue correct
and complete service orders.
These processes assess the information contained in the customer
order, through a service order request, relating to the purchased
product offering, initiating service process or external party initiated
request, to determine the associated service orders that need to be
issued.
Page 781 of 1540


Explanatory
Mandatory
Optional
Interactions
Assess Service Request

Brief Description
This process assesses the information contained in the customer order,
through a service order request, relating to the purchased product
offering, initiating service process or party initiated request, to
determine the associated service orders that need to be issued.
Explanatory
Page 782 of 1540

Mandatory
This process assesses the information contained in the customer order,
through a service order request, relating to the purchased product
offering, initiating service process or supplier/partner initiated request,
to determine the associated service orders that need to be issue
Optional
Interactions
Create Service Orders

Brief Description
Explanatory
information received from suppliers/partners in relations to specific
services.
Page 783 of 1540


previously delivered specific services.
Mandatory
Where, the initiating request or the purchased product offering has a
standard set of associated service orders this process is responsible for
issuing the service orders, and for creating a record of the relevant
initiating request or customer order information and the associated
service orders.
Optional
Interactions
Mark Service Order for Special Handling

Brief Description
Explanatory
Mandatory
Page 784 of 1540

issued service order as requiring special handling,
Optional
Interactions
and passes management for further processing to the Track & Manage
Service Provisioning process.
1.4.5.7 Report Service Provisioning
Figure 198. 1.4.5.7 Report Service Provisioning decomposition
Report Service Provisioning

Brief Description
Monitor the status of service orders, provide notifications of any
The objective of the Report Service Provisioning processes is to monitor
the status of service orders, provide notifications of any changes and
Page 785 of 1540

provide management reports.

of service orders and managing notifications to processes and other
These processes record, analyze and assess the service order status
Configuration & Activation process. These specialized summaries
Explanatory
Mandatory
Optional
Interactions
Monitor Service Order Status

Brief Description
responsible for continuously monitoring the status of service orders;
record, analyze and assess the service order status changes
Explanatory
Mandatory
responsible for continuously monitoring the status of service orders;
record, analyze and assess the service order status changes
Optional
Interactions
Distribute Service Order Notification

Page 786 of 1540

Brief Description
Provide notifications of any changes the status of service orders.
Notifications are used to notify the owner of the current status of the
order and also distributed to the other parties who require it.
Explanatory
Notifications are used to notify the owner of the current status of the
order and also distributed to the other parties who require it.
Mandatory
provide notifications of any changes the status of service orders.
Optional
Interactions
Distribute Service Provisioning Reports

Brief Description
Provide management reports and any specialized summaries of the
efficiency and effectiveness of the overall Service Configuration &
Activation process. These specialized summaries could be specific
Explanatory
specific audiences.
Mandatory
efficiency and effectiveness of the overall Service Configuration &
Activation process.
Optional
Page 787 of 1540

Interactions
1.4.5.9 Recover Service
Figure 199. 1.4.5.9 Recover Service decomposition
Recover Service
Brief Description
Recover specific services that are no longer required by customers.
The responsibility of the Recover Service processes is to recover
specific services that are no longer required by customers.
These processes follow recovery plans specified by the external party,
or against recovery plans developed by the service provider.
Where appropriate recovery plans are not available these processes
are responsible for developing appropriate recovery plans.
notification of the recovery proposal and ensuring authorization is
received to proceed with the recovery plan. When the recovery
activity is about to commence, these processes are responsible for
notifying when recovery work is commencing and when it is
completed.
Page 788 of 1540

Explanatory
Mandatory
Optional
Interactions
Develop Service Recovery Plan

Brief Description
Where appropriate recovery plans are not available this process is
responsible for developing appropriate recovery plans.
Explanatory
Where appropriate recovery plans are not available
Mandatory
this process is responsible for developing appropriate recovery plans.
Optional
Interactions
Provide Service Recovery Proposal Notification

Brief Description
notification of the recovery proposal.
Explanatory
services,
Page 789 of 1540

Mandatory
this process is responsible for providing appropriate notification of the
recovery proposal.
Optional
Interactions
Request Service Recovery Authorization

Brief Description
Ensure authorization is received to proceed with the recovery plan.
Explanatory
Mandatory
Optional
Interactions
Commence Service Recovery

Brief Description
When the recovery activity is about to commence, this processes is
responsible for notifying when recovery work is commencing.
Explanatory
When the recovery activity is about to commence,
Mandatory
this processes is responsible for notifying when recovery work is
commencing.
Page 790 of 1540

Optional
Interactions
Complete Service Recovery

Brief Description
This process is responsible for notifying when it is completed.
Explanatory
Mandatory
Optional
Interactions
Page 791 of 1540

1.4.6 Service Problem Management
Figure 200. 1.4.6 Service Problem Management decomposition
Service Problem Management

Brief Description
Respond immediately to customer-affecting service problems or
failures in order to minimize their effects on customers, and to invoke
the restoration of the service, or provide an alternate service as soon
as possible.
Service Problem Management processes are responsible for the
management of problems associated with specific services. The
objective of these processes is to respond immediately to reported
service problems or failures in order to minimize their effects on
customers, and to invoke the restoration of the service, or provide an
alternate service as soon as possible.
Responsibilities of the Service Problem Management processes include,
Detecting, analyzing, managing and reporting on service alarm event
notifications;
Initiating and managing service trouble reports;
Performing service problem localization analysis;
Correcting and resolving service problems;
Reporting progress on service trouble reports to other processes;
Assigning & tracking service problem testing and recovery activities
Managing service problem jeopardy conditions
Service Problem Management processes perform analysis, decide on
the appropriate actions/responses and carry them out with the intent
Page 792 of 1540

of restoring normal operation on specific services.

However these activities need to interact with the Problem Handling
processes, as the latter have a view on customer impact. Service
Problem Management processes are responsible for informing Problem
Handling processes of any potential customer problems. Where the
original report arose as a result of customer problems, the Service
Problem Management processes may be coordinated by Problem
Handling processes.
Explanatory
Mandatory
Optional
Interactions
Create Service Trouble Report

Brief Description
Create a new service trouble report.
The objective of the Create Service Trouble Report process is to create
a new service trouble report.
A new service trouble report may be created as a result of service
alarm event notification analysis, and subsequent creation of new
service alarm event records, undertaken by the Survey & Analyze
Service Problem processes, or at the request of analysis undertaken by
other processes in the Customer ( in particular a Customer Problem
Report can generate one or more Service Trouble Reports), Service or
Resource Domains which detect that some form of failure has occurred
for which service restoration activity is required to restore normal
operation.
If the service trouble report is created as a result of a notification or
request from processes other than the Survey & Analyze Service
Problem processes, the Create Service Trouble Report processes are
for the Service Problem Management processes, and for requested
These processes will make estimates of the time to restore service
Page 793 of 1540

which will be included in the new service trouble report so that other
processes can gain access to this information.
Explanatory
Mandatory
Optional
Interactions
Diagnose Service Problem

Brief Description
Identify the root cause of the specific service problem, including those
service problems related to security events.
The objective of the Diagnose Service Problem processes is to identify
the root cause of the specific service problem. These processes are
invoked by the Track & Manage Service Problem processes.
Verifying whether the service configuration matches the appropriate
product features;
Performing diagnostics against the specific services;
Running tests against the specific services;
Starting and stopping audits against specific services
Scheduling routine testing of the specific services.
The Diagnose Service Problem processes will make the results of the
root cause analysis available to other processes. The Diagnose Service
Problem processes will update the open service trouble report, as
identified.
When the process is complete the Diagnose Service Problem processes
will notify the Track & Manage Service Problem processes.
Explanatory
Mandatory
Page 794 of 1540

Optional
Interactions
Correct & Resolve Service Problem

Brief Description
possible
The objective of the Correct & Resolve Service Problem processes is to
restore the service to a normal operational state as efficiently as
possible.
Based on the nature of the service failure leading to the associated
service alarm event notification, automatic restoration procedures
might be triggered. Manual restoration activity is assigned to the
Correct & Resolve Service Problem processes from the Track & Manage
Service Problem processes.
Depending on the nature of the specific service failure, these
processes may possibly re-assign services or re-configure service
parameters.
For large service failures requiring extensive re-assignment and/or reconfiguration activity to restore normal operation, these processes will
attempt to implement work-arounds to recover the specific service
operation. In these circumstances, recovery of normal operation may
require invocation of the Support Service Problem Management
processes.
attempt at service restoration to Track & Manage Service Problem
through updates to the associated service trouble report.
Explanatory
Mandatory
Optional
Interactions
Page 795 of 1540

Track & Manage Service Problem

Brief Description
Ensure that testing, repair and restoration activities are assigned,
coordinated and tracked efficiently, and that escalation is invoked as
required for any open service trouble reports in jeopardy
The purpose of the Track & Manage Service Problem processes is to
ensure that testing, repair and restoration activities are assigned,
required for any open service trouble reports in jeopardy.
Initiating first-in testing using automated remote testing capabilities;
Adding additional information to an open service trouble report based
on the first-in testing;
Scheduling, assigning and coordinating repair and restoration
activities;
Generating the respective resource trouble report creation request(s)
to Create Resource Trouble Report based on specific service trouble
reports;
Initiate any final testing to confirm clearance of the service problem;
Modifying information in an existing service trouble report based on
assignments;
Modifying the service trouble report status;
Canceling a service trouble report when the specific problem was
related to a false service alarm event
Monitoring the jeopardy status of open service trouble reports, and
escalating service trouble reports as necessary.
Note that some specific resource components may be owned and
managed by other parties. In these cases the Track & Manage Service
Problem process is responsible for initiating requests, through Party
Problem Handling processes for restoration and recovery by the party
related to the specific resource components.
The Track & Manage Service Problem processes are responsible for
engaging external parties in correction and recovery activities when:
higher level expertise and/or higher level support is required to
Page 796 of 1540

resolve the service problem, (which may be automatic in the case of

highest priority service problems);
the specific service has been purchased from an external party (as in
an interconnect service).
the specific service is delivered by an external party.
Where the engagement with an external party is for purchased or
delivered services, as the case may be, the tracking and management
of the party problem resolution activity is actually performed by the
Party Problem Handling processes, with the Track & Manage Service
Problem processes relegated to an overall coordination role. The Track
& Manage Service Problem processes will also inform the Close Service
Problem processes by modifying the service trouble report status to
cleared when the service problem has been resolved.
Explanatory
Mandatory
Optional
Interactions
Report Service Problem

Brief Description
Monitor the status of service trouble reports, provide notifications of
any changes and provide management reports. This includes service
trouble caused by security events.
The objective of the Report Service Problem processes is to monitor the
status of service trouble reports, provide notifications of any changes
and provide management reports.
of service trouble reports and managing notifications to processes and
other parties registered to receive notifications of any status changes,
for example, Service Quality Management and Customer QoS/SLA
Management processes. Notification lists are managed and
maintained by the Support Service Problem Management processes.
These processes record, analyze and assess the service trouble report
Page 797 of 1540


Problem Management process. These specialized summaries could be
specific reports required by specific audiences.
These processes will make the necessary reports about the problem
that occurred, the root cause and the activities carried out for
restoration.
Explanatory
Mandatory
Optional
Interactions
Close Service Trouble Report

Brief Description
Close a service trouble report when the service problem has been
resolved
The objective of the Close Service Trouble Report processes is to close
a service trouble report when the service problem has been resolved.
These processes monitor the status of all open service trouble reports,
and recognize that a service trouble report is ready to be closed when
the status is changed to cleared.
Explanatory
Mandatory
Optional
Interactions
Survey & Analyze Service Problem

Page 798 of 1540

Brief Description
Monitor service alarm event notifications and manage service alarm
event records in real-time. Service alarm events include security event
alarms.
The objective of the Survey & Analyze Service Problem processes is to
monitor service alarm event notifications and manage service alarm
event records in real-time.
Responsibilities of the Survey & Analyze Service Problem processes
Detecting and collecting service alarm event notifications;
Initiating and managing service alarm event records;
Performing service alarm event notification localization analysis;
Correlating and filtering service alarm event records;
Reporting service alarm event record status changes to other
processes;
Managing service alarm event record jeopardy conditions.
Service alarm event notification analysis encompasses the
identification of the service alarm event in terms of reporting entity
and nature of the service alarm event. It will then analyze the service
alarm events based on a number of criteria and then suppress
redundant, transient or implied service alarm events by means of
filtering and correlation. It includes the notification of new service
alarm event records, or status changes of previously reported service
alarm event records, as well as abatement messages when service
alarm event records have been cleared.
The analysis will correlate service alarm event notifications to planned
outage notifications to remove false service alarm event notifications
arising as a result of the planned outage activity.
These processes may determine that a service alarm event notification
may represent a customer impacting condition. In these circumstances
this process is responsible for indicating a potential customer problem
to the Problem Handling processes. As a part of this indication this
process is responsible for identifying the impacted deployed product
instances associated with the service instances presenting alarm event
notifications and passing this information to the Problem Handling
processes.
Service alarm event record correlation and filtering encompasses the
correlation of redundant, transient or implied service alarm event
notifications with a specific root cause service alarm event
Page 799 of 1540

notification and associated service alarm event record.

The Survey & Analyze Service Problem processes might trigger a welldefined action based on specific service alarm event notification
information as well as the non-arrival of service alarm event
notification information after a specific time interval has elapsed.
These processes are also responsible for monitoring and triggering the
appropriate action when a service alarm event record is not cleared
within a pre-defined period of time.
Explanatory
Mandatory
Optional
Interactions
1.4.6.1 Create Service Trouble Report
Figure 201. 1.4.6.1 Create Service Trouble Report decomposition
Create Service Trouble Report

Page 800 of 1540

Brief Description
Create a new service trouble report.
The objective of the Create Service Trouble Report process is to create
a new service trouble report.
A new service trouble report may be created as a result of service
service alarm event records, undertaken by the Survey & Analyze
Service Problem processes, or at the request of analysis undertaken by
other processes in the Customer ( in particular a Customer Problem
Report can generate one or more Service Trouble Reports), Service or
Resource Domains which detect that some form of failure has occurred
for which service restoration activity is required to restore normal
operation.
Problem processes, the Create Service Trouble Report processes are
for the Service Problem Management processes, and for requested
These processes will make estimates of the time to restore service
which will be included in the new service trouble report so that other
Explanatory
Mandatory
Optional
Interactions
Generate Service Problem

Brief Description
This process creates a new Service Trouble report.
Explanatory
Page 801 of 1540

Mandatory
This process creates a new Service Trouble report.
Optional
Interactions
Convert Report To Service Problem Format

Brief Description
Problem processes, this process is responsible for converting the
received information into a form suitable for the Service Problem
Management processes, and for requested additional information if
required.
Explanatory
Mandatory
Optional
Interactions
Estimate Time For Restoring Service

Brief Description
This process estimates the time to restore service which is included in
the new Service Trouble report so that other processes can gain access
to this information.
Explanatory
Page 802 of 1540

Mandatory
Optional
Interactions
1.4.6.2 Diagnose Service Problem
Figure 202. 1.4.6.2 Diagnose Service Problem decomposition
Diagnose Service Problem

Brief Description
Identify the root cause of the specific service problem, including those
service problems related to security events.
The objective of the Diagnose Service Problem processes is to identify
the root cause of the specific service problem. These processes are
invoked by the Track & Manage Service Problem processes.
Verifying whether the service configuration matches the appropriate
product features;
Performing diagnostics against the specific services;
Running tests against the specific services;
Page 803 of 1540

Starting and stopping audits against specific services

Scheduling routine testing of the specific services.
The Diagnose Service Problem processes will make the results of the
root cause analysis available to other processes. The Diagnose Service
Problem processes will update the open service trouble report, as
identified.
When the process is complete the Diagnose Service Problem processes
will notify the Track & Manage Service Problem processes.
Explanatory
Mandatory
Optional
Interactions
Verify Service Configuration

Brief Description
This process verifies whether the service configuration matches the
appropriate product features.
Explanatory
Mandatory
This process verifies whether the service configuration matches the
appropriate product features.
Optional
Interactions
Perform Specific Service Problem Diagnostics

Page 804 of 1540

Brief Description
This process performs diagnostics against the specific services.
Explanatory
Mandatory
This process performs diagnostics against the specific services.
Optional
Interactions
Perform Specific Service Problem Tests

Brief Description
Explanatory
Mandatory
Optional
Interactions
Schedule Routine Service Problem Tests

Brief Description
This process schedules routine testing of the specific services.
Page 805 of 1540

Explanatory
Mandatory
This process schedules routine testing of the specific services.
Optional
Interactions
Stop And Start Audit On Services

Brief Description
This process starts and stops audits against specific services.
Explanatory
Mandatory
This process starts and stops audits against specific services.
Optional
Interactions
Notify T&M Root Cause Service Problem

Brief Description
This process makes the results of the root cause analysis available to
other processes. It updates the open Service Trouble report, as
identified. This process notifies the Track & Manage Service Problem
processes.
Page 806 of 1540

Explanatory
other processes.
Mandatory
It updates the open Service Trouble report, as required during the
assessment, and when the root cause has been identified. This process
notifies the Track & Manage Service Problem processes.
Optional
Interactions
Categorize Service Problem

Brief Description
This process is responsible for categorizing the service problem
at SM&O level. Moreover, this activity will be carried out with
appropriate diligence, in order to provide inputs to the "Track &
Manage Service Problem" process.
This process is responsible for categorizing the service problem
at SM&O level. Moreover, this activity will be carried out with
Manage Service Problem" process.
Explanatory
Mandatory
Optional
Interactions
Page 807 of 1540

1.4.6.3 Correct & Resolve Service Problem
Figure 203. 1.4.6.3 Correct & Resolve Service Problem decomposition
Correct & Resolve Service Problem

Brief Description
possible
The objective of the Correct & Resolve Service Problem processes is to
restore the service to a normal operational state as efficiently as
possible.
service alarm event notification, automatic restoration procedures
Correct & Resolve Service Problem processes from the Track & Manage
Service Problem processes.
parameters.
For large service failures requiring extensive re-assignment and/or reconfiguration activity to restore normal operation, these processes will
attempt to implement work-arounds to recover the specific service
operation. In these circumstances, recovery of normal operation may
require invocation of the Support Service Problem Management
processes.
Page 808 of 1540

attempt at service restoration to Track & Manage Service Problem

through updates to the associated service trouble report.
Explanatory
Mandatory
Optional
Interactions
Reassign / Reconfigure Failed Service

Brief Description
and/or security parameters. It also reports successful restoration of
normal operation or an unsuccessful attempt at restoration to Track &
Manage Service Problem through updates to the associated Service
Trouble report.
Explanatory
Mandatory
parameters.
Optional
Interactions
It also reports successful restoration of normal operation or an
unsuccessful attempt at restoration to Track & Manage Service Problem
through updates to the associated Service Trouble report.
Manage Service Restoration

Page 809 of 1540

Brief Description
service alarm event notification, this restoration process might be
triggered. It reports successful restoration of normal operation or an
Explanatory
Mandatory
service alarm event notification, this restoration process might be
triggered.
Optional
Interactions
It reports successful restoration of normal operation or an
Implement Service Problem Work Arounds

Brief Description
For large service failures requiring extensive re-assignment and/or reconfiguration activity to restore normal operation, this process will
attempt to implement workarounds to recover the specific service
operation. It also reports restoration through temporary workarounds
or an unsuccessful attempt at restoration to Track & Manage Service
Problem through updates to the associated Service Trouble report.
Explanatory
Used for large service failures requiring extensive re-assignment and/or
re-configuration activity to restore normal operation,
Mandatory
Page 810 of 1540


Optional
Interactions
Reports restoration to Track & Manage Service Problem through
updates to the associated Service Trouble report.
Invoke Support Service Problem Management Processes

Brief Description
This process recovers normal operation by invocation of the Support
Service Problem Management processes. It also reports successful
restoration of normal operation or an unsuccessful attempt at
restoration to Track & Manage Service Problem through updates to the
associated Service Trouble report.
Explanatory
Mandatory
Service Problem Management processes. It also reports successful
restoration to Track & Manage Service Problem through updates to the
associated Service Trouble report.
Optional
Interactions
Reports successful restoration to Track & Manage Service Problem
Review Major Service Problem

Brief Description
To review the resolution of service problems that have been
Page 811 of 1540


To review the resolution of service problems that have been
Explanatory
Mandatory
Optional
Interactions
Monitor Service Alarms Events

Brief Description
This process is responsible for collecting and monitoring events and
alarms provided by services though systems and monitoring tools.
alarms provided by services though systems and monitoring tools.
Explanatory
Mandatory
Optional
Interactions
Categorize Service Alarm Event

Brief Description
This process is responsible for categorizing the service alarm events in
Page 812 of 1540

order to support the management, filtering and correlation of events at

SM&O level.
This process is responsible for categorizing the service alarm events in
order to support the management, filtering and correlation of events at
SM&O level.
Explanatory
Mandatory
Optional
Interactions
1.4.6.4 Track & Manage Service Problem
Figure 204. 1.4.6.4 Track & Manage Service Problem decomposition
Track & Manage Service Problem

Brief Description
Ensure that testing, repair and restoration activities are assigned,
required for any open service trouble reports in jeopardy
The purpose of the Track & Manage Service Problem processes is to
Page 813 of 1540

ensure that testing, repair and restoration activities are assigned,

required for any open service trouble reports in jeopardy.
Adding additional information to an open service trouble report based
on the first-in testing;
activities;
to Create Resource Trouble Report based on specific service trouble
reports;
Modifying information in an existing service trouble report based on
assignments;
Modifying the service trouble report status;
Canceling a service trouble report when the specific problem was
related to a false service alarm event
Monitoring the jeopardy status of open service trouble reports, and
escalating service trouble reports as necessary.
Problem process is responsible for initiating requests, through Party
Problem Handling processes for restoration and recovery by the party
related to the specific resource components.
The Track & Manage Service Problem processes are responsible for
engaging external parties in correction and recovery activities when:
resolve the service problem, (which may be automatic in the case of
highest priority service problems);
the specific service has been purchased from an external party (as in
an interconnect service).
the specific service is delivered by an external party.
Where the engagement with an external party is for purchased or
delivered services, as the case may be, the tracking and management
of the party problem resolution activity is actually performed by the
Party Problem Handling processes, with the Track & Manage Service
Problem processes relegated to an overall coordination role. The Track
& Manage Service Problem processes will also inform the Close Service
Page 814 of 1540

Problem processes by modifying the service trouble report status to

cleared when the service problem has been resolved.
Explanatory
Mandatory
Optional
Interactions
Coordinate Service Problem

Brief Description
appropriate sequence. It schedules, assigns and coordinates repair
and restoration activities, undertakes necessary tracking of the
execution progress, modifies information in an existing Service Trouble
report based on assignments, and modifies the Service Trouble report
status.
Explanatory
status.
Mandatory
status.
Page 815 of 1540

Optional
Interactions
Perform First in Service Testing

Brief Description
This process initiates first-in testing using automated remote testing
capabilities, and adds additional information to an open Service Trouble
report based on the first-in testing.
Explanatory
Mandatory
capabilities, and adds additional information to an open Service Trouble
report based on the first-in testing.
Optional
Interactions
Cancel Service Problem

Brief Description
This process cancels a Service Trouble report when the specific trouble
was related to a false alarm event.
Explanatory
Mandatory
This process cancels a Service Trouble report when the specific trouble
was related to a false alarm event.
Page 816 of 1540

Optional
Interactions
Escalate/End Service Problem

Brief Description
actors when a service problem cannot be solved by the current
supports levels at SM&O level, or, it can be escalated to others actors,
such as, resource provider or other external parties. It is essential the
ability to rapidly escalate service problems according to clear and
agreed rules.
Explanatory
Mandatory
This process monitors the jeopardy status of open Service Trouble
reports, and escalates Service Trouble reports as necessary.
Optional
Interactions
Perform Final Service Test

Brief Description
This process initiates any final testing to confirm clearance of the
Service Problem.
Explanatory
Page 817 of 1540

Mandatory
Service Problem.
Optional
Interactions
Prioritize Service Problem

Brief Description
This process is responsible for assigning the prioritization to service
problem in order to establish an order for managing it. The
prioritization is assigned (usually automatically) according to criteria,
such as, categorization, services affected and SLAs.
This process is responsible for assigning the prioritization to service
problem in order to establish an order for managing it. The
prioritization is assigned (usually automatically) according to criteria,
such as, categorization, services affected and SLAs.
Explanatory
Mandatory
Optional
Interactions
Page 818 of 1540

1.4.6.5 Report Service Problem
Figure 205. 1.4.6.5 Report Service Problem decomposition
Report Service Problem

Brief Description
Monitor the status of service trouble reports, provide notifications of
any changes and provide management reports. This includes service
The objective of the Report Service Problem processes is to monitor the
status of service trouble reports, provide notifications of any changes
and provide management reports.
of service trouble reports and managing notifications to processes and
for example, Service Quality Management and Customer QoS/SLA
Management processes. Notification lists are managed and
maintained by the Support Service Problem Management processes.
These processes record, analyze and assess the service trouble report
Problem Management process. These specialized summaries could be
These processes will make the necessary reports about the problem
restoration.
Explanatory
Page 819 of 1540

Mandatory
Optional
Interactions
Monitor Service Problem

Brief Description
Service Trouble reports and managing notifications to processes and
for example, Resource Performance Management and Service Quality
Management. Notification lists are managed and maintained by the
Support Service Problem Management processes.
Explanatory
Mandatory
Service Trouble reports and managing notifications to processes and
Management.
Optional
Interactions
Notification lists are managed and maintained by the Support Service
Distribute Service Problem Notifications

Brief Description
This process makes the necessary reports about the Service Problem
restoration.
Page 820 of 1540

Explanatory
Mandatory
restoration.
Optional
Interactions
Distribute Service Problem Management Reports & Summaries

Brief Description
This process records, analyzes and assesses the Service Performance
Degradation Report status changes to provide management reports
the overall Service Quality Management process. These specialized
summaries could be specific reports required by specific audiences.
Explanatory
specific audiences.
Mandatory
the overall Service Quality Management process.
Optional
Interactions
Page 821 of 1540

1.4.6.7 Survey & Analyze Service Problem
Figure 206. 1.4.6.7 Survey & Analyze Service Problem decomposition
Survey & Analyze Service Problem

Brief Description
Monitor service alarm event notifications and manage service alarm
event records in real-time. Service alarm events include security event
alarms.
The objective of the Survey & Analyze Service Problem processes is to
monitor service alarm event notifications and manage service alarm
Responsibilities of the Survey & Analyze Service Problem processes
Detecting and collecting service alarm event notifications;
Initiating and managing service alarm event records;
Performing service alarm event notification localization analysis;
Correlating and filtering service alarm event records;
Reporting service alarm event record status changes to other
processes;
Managing service alarm event record jeopardy conditions.
Service alarm event notification analysis encompasses the
identification of the service alarm event in terms of reporting entity
and nature of the service alarm event. It will then analyze the service
alarm events based on a number of criteria and then suppress
redundant, transient or implied service alarm events by means of
filtering and correlation. It includes the notification of new service
alarm event records, or status changes of previously reported service
alarm event records, as well as abatement messages when service
Page 822 of 1540

The analysis will correlate service alarm event notifications to planned

These processes may determine that a service alarm event notification
processes.
Service alarm event record correlation and filtering encompasses the
correlation of redundant, transient or implied service alarm event
notifications with a specific root cause service alarm event
notification and associated service alarm event record.
The Survey & Analyze Service Problem processes might trigger a welldefined action based on specific service alarm event notification
information as well as the non-arrival of service alarm event
appropriate action when a service alarm event record is not cleared
Explanatory
Mandatory
Optional
Interactions
Manage Service Alarm Event Notifications

Brief Description
This process may determine that a service alarm event notification
Page 823 of 1540


processes.
Explanatory
This process may determine that a service alarm event notification
to the Problem Handling processes.
Mandatory
This process is responsible for identifying the impacted deployed
product instances associated with the service instances presenting
alarm event notifications and passing this information to the Problem
Handling processes.
Optional
Interactions
Filter Service Alarm Event Notifications

Brief Description
This process encompasses the correlation of redundant, transient or
implied service alarm event notifications with a specific root cause
service alarm event notification and associated service alarm event
record.
Explanatory
Mandatory
record.
Optional
Page 824 of 1540

Interactions
Correlate Service Alarm Event Notifications

Brief Description
record. This process correlates service alarm event notifications to
planned outage notifications to remove false service alarm event
notifications arising as a result of the planned outage activity.
Explanatory
record.
Mandatory
This process correlates service alarm event notifications to planned
Optional
Interactions
Abate Service Alarm Event Records

Brief Description
This process includes the notification of new service alarm event
records, or status changes of previously reported service alarm event
records, as well as abatement messages when service alarm event
records have been cleared.
Page 825 of 1540

Explanatory
Mandatory
This process includes the notification of new service alarm event
records, or status changes of previously reported service alarm event
records, as well as abatement messages when service alarm event
Optional
Interactions
Trigger Defined Service Alarm Action

Brief Description
This process triggers a well-defined action based on specific service
alarm event notification information as well as the non-arrival of
service alarm event notification information after a specific time
interval has elapsed. This process is also responsible for monitoring
and triggering the appropriate action when a service alarm event
record is not cleared within a pre-defined period of time.
Explanatory
Mandatory
This process triggers a well-defined action based on specific service
service alarm event notification information after a specific time
and triggering the appropriate action when a service alarm event
Optional
Interactions
Page 826 of 1540

1.4.7 Service Quality Management
Figure 207. 1.4.7 Service Quality Management decomposition
Service Quality Management

Brief Description
Managing, tracking, monitoring, analyzing, improving and reporting on
the performance of specific services
Managing, tracking, monitoring, analyzing, improving and reporting on
the performance of specific services.
Explanatory
Mandatory
Optional
Interactions
Monitor Service Quality

Page 827 of 1540

Brief Description
Monitor received service quality information and undertake first-in
detection
The objective of the Monitor Service Quality processes is to monitor
received service quality information and undertake first-in detection.
Undertake the role of first in detection and collection by monitoring
and logging the received specific service performance quality data;
Comparing the received specific service performance quality data to
performance quality standards set for each specific service (available
from the Service Inventory);
Assessing and recording received specific service performance
quality data which is within tolerance limits for performance quality
standards, and for which continuous monitoring and measuring of
performance is required;
Recording the results of the continuous monitoring for reporting
through the Report Service Quality Performance processes;
Detect performance quality threshold violations which represent
specific service failures due to abnormal performance;
Pass information about specific service failures due to performance
quality threshold violations to Service Problem Management to manage
any necessary restoration activity as determined by that process;
Pass information about potential specific customer SLA/QoS
performance degradations arising from specific service quality
performance degradations (using knowledge about service to
purchased product offering linkages) to Problem Handling to manage
Detect performance degradation for specific services which provide
early warning of potential issues;
Forward service performance degradation notifications to other
Service Quality Management processes, which manage activities to
restore normal specific service performance quality
Log specific service performance quality degradation and violation
details within the repository in the Manage Service Inventory processes
to ensure historical records are available to support the needs of other
processes.
The processes also perform automated service testing using simulated
calls simulating standard user behavior, and collect data related to
service usage which may supply information to other processes (i.e.
marketing, service cost, etc.) and identify abnormal usage by the
service users (i.e. bad passwords, terminal configurations, etc.).
Explanatory
Page 828 of 1540

Mandatory
Optional
Interactions
Analyze Service Quality

Brief Description
Analyze and evaluate the service quality performance of specific
services
The purpose of the Analyze Service Quality processes is to analyze the
information received from the Monitor Service Quality process to
evaluate the service quality performance of specific services.
Using the data from Monitor Service Quality, these processes will
correlate events in order to filter repetitive alarms and failure events
that do not affect the quality delivered, and they will calculate key
service quality indicators, (such as Mean Time Between Failures and
other chronic problems).
Undertaking analysis as required on specific service performance
information received from the Monitor Service Quality processes;
Initiating, modifying and cancelling continuous performance data
collection schedules for specific services required to analyze specific
service performance. These schedules are established through
requests sent to the Enable Service Quality Management processes.
Determining the root causes of specific service performance
degradations and violations;
Recording the results of the analysis and intermediate updates in the
Service Inventory for historical analysis and for use as required by
other processes
Undertaking specific detailed analysis (if the original requested came
from Customer QoS/SLA Management processes) to discover the root
cause of customer QoS performance degradations that may be arising
due to interactions between service instances, without any specific
service instance having an unacceptable performance in its own right.
Explanatory
Page 829 of 1540

Mandatory
Optional
Interactions
Improve Service Quality

Brief Description
Restore the service quality to a normal operational state as efficiently
as possible.
The objective of the Improve Service Quality processes is to restore the
service quality to a normal operational state as efficiently as possible.
These processes follow service improvement plans specified by the
external party, or use service improvement plans developed by the
service provider. Where appropriate service improvement plans are
not available these processes are responsible for developing
appropriate service improvement plans.
Where activity to improve service quality performance is likely to
impact other in-use specific services, this process is responsible for
providing appropriate notification of the improvement proposal and
ensuring authorization is received to proceed with the service
improvement plan. When the service improvement activity is about to
commence, these processes are responsible for notifying when service
improvement activity is commencing and when it is completed.
Based on the information determined within the Analyze Service
Quality processes and the nature of the specific service degradation,
these processes may possibly re-assign services or re-configure service
parameters.
Explanatory
Mandatory
Optional
Interactions
Page 830 of 1540

Report Service Quality Performance

Brief Description
Monitor the status of service performance degradation reports, provide
notifications of any changes and provide management reports
The objective of the Report Service Quality Performance processes is to
monitor the status of service performance degradation reports, provide
notifications of any changes and provide management reports.
of service performance degradation reports and managing notifications
to other processes in the SM&O and other process layers, and to other
These processes record, analyze and assess the service performance
overall Service Quality Management process. These specialized
service quality standards to other processes. These constraints may
include specific resource failures, capacity shortages due to
unexpected demand peaks, etc.
Explanatory
Mandatory
Optional
Interactions
Create Service Performance Degradation Report

Brief Description
Create a new service performance degradation report.
Page 831 of 1540

The objective of the Create Service Performance Degradation Report
process is to create a new service performance degradation report,
modify existing service performance degradation reports, and request
cancellation of existing service performance degradation reports.
A new service performance degradation report may be created as a
result of specific service performance notifications undertaken by the
Monitor Service Performance processes, or at the request of analysis
undertaken by other CRM, SM&O or RM&O processes which detect that
some form of deterioration or failure has occurred requires an
assessment of the specific service performance.
If the service performance degradation report is created as a result of a
notification or request from processes other than Monitor Service
Performance processes, the Create Service Performance Degradation
information into a form suitable for the Service Performance
required.
Explanatory
Mandatory
Optional
Interactions
Track & Manage Service Quality Performance Resolution

Brief Description
Efficiently assign, coordinate and track specific service performance
open service performance degradation reports in jeopardy.
The objective of the Track & Manage Service Quality Performance
specific service performance analysis, restoration and improvement
activities, and escalate any open service performance degradation
reports in jeopardy.
Page 832 of 1540

Adding additional information to an open service performance

Scheduling, assigning and coordinating analysis and specific service
other processes;
to Create Resource Trouble Report based on specific service
related to resources;
Modifying information in an existing service performance degradation
report based on assignments;
Modifying the service performance degradation report status;
Canceling a service performance degradation report when the
specific request was related to a false service failure event
Monitoring the jeopardy status of open service performance
degradation reports, and escalating service performance degradation
reports as necessary.
Quality Performance process is responsible for initiating requests,
through Party Performance Management for resolution by the party
responsible for the specific resource components.
The Track & Manage Service Quality Performance Resolution processes
will also inform the Close Service Performance Degradation Report
processes by modifying the service performance degradation report
status to cleared when the specific service performance quality issues
have been resolved.
Explanatory
Mandatory
Optional
Interactions
Close Service Performance Degradation Report

Page 833 of 1540

Brief Description
Close a service performance degradation report when the service
performance has been resolved
The objective of the Close Service Performance Degradation Report
processes is to close a service performance degradation report when
the service performance has been resolved.
These processes monitor the status of all open service performance
degradation reports, and recognize that a service performance
degradation report is ready to be closed when the status is changed to
cleared.
Explanatory
Mandatory
Optional
Interactions
1.4.7.1 Monitor Service Quality
Figure 208. 1.4.7.1 Monitor Service Quality decomposition
Monitor Service Quality

Page 834 of 1540

Brief Description
Monitor received service quality information and undertake first-in
detection
The objective of the Monitor Service Quality processes is to monitor
received service quality information and undertake first-in detection.
Undertake the role of first in detection and collection by monitoring
and logging the received specific service performance quality data;
Comparing the received specific service performance quality data to
performance quality standards set for each specific service (available
from the Service Inventory);
Assessing and recording received specific service performance
quality data which is within tolerance limits for performance quality
through the Report Service Quality Performance processes;
Detect performance quality threshold violations which represent
specific service failures due to abnormal performance;
Pass information about specific service failures due to performance
quality threshold violations to Service Problem Management to manage
Pass information about potential specific customer SLA/QoS
Detect performance degradation for specific services which provide
early warning of potential issues;
Forward service performance degradation notifications to other
restore normal specific service performance quality
Log specific service performance quality degradation and violation
details within the repository in the Manage Service Inventory processes
to ensure historical records are available to support the needs of other
processes.
The processes also perform automated service testing using simulated
calls simulating standard user behavior, and collect data related to
service usage which may supply information to other processes (i.e.
marketing, service cost, etc.) and identify abnormal usage by the
service users (i.e. bad passwords, terminal configurations, etc.).
Explanatory
Page 835 of 1540

Mandatory
Optional
Interactions
Manage Service Performance Quality Data

Brief Description
This process monitors and logs the received specific service
performance quality data, compares the received specific service
performance quality data to performance quality standards set for
each specific service (available from the Service Inventory), detect
performance quality threshold violations which represent specific
service failures due to abnormal performance, and detects
performance degradation for specific services which provide early
warning of potential issues.
Explanatory
Mandatory
This process monitors and logs the received specific service
performance quality data, compares the received specific service
performance quality data to performance quality standards set for
each specific service (available from the Service Inventory), detect
performance quality threshold violations which represent specific
service failures due to abnormal performance, and detects
performance degradation for specific services which provide early
warning of potential issues.
Optional
Interactions
Record Service Performance Quality Data

Page 836 of 1540

Brief Description
This process assesses and records received specific service
performance quality data which is within tolerance limits for
performance quality standards, and for which continuous monitoring
and measuring of performance is required. It records the results of the
continuous monitoring for reporting through the Report Service Quality
Performance processes, and logs specific service performance quality
degradation and violation details within the repository in the Manage
Service Inventory processes to ensure historical records are available
to support the needs of other processes.
Explanatory
This process assesses and records received specific service
performance quality data which is within tolerance limits for
performance quality standards, and for which continuous monitoring
and measuring of performance is required.
Mandatory
It records the results of the continuous monitoring for reporting
through the Report Service Quality Performance processes, and logs
specific service performance quality degradation and violation details
within the repository in the Manage Service Inventory processes to
ensure historical records are available to support the needs of other
processes.
Optional
Interactions
Correlate Service Performance Event Notifications

Brief Description
This process passes information about specific service failures due to
performance quality threshold violations to Service Problem
Management to manage any necessary restoration activity as
determined by that process. It passes information about potential
specific customer SLA/QoS performance degradations arising from
specific service quality performance degradations (using knowledge
about service to purchased
product offering linkages) to Problem Handling to manage any
necessary restoration activity as determined by that process. It
Page 837 of 1540

forwards service performance degradation notifications to other

restore normal specific service performance quality.
Perform automated service testing using simulated calls simulating
standard user behavior, collect data related to service usage
Explanatory
This process passes information about specific service failures due to
performance quality threshold violations to Service Problem
Management to manage any necessary restoration activity as
determined by that process.
Mandatory
passes information about potential specific customer SLA/QoS
any necessary restoration activity as determined by that process. It
forwards service performance degradation notifications to other
restore normal specific service performance quality.
Perform automated service testing using simulated calls simulating
standard user behavior, collect data related to service usage
Optional
Interactions
This process forwards service performance degradation notifications to
other Service Quality Management processes
Page 838 of 1540

1.4.7.2 Analyze Service Quality
Figure 209. 1.4.7.2 Analyze Service Quality decomposition
Analyze Service Quality

Brief Description
Analyze and evaluate the service quality performance of specific
services
The purpose of the Analyze Service Quality processes is to analyze the
information received from the Monitor Service Quality process to
evaluate the service quality performance of specific services.
Using the data from Monitor Service Quality, these processes will
correlate events in order to filter repetitive alarms and failure events
that do not affect the quality delivered, and they will calculate key
service quality indicators, (such as Mean Time Between Failures and
other chronic problems).
Undertaking analysis as required on specific service performance
information received from the Monitor Service Quality processes;
collection schedules for specific services required to analyze specific
service performance. These schedules are established through
Page 839 of 1540


Determining the root causes of specific service performance
Service Inventory for historical analysis and for use as required by
other processes
Explanatory
Mandatory
Optional
Interactions
Perform Specific Service Performance Diagnostics

Brief Description
This process performs analysis as required on specific service
performance information received from the Monitor Service Quality
processes. It determines the root causes of specific service
performance degradations and violations, records the results of the
analysis and intermediate updates in the Service Inventory for
historical analysis and for use as required by other processes, and
undertakes specific detailed analysis (if the original requested came
Explanatory
This process performs analysis as required on specific service
processes.
Page 840 of 1540

Mandatory
It determines the root causes of specific service performance
degradations and violations, records the results of the analysis and
intermediate updates in the Service Inventory for historical analysis
and for use as required by other processes, and undertakes specific
detailed analysis (if the original requested came from Customer
QoS/SLA Management processes) to discover the root cause of
customer QoS performance degradations that may be arising due to
interactions between service instances, without any specific service
instance having an unacceptable performance in its own right.
Optional
Interactions
Manage Service Performance Data Collection Schedules

Brief Description
This process initiates, modifies and cancels continuous performance
data collection schedules for specific services required to analyze
specific service performance. These schedules are established through
Explanatory
Mandatory
data collection schedules for specific services required to analyze
specific service performance.
Optional
Interactions
These schedules are established through requests sent to the Enable
Service Quality Management processes.
Page 841 of 1540

1.4.7.3 Improve Service Quality
Figure 210. 1.4.7.3 Improve Service Quality decomposition
Improve Service Quality

Brief Description
Restore the service quality to a normal operational state as efficiently
as possible.
The objective of the Improve Service Quality processes is to restore the
service quality to a normal operational state as efficiently as possible.
These processes follow service improvement plans specified by the
external party, or use service improvement plans developed by the
service provider. Where appropriate service improvement plans are
not available these processes are responsible for developing
appropriate service improvement plans.
commence, these processes are responsible for notifying when service
these processes may possibly re-assign services or re-configure service
parameters.
Explanatory
Page 842 of 1540

Mandatory
Optional
Interactions
Reassign / Reconfigure Service or Service Parameters

Brief Description
this process may re-assign services or re-configure service parameters.
Explanatory
Mandatory
this process may re-assign services or re-configure service parameters.
Optional
Interactions
Manage Service Improvement Notification and Authorization

Brief Description
commence, this process is responsible for notifying when service
Page 843 of 1540

Explanatory
Applies where activity to improve service quality performance is likely
to impact other in-use specific services.
Mandatory
This process is responsible for providing appropriate notification of the
improvement proposal and ensuring authorization is received to
proceed with the service improvement plan. When the service
improvement activity is about to commence, this process is responsible
for notifying when service improvement activity is commencing and
when it is completed.
Optional
Interactions
Develop Service Improvement Plans

Brief Description
Where appropriate service improvement plans are not available this
process is responsible for developing appropriate service improvement
plans.
Explanatory
Mandatory
Where appropriate service improvement plans are not available this
process is responsible for developing appropriate service improvement
plans.
Optional
Interactions
Page 844 of 1540

1.4.7.4 Report Service Quality

Performance
Figure 211. 1.4.7.4 Report Service Quality Performance decomposition
Report Service Quality Performance

Brief Description
Monitor the status of service performance degradation reports, provide
notifications of any changes and provide management reports
The objective of the Report Service Quality Performance processes is to
monitor the status of service performance degradation reports, provide
of service performance degradation reports and managing notifications
to other processes in the SM&O and other process layers, and to other
These processes record, analyze and assess the service performance
overall Service Quality Management process. These specialized
service quality standards to other processes. These constraints may
include specific resource failures, capacity shortages due to
unexpected demand peaks, etc.
Page 845 of 1540

Explanatory
Mandatory
Optional
Interactions
Monitor Service Performance Degradation Report

Brief Description
Service Performance Degradation Reports and managing notifications
to processes and other parties registered to receive notifications of any
status changes. Notification lists are managed and maintained by the
Enable Service Quality Management processes.
Explanatory
Mandatory
Service Performance Degradation Reports and managing notifications
status changes.
Optional
Interactions
Report Constraints to Other Processes

Brief Description
This process reports any identified constraints that can affect service
quality standards to other processes. These constraints may include
Page 846 of 1540

specific resource failures, capacity shortages due to unexpected

demand peaks, etc.
Explanatory
Mandatory
This process reports any identified constraints that can affect service
quality standards to other processes. These constraints may include
specific resource failures, capacity shortages due to unexpected
demand peaks, etc.
Optional
Interactions
Distribute Service Quality Management Reports & Summaries

Brief Description
Explanatory
specific audiences.
Mandatory
Optional
Interactions
Page 847 of 1540

1.4.7.5 Create Service Performance

Degradation Report
Figure 212. 1.4.7.5 Create Service Performance Degradation Report decomposition
Create Service Performance Degradation Report

Brief Description
Create a new service performance degradation report.
The objective of the Create Service Performance Degradation Report
process is to create a new service performance degradation report,
modify existing service performance degradation reports, and request
cancellation of existing service performance degradation reports.
A new service performance degradation report may be created as a
result of specific service performance notifications undertaken by the
Page 848 of 1540


Performance processes, the Create Service Performance Degradation
information into a form suitable for the Service Performance
required.
Explanatory
Mandatory
Optional
Interactions
Generate Service Performance Degradation Problem

Brief Description
This process creates a new Service Performance Degradation Report as
a result of specific service performance notifications undertaken by the
Explanatory
Mandatory
This process creates a new Service Performance Degradation Report as
a result of specific service performance notifications undertaken by the
Optional
Interactions
Page 849 of 1540

Convert Report To Service Performance Degradation Report Format

Brief Description
Performance processes, this process responsible for converting the
received information into a form suitable for the Service Performance
required.
Explanatory
Applies where the service performance degradation report is created
as a result of a notification or request from processes other than
Monitor Service Performance processes,
Mandatory
This process is responsible for converting the received information into
a form suitable for the Service Performance Management processes,
Optional
Interactions
Page 850 of 1540

1.4.7.6 Track & Manage Service Quality

Figure 213. 1.4.7.6 Track & Manage Service Quality Performance Resolution decomposition
Track & Manage Service Quality Performance Resolution

Brief Description
Efficiently assign, coordinate and track specific service performance
open service performance degradation reports in jeopardy.
The objective of the Track & Manage Service Quality Performance
specific service performance analysis, restoration and improvement
activities, and escalate any open service performance degradation
reports in jeopardy.
Adding additional information to an open service performance
Scheduling, assigning and coordinating analysis and specific service
other processes;
to Create Resource Trouble Report based on specific service
related to resources;
Modifying information in an existing service performance degradation
report based on assignments;
Modifying the service performance degradation report status;
Page 851 of 1540

Canceling a service performance degradation report when the

specific request was related to a false service failure event
Monitoring the jeopardy status of open service performance
degradation reports, and escalating service performance degradation
Quality Performance process is responsible for initiating requests,
through Party Performance Management for resolution by the party
responsible for the specific resource components.
The Track & Manage Service Quality Performance Resolution processes
will also inform the Close Service Performance Degradation Report
processes by modifying the service performance degradation report
status to cleared when the specific service performance quality issues
have been resolved.
Explanatory
Mandatory
Optional
Interactions
Coordinate Service Quality

Brief Description
This process schedules, assigns and coordinates analysis and specific
service performance restoration activities and/or repair activities
delegated to other processes, undertakes necessary tracking of the
execution progress, modifies information in an existing Service
Performance Degradation Report based on assignments, and modifies
the Service Performance Degradation Report status.
Explanatory
Page 852 of 1540

Mandatory
execution progress, modifies information in an existing Service
the Service Performance Degradation Report status.
Optional
Interactions
Request Service Performance Degradation Report Creation and Update

Brief Description
This process generates the respective resource trouble report creation
request(s) to Create Resource Trouble Report based on specific service
related to resources. It modifies information in an existing service
performance degradation report based on assignments, and modifies
the service performance degradation report status.
Explanatory
Mandatory
This process generates the respective resource trouble report creation
request(s) to Create Resource Trouble Report based on specific service
related to resources. It modifies information in an existing service
performance degradation report based on assignments, and modifies
the service performance degradation report status.
Optional
Interactions
Update First in Service Testing Results

Page 853 of 1540

Brief Description
This process adds additional information to an open Service
Performance Degradation Report based on the first-in testing.
Explanatory
Mandatory
This process adds additional information to an open Service
Optional
Interactions
Cancel Service Performance Degradation Report

Brief Description
This process cancels a Service Performance Degradation Report when
the specific trouble was related to a false service failure event.
Explanatory
Mandatory
This process cancels a Service Performance Degradation Report when
the specific trouble was related to a false service failure event.
Optional
Interactions
Escalate/End Service Performance Degradation Report

Page 854 of 1540

Brief Description
This process monitors the jeopardy status of open Service Performance
Degradation Reports, and escalates Service Performance Degradation
Reports as necessary.
Explanatory
Mandatory
This process monitors the jeopardy status of open Service Performance
Degradation Reports, and escalates Service Performance Degradation
Reports as necessary.
Optional
Interactions
Clear Service Performance Degradation Report Status

Brief Description
This process informs the Close Service Performance Degradation
Report process by modifying the Service Performance Degradation
Report status to cleared when the specific service performance quality
issues have been resolved.
Explanatory
Mandatory
Report process by modifying the Service Performance Degradation
Report status to cleared when the specific service performance quality
Optional
Interactions
Report process
Page 855 of 1540

Engage External Service Suppliers

Brief Description
If some specific resource components are owned and managed by
suppliers/partners, this process is responsible for initiating requests,
through S/P Performance Management, for resolution by the
supplier/partner of the specific resource components. This process will
sequence.
Explanatory
Applies where some specific resource components are owned and
managed by suppliers/partners.
Mandatory
This process is responsible for initiating requests, through S/P
Performance Management, for resolution by the supplier/partner of the
specific resource components. This process will co-ordinate all the
the appropriate time and in the appropriate sequence.
Optional
Interactions
Page 856 of 1540

1.4.8 Service Guiding & Mediation
Figure 214. 1.4.8 Service Guiding & Mediation decomposition
Service Guiding & Mediation

Brief Description
Manage usage events by correlating and formatting them into a useful
format as well as guiding them to an appropriate service.
Service Guiding & Mediation processes manage usage events by
correlating and formatting them into a useful format. These processes
include guiding resource events to an appropriate service, mediation of
these usage records, as well as de-duplication of usage records already
processed. These processes provide information on customer-related
and Service-related events to other process areas across assurance
and billing. This includes reports on non-chargeable events and
overcharged events and analysis of event records to identify fraud and
prevent further occurrences.
In many cases, this process is performed by a resource such as a
network element.
Explanatory
Mandatory
Optional
Page 857 of 1540

Interactions
Mediate Service Usage Records

Brief Description
Validate, normalize, convert and correlate usage records collected from
the resource layer
The purpose of the Mediate Service Usage Records process is to
validate, normalize, convert and correlate usage records collected. It
also removes any duplicate usage records that have already been
processed.
Explanatory
Mandatory
Optional
Interactions
Report Service Usage Records

Brief Description
Generate reports on usage records based on requests from other
processes
The purpose of the Report Service Usage Record processes is to
generate reports on service usage records based on requests from
other processes. These processes produce reports that may identify
abnormalities, which may be caused by fraudulent activity or related to
customer complaints.
Explanatory
Mandatory
Page 858 of 1540

Optional
Interactions
Guide Resource Usage Records

Brief Description
Relates the usage record to the appropriate service.
The Guide Resource Usage Records process converts/relates the record
to the appropriate service.
In many cases, this process is performed by a resource such as a
network element.
Explanatory
Mandatory
Optional
Interactions
1.4.8.1 Mediate Service Usage Records
Figure 215. 1.4.8.1 Mediate Service Usage Records decomposition
Mediate Service Usage Records

Page 859 of 1540

Brief Description
the resource layer
The purpose of the Mediate Service Usage Records process is to
validate, normalize, convert and correlate usage records collected. It
also removes any duplicate usage records that have already been
processed.
Explanatory
Mandatory
Optional
Interactions
Validate Service Usage Record

Brief Description
Validate service usage records collected from the resource layer
Explanatory
for example, checking loss of Service Usage Records, illegal characters
in Service Usage Records, invalid field length in Service Usage Records,
the service usage duration mismatching to start time and end time.
Mandatory
The purpose of Validate Service Usage Record process is to validate
service usage records collected from the resource layer. This process is
responsible for collecting the Service Usage Records, filtering out of
non-billing relevant Service Usage Records and validating the Service
Usage Records and their integrity.
Optional
Interactions
Page 860 of 1540

Normalize Service Usage Record

Brief Description
Normalize service usage records to specific expression format.
Explanatory
For example, 10 min voice call can be either expressed by 4 indicators
including start time, end time, duration and QoS, or expressed by 3
indicators excluding end time.
Mandatory
The purpose of Normalize Service Usage Record process is to normalize
Service Usage Records to specific expression format. Service Usage
Records generated by different systems are used distinct expressions
for same record data. This process is responsible for unifying all
Service Usage Records to specific expression manner.
Optional
Interactions
Convert Service Usage Record

Brief Description
Convert service usage records to specific record format.
Explanatory
The Service Usage Records are collected from different upstream
systems and stored in different file formats.
Mandatory
The purpose of Convert Service Usage Record process is to convert
Service Usage Records to specific record format. This process is
responsible for identifying the data formats of collected Service Usage
Records and changing them to specific common data format for
downstream system using. This process is also responsible for
consolidating multiple Service Usage Records and producing more than
Page 861 of 1540

one records from single Service Usage Record for varied billing
requirements.
Optional
Interactions
Correlate Service Usage Record

Brief Description
Correlate collected service usage records.
Explanatory
Since the Service Usage Records are collected from different upstream
system, sometime more than one Service Usage Records store same
service consumption.
Mandatory
The purpose of Correlate Service Usage Record process is to correlate
collected service usage records. In order to resolve this case, this
process is responsible for identifying the correlative Service Usage
Records and associating them together for downstream system use.
Optional
Interactions
Remove Duplicate Service Usage Record

Brief Description
Remove service usage records.
Explanatory
The duplication detection is usually by checking the values of the key
fields of Service Usage Records with combined criteria. Achieving
Page 862 of 1540

service usage records is normally happened when the records are no

need for further billing process.
Mandatory
The purpose of Remove Service Usage Record process is to remove any
duplicate usage records that have already been processed or to
achieve service usage records according to Service Providers policy.
This process includes detect duplicate records and removing them from
billing process.
Optional
Interactions
1.5.1 Resource Strategy & Planning
Figure 216. 1.5.1 Resource Strategy & Planning decomposition
Resource Strategy & Planning

Brief Description
Develop resource strategies, policies and plans for the enterprise,
based on the long-term business, market, product and service
directions of the enterprise.
Resource Strategy & Planning processes develop resource strategies,
Page 863 of 1540

policies and plans for the enterprise, based on the long-term business,
market, product and service directions of the enterprise These
processes understand the capabilities of the existing enterprise
infrastructure, capture the requirements on the infrastructure based on
market, product and service strategies of the enterprise, manage the
capabilities of the suppliers and partners to develop and deliver new
resource capabilities, and define the way that new or enhanced
infrastructure may be deployed.
Research & analysis is performed to determine resource targets as well
as strategies to reach the defined targets. This research may be
obtained from the external market and resource suppliers and
partners, or developed internally through research programs and
activities, or leverage of other internal knowledge. A key input to the
resource strategy arises from the enterprises market, product portfolio
and service strategy and forecasts. A focus is placed on the expansion
of the existing resource capabilities and the identification of new
resource capabilities required.
These processes deliver and develop annual and multi-year resource
plans in support of services, products and offers that include volume
forecasts, negotiation for required levels of resources, gaining resource
development and management as well as supply chain commitment
and executive approval for the plans.
Forecasting of resource demand, and capturing of new opportunities,
are both essential to ensure that the enterprise can construct and
implement the resources necessary for the future needs of their
customers and potential customers.
These processes define the resource implementation standards sought,
key new resource capabilities required, resource support levels and
approaches required, resource design elements to be developed, as
well as resource cost parameters and targets. These processes also
define the policies relating to technical resources and their
implementation.
Explanatory
Mandatory
Optional
Interactions
Gather & Analyze Resource Information

Page 864 of 1540

Brief Description
information to identify new resource requirements and industry
resource capabilities and availability
The Gather & Analyze Resource Information processes research and
to identify new resource requirements and industry resource
capabilities and availability. These processes undertake the necessary
analysis to identify potential opportunities, compare current
capabilities with the identified opportunities, and as a result of the
analysis develop new resource requirements or enhancements to
existing requirements. The new or enhanced resource requirements
include an analysis of the customer value proposition.
relationships with external providers of resource information, and the
management of internal groups used for providing resource
information.
A key source of input to this analysis is derived from the business,
marketing, service and product strategy and planning processes.
Explanatory
Mandatory
Optional
Interactions
Manage Resource Research

Brief Description
are used to provide detailed technical assessment or investigation of
new and emerging resource capabilities
The Manage Resource Research processes manage internally driven
detailed technical assessment or investigation of new and emerging
Page 865 of 1540

resource capabilities. The actual research activity may be totally

internally delivered, or may be outsourced to external parties to
perform the actual research activity. These processes manage the
administration of the research activity, management of any research
prioritization processes, define the assessment methodologies,
administer any actual research contracts with external parties, and
develop and manage any intellectual property and patent
administration required for the resource research activity.
developed within the Supply Chain Development & Management
processes.
Explanatory
Mandatory
Optional
Interactions
Establish Resource Strategy & Architecture

Brief Description
Establish the resource strategies based on market trends, future
existing resource support
The Establish Resource Strategy & Architecture processes establish the
resource strategies based on market trends, future products needs,
available and emerging resource capabilities, and addressing
shortcomings in existing resource performance and operational
support. These processes accept the changing resource requirements
and develop appropriate resource strategies and strategic resource
architectures based on the changing needs of the enterprise, and
increasing expectations of the market. They establish realistic resource
development and delivery goals for the enterprise and services to be
delivered to the market. They establish implementation policies which
act as a set of guidelines to be followed in the Resource Capability
Page 866 of 1540

Delivery processes. They highlight shortcomings in existing resource

performance and operational support arrangements and processes,
including issues associated with resourcing and skill sets.
Major inputs to these processes are derived from the Gather & Analyze
Resource Information and the Manage Resource Research processes
Explanatory
Mandatory
Optional
Interactions
Define Resource Support Strategies

Brief Description
operational organization providing resource support
The Define Resource Support Strategies processes define the
principles, policies and performance standards for the operational
organization providing resource support. Over time requirements for
service levels and quality on existing resources change and operational
challenges are introduced by new resources. These processes define
the targets, and operational requirements, in this changing
environment. The required performance standards are driven by
community and regulatory expectations, internal process and
these processes arises from the Gather & Analyze Resource
strategy and market strategy processes. These processes also provide
the feedback point from analyses undertaken in the Resource
Management & Operations processes to determine bottlenecks and
problems associated with existing resource operational support
activities.
Explanatory
Mandatory
Page 867 of 1540

Optional
Interactions
Produce Resource Business Plans

Brief Description
Develop and deliver annual and multi-year resource plans in support of
services, products and offers
The Produce Resource Business Plans processes develop and deliver
annual and multi-year resource plans in support of services, products
and offers that include volume forecasts, negotiation for required
levels of resources and budgets, gaining resource development and
management as well as supply chain commitment and executive
approval for the plans.
Forecasting of aggregate or high level resource demand, and capturing
of new opportunities, are both essential to ensure that budgets are
assigned which allow the enterprise to implement the resources
capabilities and capacity necessary for the future needs of their
The processes assess the impacts that new or modified resource
infrastructure will cause on the installed infrastructure and workforce,
and establish the functions and benefits that new or modified resource
will provide to users. These processes identify the timetables and
logistics for new resource capability introduction.
Explanatory
Mandatory
Optional
Interactions
Develop Resource Partnership Requirements

Page 868 of 1540

Brief Description
Identify the requirements for resource capabilities to be sourced from
partners or suppliers, and any resource capabilities to be delivered
internally to the enterprise.
The Develop Resource Partnership Requirements processes identify the
requirements for resource capabilities sourced from partners or
suppliers, and any resource capabilities to be delivered internally to
the enterprise. The processes determine the extent to which resource
capabilities need to be sourced externally or delivered from internal
capabilities, they scan external availability, and make
recommendations about the specific external partners or suppliers who
should be used to provide the resource capabilities.
Note that the processes used to actually source any external suppliers
occur with the Supply Chain Development & Management processes.
Explanatory
Mandatory
Optional
Interactions
Gain Enterprise Commitment to Resource Plans

Brief Description
Gains enterprise commitment to the resource strategy and business
plans.
The Gain Commitment to Resource Plans processes gains enterprise
commitment to the resource strategy and business plans. These
Explanatory
Mandatory
Page 869 of 1540

Optional
Interactions
1.5.1.1 Gather & Analyze Resource

Information
Figure 217. 1.5.1.1 Gather & Analyze Resource Information decomposition
Gather & Analyze Resource Information

Brief Description
information to identify new resource requirements and industry
resource capabilities and availability
The Gather & Analyze Resource Information processes research and
capabilities and availability. These processes undertake the necessary
analysis to identify potential opportunities, compare current
capabilities with the identified opportunities, and as a result of the
analysis develop new resource requirements or enhancements to
existing requirements. The new or enhanced resource requirements
include an analysis of the customer value proposition.
Page 870 of 1540

relationships with external providers of resource information, and the

management of internal groups used for providing resource
information.
A key source of input to this analysis is derived from the business,
marketing, service and product strategy and planning processes.
Explanatory
Mandatory
Optional
Interactions
Gather Resource Information

Brief Description
for providing resource information
Gather Resource information processes focus on establishment and
Management of relationships with external providers of resource
information, and management of internal groups used for providing
resource information.
Explanatory
Mandatory
Optional
Interactions
Analyze new resource requirements

Page 871 of 1540

Brief Description
Analyze to identify new resource requirements, resource capabilities
and availability
Analyze new resource requirements processes focus on research and
capabilities and availability.
Explanatory
Mandatory
Optional
Interactions
Analyze to develop new/enhance resource requirements

Brief Description
Develop new resource requirements, enhance to existing requirements
Analyze to develop new/enhance resource requirements processes
undertake the responsibility of necessary analysis to identify potential
opportunities, and as result of these analysis develop new resource
requirements or enhancements to existing requirements. This process
also include an analysis of the customer value proposition.
Explanatory
Mandatory
Optional
Interactions
Page 872 of 1540

1.5.1.2 Manage Resource Research
Figure 218. 1.5.1.2 Manage Resource Research decomposition
Manage Resource Research

Brief Description
are used to provide detailed technical assessment or investigation of
new and emerging resource capabilities
The Manage Resource Research processes manage internally driven
detailed technical assessment or investigation of new and emerging
resource capabilities. The actual research activity may be totally
internally delivered, or may be outsourced to external parties to
perform the actual research activity. These processes manage the
administration of the research activity, management of any research
prioritization processes, define the assessment methodologies,
administer any actual research contracts with external parties, and
develop and manage any intellectual property and patent
administration required for the resource research activity.
developed within the Supply Chain Development & Management
processes.
Explanatory
Page 873 of 1540

Mandatory
Optional
Interactions
Manage resource research investigations

Brief Description
Manage internally driven resource research investigations and
activities
Manage resource research investigations processes manage internally
driven research investigations and activities which are used to provide
detailed assessment or investigation of new and emerging resource
delivered, or may be outsourced to external parties.
Explanatory
Mandatory
Optional
Interactions
Manage administration of resource research

Brief Description
Manage administration of resource research activity
Manage administration of resource research processes are responsible
for managing the administration of resource research activities,
management of any research prioritization process, administer any
Page 874 of 1540

for the resource research activity. Actual commercial arrangements

with external parties are managed with in Supply Chain Development
and Management Processes. Actual legal arrangements and
Intellectual property is managed with Legal Management Processes in
Enterprise Management Process areas.
Explanatory
Mandatory
Optional
Interactions
Define Resource research assessment methodologies

Brief Description
Define Resource research assessment methodologies
Explanatory
Mandatory
Optional
Interactions
Page 875 of 1540

1.5.1.3 Establish Resource Strategy &

Architecture
Figure 219. 1.5.1.3 Establish Resource Strategy & Architecture decomposition
Establish Resource Strategy & Architecture

Brief Description
Establish the resource strategies based on market trends, future
existing resource support
The Establish Resource Strategy & Architecture processes establish the
resource strategies based on market trends, future products needs,
available and emerging resource capabilities, and addressing
support. These processes accept the changing resource requirements
and develop appropriate resource strategies and strategic resource
architectures based on the changing needs of the enterprise, and
increasing expectations of the market. They establish realistic resource
development and delivery goals for the enterprise and services to be
delivered to the market. They establish implementation policies which
act as a set of guidelines to be followed in the Resource Capability
Delivery processes. They highlight shortcomings in existing resource
performance and operational support arrangements and processes,
including issues associated with resourcing and skill sets.
Major inputs to these processes are derived from the Gather & Analyze
Resource Information and the Manage Resource Research processes
Explanatory
Mandatory
Page 876 of 1540

Optional
Interactions
Establish Resource strategy

Brief Description
Resource strategies based on market trends, highlight shortcomings of
resource performance and operational support
Establish resource strategy processes are responsible for establishing
the resource strategies based on markets trends, future products
needs, available and emerging resource capabilities, and addressing
support. These processes also highlight issue associated with
resourcing and skill sets along with shortcomings in existing resource
performance and operational support arrangements and processes.
Explanatory
Mandatory
Optional
Interactions
Develop Resource Strategy

Brief Description
Accept changing resource requirements and develop resource
strategies
Develop resource Strategy processes accept the changing resource
requirements and develop appropriate resource strategies and
strategic resource architectures based on the changing needs of
enterprise, and increasing expectations of the markets.
Page 877 of 1540

Explanatory
Mandatory
Optional
Interactions
Establish Resource delivery goals

Brief Description
Establish realistic resource development and delivery goals for the
enterprise and services to be delivered
Establish Resource delivery goals processes focus on establishing
realistic resource development and delivery goals for the enterprise
and services to be delivered to market
Explanatory
Mandatory
Optional
Interactions
Establish resource implementation policies

Brief Description
Establish implementation policies which act as a set of guidelines to be
followed in the Resource Capability Delivery processes
Explanatory
Page 878 of 1540

Mandatory
Optional
Interactions
1.5.1.4 Define Resource Support

Strategies
Figure 220. 1.5.1.4 Define Resource Support Strategies decomposition
Define Resource Support Strategies

Brief Description
operational organization providing resource support
The Define Resource Support Strategies processes define the
principles, policies and performance standards for the operational
organization providing resource support. Over time requirements for
service levels and quality on existing resources change and operational
challenges are introduced by new resources. These processes define
the targets, and operational requirements, in this changing
environment. The required performance standards are driven by
community and regulatory expectations, internal process and
Page 879 of 1540


these processes arises from the Gather & Analyze Resource
strategy and market strategy processes. These processes also provide
the feedback point from analyses undertaken in the Resource
Management & Operations processes to determine bottlenecks and
problems associated with existing resource operational support
activities.
Explanatory
Mandatory
Optional
Interactions
Define Resource support Principles

Brief Description
Define resource support principles for the operational organization
providing resource support.
Define Resource Support Principles processes define principles for
service levels and service quality on existing resources or new
resources
Explanatory
Mandatory
Optional
Interactions
Define Resource support Policies

Page 880 of 1540

Brief Description
Define resource support policies for the operational organization
providing resource support.
Define Resource Support Policies processes define policies for service
levels and service quality on existing resources or new resources
Explanatory
Mandatory
Optional
Interactions
Define Resource Support performance standards

Brief Description
Define resource support performance standards for the operational
organization providing resource support.
These processes define the targets, and operational requirements, in
this changing environment. The required performance standards are
driven by community and regulatory expectations, internal process and
technology capabilities and competitive offerings. These processes also
provide the feedback point from analyses undertaken in the resource
Management & Operations process to determine bottlenecks and
problems associated with existing resource operational activities. A
major input to these processes arises from the Gather & Analyze
Service Information processes, and from the product portfolio, resource
strategy and market strategy processes.
Explanatory
Mandatory
Optional
Page 881 of 1540

Interactions
1.5.1.5 Produce Resource Business Plans
Figure 221. 1.5.1.5 Produce Resource Business Plans decomposition
Produce Resource Business Plans

Brief Description
Develop and deliver annual and multi-year resource plans in support of
services, products and offers
The Produce Resource Business Plans processes develop and deliver
annual and multi-year resource plans in support of services, products
and offers that include volume forecasts, negotiation for required
levels of resources and budgets, gaining resource development and
management as well as supply chain commitment and executive
approval for the plans.
Forecasting of aggregate or high level resource demand, and capturing
of new opportunities, are both essential to ensure that budgets are
assigned which allow the enterprise to implement the resources
capabilities and capacity necessary for the future needs of their
Page 882 of 1540


The processes assess the impacts that new or modified resource
infrastructure will cause on the installed infrastructure and workforce,
and establish the functions and benefits that new or modified resource
will provide to users. These processes identify the timetables and
logistics for new resource capability introduction.
Explanatory
Mandatory
Optional
Interactions
Develop & Deliver annual/multiyear resource business plans

Brief Description
Develop and deliver annual and multi-year resource plans,
negotiations, approvals, resource development and management
Develop & Deliver annual/multiyear resource business plans focus on
developing and delivering annual and multi-year resource plans in
support of services, products and offers that include volume forecasts,
negotiation for required levels of resources and budgets, gaining
resource development and management as well as supply chain
commitment and executive approval for the plans.
Explanatory
Mandatory
Optional
Interactions
Forecast high level resource demand & capture new opportunities

Page 883 of 1540

Brief Description
Forecast resource demand and capture new opportunities for future
needs of new/existing customers
Forecast Resource demand & capture new opportunities processes
ensures that budgets are assigned which allow the enterprise to
implement the resource capabilities and capacity necessary for the
future needs of their customers and potential customers.
Explanatory
Mandatory
Optional
Interactions
Assess impact of Resource Business plans

Brief Description
Assess the impacts of new and modified resource infrastructure on
systems and establish functions and benefits
Asses impact of Resource business plan processes assess the impacts
that new or modified resource infrastructure will cause on the installed
infrastructure and workforce, and establish the functions and benefits
that new or modified resource will provide to users
Explanatory
Mandatory
Optional
Interactions
Page 884 of 1540

Identify timetables for new resource capability introduction

Brief Description
Identify timetables for new resource capability introduction
Explanatory
Mandatory
Optional
Interactions
Identify logistics for new resource capability introduction

Brief Description
Identify logistics for new resource capability introduction
Explanatory
Mandatory
Optional
Interactions
Page 885 of 1540

1.5.1.6 Develop Resource Partnership

Requirements
Figure 222. 1.5.1.6 Develop Resource Partnership Requirements decomposition
Develop Resource Partnership Requirements

Brief Description
Identify the requirements for resource capabilities to be sourced from
partners or suppliers, and any resource capabilities to be delivered
internally to the enterprise.
The Develop Resource Partnership Requirements processes identify the
requirements for resource capabilities sourced from partners or
suppliers, and any resource capabilities to be delivered internally to
the enterprise. The processes determine the extent to which resource
capabilities need to be sourced externally or delivered from internal
capabilities, they scan external availability, and make
recommendations about the specific external partners or suppliers who
should be used to provide the resource capabilities.
Note that the processes used to actually source any external suppliers
occur with the Supply Chain Development & Management processes.
Explanatory
Mandatory
Optional
Page 886 of 1540

Interactions
Identify the requirements for resource capabilities

Brief Description
Identify the requirements for resource capabilities sourced from
partners or suppliers, and the resource capabilities to be delivered
internally to enterprise
Explanatory
Mandatory
Optional
Interactions
Recommend Resource partnership

Brief Description
Scan external availability for resource capabilities and recommend
external partners/Suppliers
Recommend Resource partnership processes focus on scanning
external availability of sourcing resource capabilities and make
recommendations about specific external partners/suppliers who
should be used to provide the resource capabilities
Explanatory
Mandatory
Optional
Page 887 of 1540

Interactions
Determine extent of resource capabilities sourcing

Brief Description
Determine the extent to which resource capabilities needs to be
sourced externally or delivered from internal capabilities
Explanatory
Mandatory
Optional
Interactions
1.5.1.7 Gain Enterprise Commitment to

Resource Plans
Figure 223. 1.5.1.7 Gain Enterprise Commitment to Resource Plans decomposition
Page 888 of 1540

Gain Enterprise Commitment to Resource Plans

Brief Description
Gains enterprise commitment to the resource strategy and business
plans.
The Gain Commitment to Resource Plans processes gains enterprise
commitment to the resource strategy and business plans. These
Explanatory
Mandatory
Optional
Interactions
Identify Stakeholders to Resource strategy and resource plans

Brief Description
Identify stakeholders of resource strategy and resource plans
Explanatory
Mandatory
Optional
Interactions
Gain resource strategy and resource plans Stakeholders approval

Page 889 of 1540

Brief Description
Negotiate & gain stakeholder approval for resource strategy and
resource Plans
Explanatory
Mandatory
Optional
Interactions
Gain Enterprise Commitment to resource strategy and resource plans

Brief Description
Gain Enterprise commitment to the resource strategy and resource
plans
Explanatory
Mandatory
Optional
Interactions
Page 890 of 1540

1.5.2 Resource Capability Delivery
Figure 224. 1.5.2 Resource Capability Delivery decomposition
Resource Capability Delivery

Brief Description
Use the capability definition or requirements to deploy new and/or
enhanced technologies and associated resources.
Resource Capability Delivery processes use the capability definition or
requirements to deploy new and/or enhanced technologies and
associated resources.
The objectives of these processes is to ensure that network, application
and computing resources are deployed, according to the plans set by
Resource Development. They deliver the physical resource capabilities
necessary for the ongoing operations, and long term well-being of the
enterprise, and ensure the basis on which all resources and services
will be built.
Responsibilities of the Resource Capability Delivery processes include,
Planning resource supply logistics (warehousing, transport, etc.)
Planning the Resource Installation
Contracting and Directing the Resource Construction where needed
Verifying the Resource Installation
Handover the Resource Capability to Operations through interactions
with the Manage Resource Class Configuration
Page 891 of 1540

Logical network configurations (such as resource elements integration)

are as important to the network resources as the physical aspects. All
aspects must be planned and considered in the design and
implementation of the network, including infrastructure owned by the
enterprise, and by supplier/partners, other physical resources and
logical elements.
Explanatory
Mandatory
Optional
Interactions
Map & Analyze Resource Requirements

Brief Description
Define the detailed resource infrastructure requirements to support the
service capabilities required by the enterprise
The Map & Analyze Resource Requirements processes define the
detailed resource infrastructure requirements to support the service
analysis of new resource requirements linked to relevant geographic
distributions. These processes also establish the detailed performance
requirements. These processes take the forecast information available
from the Produce Resource Business Plans and requirements
information from the Map & Analyze Service Requirements processes,
as well as resource infrastructure requirements developed by the
Develop Detailed Resource Specifications processes, to establish
detailed views of anticipated resource demand and performance
requirements.
These processes manage the capacity planning for the resource
infrastructure, and identify capacity requirements based on service
forecasts and appropriate resource related metrics, i.e., transaction
volumes, storage requirements, traffic volumes, port availabilities, etc.
Page 892 of 1540

Explanatory
Mandatory
Optional
Interactions
Capture Resource Capability Shortfalls

Brief Description
Identify specific or imminent resource capacity, resource performance
and/or resource operational support shortfalls
The Capture Resource Capability Shortfalls processes identify specific
or imminent resource capacity, resource performance and/or resource
available from the Resource Management & Operations processes to
establish detailed views of anticipated resource and shortfalls and
support process issues.
Explanatory
Mandatory
Optional
Interactions
Gain Resource Capability Investment Approval

Brief Description
for investment proposals to develop and deliver the required resource
capabilities
Page 893 of 1540

The Gain Resource Capability Investment Approval processes capture
all activities required to develop and gain necessary approval for
investment proposals to develop and deliver the required resource
capabilities, including identification of potential other parties. These
processes take the input from the Map & Analyze Resource
Requirements, the Capture Resource Capability Shortfalls and the Map
& Analyze Service Requirements processes to develop and gain
approval for any business proposals arising. In some cases the
business proposal may require the creation and approval of a formal
business case, in other cases the business proposal approval may be
delegated to local management. In any event the cost estimates for
delivering the resource infrastructure, including costs for materials
(equipment and tools), labor and training are part of the investment
proposal.
Explanatory
Mandatory
Optional
Interactions
Design Resource Capabilities

Brief Description
Manage the design of the resource infrastructure to meet the
The Design Resource Capabilities processes manage the design of the
resource infrastructure to meet the requirements in any approved
investment proposals. These processes ensure the collation and
coordination of requirements from all approved investment proposals,
assess the most appropriate resource infrastructure, develop the
tactical/solution architecture and design specifications to be used to
Page 894 of 1540

build or source the necessary resource infrastructure components, and

select the most appropriate resource infrastructure other parties to
support the resource requirements. A key element of the overall design
is the integration approach between the existing legacy resource
infrastructure and any proposed new resource infrastructure. This
integration design is managed within the architecture and specification
processes.
within the Supply Chain Development & Management processes.
Explanatory
Mandatory
Optional
Interactions
Enable Resource Support & Operations

Brief Description
resource operational support processes to support the investment
proposals and new resource capabilities and infrastructure
The Enable Resource Support & Operations processes manage the
design of any improvements or changes required to the resource
new resource capabilities and infrastructure. The processes ensure the
support shortfalls identified in the Capture Resource Capability
Shortfalls processes.
Explanatory
Mandatory
Page 895 of 1540

Optional
Interactions
Manage Resource Capability Delivery

Brief Description
Manage the provision, implementation, commissioning and roll-out of
the new or enhanced resource capability, and associated operational
support processes.
The Manage Resource Capability Delivery processes manage the
provision, implementation, commissioning and roll-out of the new or
enhanced resource capability and associated operational support
processes. These processes are predominantly program/project
management process functions, and require the detailed management
and co-ordination of the delivery of individual resource infrastructure
components to achieve the delivery of the overall resource capability.
Within the Manage Resource Capability Delivery processes separate
other parties may be responsible for the delivery of the resource
capability, and other parties for the installation and construction. The
Manage Resource Capability Delivery processes ensure that the roles
and responsibilities of all parties are identified, managed and
coordinated.
implemented resource capability meets the design specifications.
These processes manage the commissioning of the new resource
infrastructure by ensuring the availability of test programs and
specifications against which to test the new resource infrastructure
meets the design requirements.
These processes leverage the Supply Chain Development &
Management processes as necessary to establish any new sourcing
arrangements for the delivery of resource components.
Explanatory
Mandatory
Optional
Page 896 of 1540

Interactions
Manage Handover to Resource Operations

Brief Description
Manage the processes involved in handover of deployed resource
The Manage Handover to Resource Operations processes manage the
processes involved in handover of deployed resource infrastructure to
resource infrastructure, and that all tools, test equipment, operational
Explanatory
Mandatory
Optional
Interactions
Page 897 of 1540

1.5.2.1 Map & Analyze Resource

Requirements
Figure 225. 1.5.2.1 Map & Analyze Resource Requirements decomposition
Map & Analyze Resource Requirements

Brief Description
Define the detailed resource infrastructure requirements to support the
service capabilities required by the enterprise
The Map & Analyze Resource Requirements processes define the
detailed resource infrastructure requirements to support the service
analysis of new resource requirements linked to relevant geographic
distributions. These processes also establish the detailed performance
requirements. These processes take the forecast information available
from the Produce Resource Business Plans and requirements
information from the Map & Analyze Service Requirements processes,
as well as resource infrastructure requirements developed by the
Develop Detailed Resource Specifications processes, to establish
detailed views of anticipated resource demand and performance
requirements.
Page 898 of 1540


Explanatory
Mandatory
Optional
Interactions
Capture Resource Demand & Performance Requirements

Brief Description
These processes provide detailed analysis of new resource
requirements linked to relevant geographic distributions. These
processes also establish the detailed performance requirements. These
processes take the forecast information available from the Produce
Resource Business Plans and requirements information from the Map &
Analyze Service Requirements processes, as well as resource
infrastructure requirements developed by the Develop Detailed
Resource Specifications processes, to establish detailed views of
anticipated resource demand and performance requirements.
Explanatory
Mandatory
Optional
Page 899 of 1540

Interactions
Agree Resource Infrastructure Requirements

Brief Description
These processes obtain agreement to the detailed resource
infrastructure requirements to support the service capabilities required
by the enterprise. The processes include any cross-enterprise
coordination and management functions to ensure that the demand
distributions capture the needs of all stakeholders.
Explanatory
Mandatory
Optional
Interactions
Page 900 of 1540

1.5.2.2 Capture Resource Capability

Shortfalls
Figure 226. 1.5.2.2 Capture Resource Capability Shortfalls decomposition
Capture Resource Capability Shortfalls

Brief Description
Identify specific or imminent resource capacity, resource performance
and/or resource operational support shortfalls
The Capture Resource Capability Shortfalls processes identify specific
or imminent resource capacity, resource performance and/or resource
available from the Resource Management & Operations processes to
establish detailed views of anticipated resource and shortfalls and
support process issues.
Explanatory
Mandatory
Optional
Interactions
Capture Resource Capacity Shortfalls

Page 901 of 1540

Brief Description
These processes identify specific or imminent resource capacity
Resource Management & Operations processes to establish detailed
views of anticipated resource capacity issues.
Explanatory
Mandatory
Optional
Interactions
Capture Resource Performance Shortfalls

Brief Description
These processes identify specific or imminent resource performance
views of anticipated resource performance issues.
Explanatory
Mandatory
Optional
Interactions
Capture Resource Operational Support Shortfalls

Page 902 of 1540

Brief Description
These processes identify specific or imminent resource operational
views of anticipated resource operational support issues.
Explanatory
Mandatory
Optional
Interactions
Page 903 of 1540

1.5.2.3 Gain Resource Capability

Investment Approval
Figure 227. 1.5.2.3 Gain Resource Capability Investment Approval decomposition
Gain Resource Capability Investment Approval

Brief Description
capabilities
The Gain Resource Capability Investment Approval processes capture
all activities required to develop and gain necessary approval for
investment proposals to develop and deliver the required resource
capabilities, including identification of potential other parties. These
processes take the input from the Map & Analyze Resource
Requirements, the Capture Resource Capability Shortfalls and the Map
& Analyze Service Requirements processes to develop and gain
approval for any business proposals arising. In some cases the
business proposal may require the creation and approval of a formal
Page 904 of 1540

business case, in other cases the business proposal approval may be

delegated to local management. In any event the cost estimates for
delivering the resource infrastructure, including costs for materials
(equipment and tools), labor and training are part of the investment
proposal.
Explanatory
Mandatory
Optional
Interactions
Develop Resource Capability Investment Proposals

Brief Description
These processes capture all activities required to develop business
proposals to develop and deliver the required resource capabilities,
including identification of potential other parties. These processes take
the input from the Map & Analyze Resource Requirements, the Capture
Resource Capability Shortfalls and the Map & Analyze Service
any event the cost estimates for delivering the resource infrastructure,
including costs for materials (equipment and tools), labor and training
are part of the investment proposal.
Explanatory
Page 905 of 1540

Mandatory
Optional
Interactions
Approve Resource Capability Investment

Brief Description
These processes capture all activities required to gain necessary
approval for business proposals to develop and deliver the required
resource capabilities, including identification of potential other parties.
Explanatory
Mandatory
Optional
Interactions
Page 906 of 1540

1.5.2.4 Design Resource Capabilities
Figure 228. 1.5.2.4 Design Resource Capabilities decomposition
Design Resource Capabilities

Brief Description
Manage the design of the resource infrastructure to meet the
The Design Resource Capabilities processes manage the design of the
resource infrastructure to meet the requirements in any approved
investment proposals. These processes ensure the collation and
coordination of requirements from all approved investment proposals,
assess the most appropriate resource infrastructure, develop the
tactical/solution architecture and design specifications to be used to
build or source the necessary resource infrastructure components, and
select the most appropriate resource infrastructure other parties to
support the resource requirements. A key element of the overall design
is the integration approach between the existing legacy resource
infrastructure and any proposed new resource infrastructure. This
integration design is managed within the architecture and specification
processes.
Explanatory
Mandatory
Page 907 of 1540

Optional
Interactions
Define Resource Capability Requirements

Brief Description
These processes ensure the collation and coordination of requirements
from all approved investment proposals.
Explanatory
Mandatory
Optional
Interactions
Specify Resource Capability Infrastructure

Brief Description
These processes assess the most appropriate resource infrastructure,
and develop the tactical/solution architecture and design specifications
to be used to build or source the necessary resource infrastructure
components, to meet the identified resource capability requirements. A
key element of the overall design is the integration approach between
the existing legacy resource infrastructure and any proposed new
resource infrastructure. This integration design is managed within the
architecture and specification processes.
Page 908 of 1540

Explanatory
Mandatory
Optional
Interactions
Select Resource Capability at Other Parties

Brief Description
These processes select the most appropriate resource infrastructure at
other parties to support the identified resource capability
requirements.
Explanatory
Mandatory
Optional
Interactions
Page 909 of 1540

1.5.2.5 Enable Resource Support &

Operations
Figure 229. 1.5.2.5 Enable Resource Support & Operations decomposition
Enable Resource Support & Operations

Brief Description
resource operational support processes to support the investment
proposals and new resource capabilities and infrastructure
The Enable Resource Support & Operations processes manage the
design of any improvements or changes required to the resource
new resource capabilities and infrastructure. The processes ensure the
support shortfalls identified in the Capture Resource Capability
Shortfalls processes.
Explanatory
Mandatory
Optional
Page 910 of 1540

Interactions
Design Resource Operational Support Process Improvements

Brief Description
These processes manage the design of any improvements or changes
required to the resource operational support processes to support the
investment proposals and new resource capabilities and infrastructure.
Explanatory
Mandatory
Optional
Interactions
Identify Resource Support Groups, Skills & Training

Brief Description
The processes ensure the identification of operational support groups,
required skill sets, and availability of appropriate training programs.
Explanatory
Mandatory
Optional
Interactions
Page 911 of 1540

Identify Resource Support Requirements

Brief Description
These processes ensure the identification, collation and coordination of
support requirements from all approved investment proposals, and
from any operational support shortfalls identified in the Capture
Resource Capability Shortfalls processes.
Explanatory
Mandatory
Optional
Interactions
1.5.2.6 Manage Resource Capability

Delivery
Figure 230. 1.5.2.6 Manage Resource Capability Delivery decomposition
Manage Resource Capability Delivery

Page 912 of 1540

Brief Description
Manage the provision, implementation, commissioning and roll-out of
the new or enhanced resource capability, and associated operational
support processes.
The Manage Resource Capability Delivery processes manage the
provision, implementation, commissioning and roll-out of the new or
enhanced resource capability and associated operational support
processes. These processes are predominantly program/project
management process functions, and require the detailed management
and co-ordination of the delivery of individual resource infrastructure
components to achieve the delivery of the overall resource capability.
Within the Manage Resource Capability Delivery processes separate
other parties may be responsible for the delivery of the resource
capability, and other parties for the installation and construction. The
Manage Resource Capability Delivery processes ensure that the roles
and responsibilities of all parties are identified, managed and
coordinated.
Explanatory
Mandatory
Optional
Interactions
Co-ordinate Resource Capability Delivery

Brief Description
These processes ensure the provision, implementation and roll-out of
the new or enhanced resource capability and associated operational
Page 913 of 1540

support processes. These processes are predominantly

program/project management process functions, and require the
detailed management and co-ordination of the delivery of individual
resource infrastructure components, and any underlying resource
infrastructure capability delivery, to achieve the delivery of the overall
resource capability. Within these processes, separate other parties may
be responsible for the delivery of the resource capability, and other
parties for the installation and construction. These processes ensure
that the roles and responsibilities of all parties are identified, managed
and coordinated.
Explanatory
Mandatory
Optional
Interactions
Ensure Resource Capability Quality

Brief Description
Explanatory
Mandatory
Optional
Interactions
Page 914 of 1540

Manage Commissioning of New Resource Infrastructure

Brief Description
Explanatory
Mandatory
Optional
Interactions
Establish Resource Capability Sourcing

Brief Description
Explanatory
Mandatory
Optional
Interactions
Page 915 of 1540

1.5.2.7 Manage Handover to Resource

Operations
Figure 231. 1.5.2.7 Manage Handover to Resource Operations decomposition
Manage Handover to Resource Operations

Brief Description
Manage the processes involved in handover of deployed resource
The Manage Handover to Resource Operations processes manage the
processes involved in handover of deployed resource infrastructure to
resource infrastructure, and that all tools, test equipment, operational
Explanatory
Mandatory
Optional
Interactions
Page 916 of 1540

Co-ordinate Resource Operational Handover

Brief Description
deployed resource infrastructure to operational control, including the
Explanatory
Mandatory
Optional
Interactions
Validate Resource Infrastructure Design

Brief Description
These processes ensure that all operational and process performance
design requirements have been met by the installed resource
infrastructure.
Explanatory
Mandatory
Optional
Interactions
Page 917 of 1540

Ensure Resource Handover Support

Brief Description
Explanatory
Mandatory
Optional
Interactions
1.5.3 Resource Development &

Retirement
Figure 232. 1.5.3 Resource Development & Retirement decomposition
Resource Development & Retirement

Page 918 of 1540

Brief Description
Develop new, or enhance existing technologies and associated
resource types, so that new Services can be developed.
Resource Development & Retirement processes develop new, or
enhance existing technologies and associated resource types, so that
new Products are available to be sold to customers. They use the
capability definition or requirements defined by Resource Strategy &
Planning They also decide whether to acquire resources from outside,
taking into account the overall business policy in that respect. These
processes also retire or remove technology and associated resource
types, which are no longer required by the enterprise.
Resource types may be built, or in some cases leased from other
parties. To ensure the most efficient and effective solution can be used,
negotiations on network level agreements with other parties are
paramount for both building and leasing.
These processes interact strongly with Product and Supply Chain
Development processes.
Explanatory
Mandatory
Optional
Interactions
Gather & Analyze New Resource Ideas

Brief Description
Combine specific product & service class requirements with
identify specific new resource classes/components, or enhancements
to existing resource classes/components
The Gather & Analyze New Resource Ideas processes combine specific
product & service class requirements with demographic, customer,
technology and marketing information to identify specific new resource
classes/components, or enhancements to existing resource
Page 919 of 1540


analysis to identify potential resource classes, compare current
resource classes with the identified required resource classes, and as a
result of the analysis develop new resource class ideas.
Explanatory
Mandatory
Optional
Interactions
Assess Performance of Existing Resources

Brief Description
Analyze the performance of existing resources to identify inadequacies
and required improvements
The Assess Performance of Existing Resources processes analyze the
performance of existing resources to identify inadequacies and
required improvements. These processes use information from
customers and from operational activities to identify required
improvements.
Explanatory
Mandatory
Optional
Interactions
Develop New Resource Business Proposal

Page 920 of 1540

Brief Description
enhanced Resource ideas
The Develop New Resource Business Proposal processes develop and
Resource ideas (including if necessary a business case). The business
proposal (or business case) identifies the resource development (e.g..
network and/or IT resources), management and operations costs and
productivity gains and/or operational cost improvements specifically
associated with the resource business proposal. The business proposal
also includes an assessment of the risks and the competitive
positioning of the proposal. As a part of the business proposal
development a feasibility assessment can be produced. Potential other
parties who can assist in the development of the resource classes are
place with these potential related parties. As a part of the process, the
business proposal is appropriately approved, and as a result of the
approval, necessary staff and other resources are made available.
Explanatory
Mandatory
Optional
Interactions
Develop Detailed Resource Specifications

Brief Description
Develop and document the detailed resource-related technical,
performance and operational specifications, and manuals.
The Develop Detailed Resource Specifications processes develop and
document the detailed resource-related technical, performance and
operational specifications, and manuals. These processes develop and
document the required resource features, the specific technology
requirements and selections, the specific operational, performance and
quality requirements and support activities, any resource specific data
Page 921 of 1540

required for the systems and network infrastructure. The Develop

Detailed Service Specifications processes provide input to these
repository.
Explanatory
Mandatory
Optional
Interactions
Manage Resource Development

Brief Description
case of all required resource classes/components capabilities for that
business case across the enterprise
The Manage Resource Development processes ensure the cocoordinated development in line with the approved business case of all
required resource classes/components for that business case across
the enterprise. These processes ensure that all operational processes
and procedures, resource changes (e.g. network and/or IT resources),
support the new resource class/component are identified and
developed. These processes ensure that the necessary documentation
and training packages are produced to support the operation of the
new resource class. These processes also ensure that the required
service level agreements and operational level agreements are
developed and agreed for each resource class deployed, and that any
other parties operational support has been identified and agreed.
management of individual resource class deployment managed by the
Manage Resource Deployment processes.
delivery to support product and offer development is managed within
Page 922 of 1540

the Resource Capability Delivery process.

Note that delivery of resource classes/components within the context
of existing commercial arrangements is managed through the Supply
Chain Development and Change Management process. If new related
parties are required, the Supply Chain Capability Delivery process is
used to deliver the necessary commercial arrangements
Explanatory
Mandatory
Optional
Interactions
Manage Resource Deployment

Brief Description
business proposal of all required resource classes/components for that
business proposal across the enterprise.
The Manage Resource Deployment processes ensure the cocoordinated deployment in line with the approved business case of all
support the new resource class/component have been implemented.
ensure that the agreed other parties operational support has been
successfully performed to assure that the new or enhanced resources
Explanatory
Mandatory
Page 923 of 1540

Optional
Interactions
Manage Resource Exit

Brief Description
Identify existing resource classes which are unviable and manage the
processes to exit the Resource from the market.
The Manage Resource Exit processes identify existing resource classes
which are unviable and manage the process to exit the Resource from
the services they support. The processes analyze existing resource
identify products, services classes & customers impacted by any exit,
develop specific exit or migration strategies, develop resource
Explanatory
Mandatory
Optional
Interactions
Page 924 of 1540

1.5.3.1 Gather & Analyze New Resource

Ideas
Figure 233. 1.5.3.1 Gather & Analyze New Resource Ideas decomposition
Gather Resource Information

Brief Description
for providing resource information
Gather Resource information processes focus on establishment and
Management of relationships with external providers of resource
information, and management of internal groups used for providing
resource information.
Explanatory
Mandatory
Optional
Interactions
Gather & Analyze New Resource Ideas

Page 925 of 1540

Brief Description
Combine specific product & service class requirements with
identify specific new resource classes/components, or enhancements
to existing resource classes/components
The Gather & Analyze New Resource Ideas processes combine specific
product & service class requirements with demographic, customer,
technology and marketing information to identify specific new resource
classes/components, or enhancements to existing resource
analysis to identify potential resource classes, compare current
resource classes with the identified required resource classes, and as a
result of the analysis develop new resource class ideas.
Explanatory
Mandatory
Optional
Interactions
Analyze Resource Classes

Brief Description
resource classes, and compare current resource classes with the
identified required service classes.
Explanatory
Mandatory
Optional
Page 926 of 1540

Interactions
Develop Resource Classes

Brief Description
These processes develop new resource class ideas. The new resource
class ideas include an analysis of the customer value proposition.
Explanatory
Mandatory
Optional
Interactions
Page 927 of 1540

1.5.3.3 Develop New Resource Business

Proposal
Figure 234. 1.5.3.3 Develop New Resource Business Proposal decomposition
Develop New Resource Business Proposal

Brief Description
enhanced Resource ideas
The Develop New Resource Business Proposal processes develop and
Resource ideas (including if necessary a business case). The business
proposal (or business case) identifies the resource development (e.g..
network and/or IT resources), management and operations costs and
productivity gains and/or operational cost improvements specifically
associated with the resource business proposal. The business proposal
also includes an assessment of the risks and the competitive
positioning of the proposal. As a part of the business proposal
development a feasibility assessment can be produced. Potential other
parties who can assist in the development of the resource classes are
Page 928 of 1540

place with these potential related parties. As a part of the process, the
business proposal is appropriately approved, and as a result of the
approval, necessary staff and other resources are made available.
Explanatory
Mandatory
Optional
Interactions
Develop Resource Business Proposal

Brief Description
These processes develop and document business proposals for the
identified new or enhanced Resource ideas (including if necessary a
business case). The business proposal (or business case) identifies the
resource development (e.g.. network and/or IT resources),
operational cost improvements specifically associated with the
resource business proposal. The business proposal also includes an
assessment of the risks and the competitive positioning of the
assessment can be produced. Potential related parties who can assist
in the development of the resource classes are also identified (note
that commercial arrangements may already be in place with these
potential related parties).
Explanatory
Mandatory
Optional
Interactions
Page 929 of 1540

Gain Resource Business Proposal Approval

Brief Description
These processes manage approval of the business proposal, and as a
result of the approval, necessary staff and other resources are made
available.
Explanatory
Mandatory
Optional
Interactions
1.5.3.4 Develop Detailed Resource

Specifications
Figure 235. 1.5.3.4 Develop Detailed Resource Specifications decomposition
Develop Detailed Resource Specifications

Page 930 of 1540

Brief Description
Develop and document the detailed resource-related technical,
performance and operational specifications, and manuals.
The Develop Detailed Resource Specifications processes develop and
document the detailed resource-related technical, performance and
operational specifications, and manuals. These processes develop and
document the required resource features, the specific technology
requirements and selections, the specific operational, performance and
quality requirements and support activities, any resource specific data
required for the systems and network infrastructure. The Develop
Detailed Service Specifications processes provide input to these
repository.
Explanatory
Mandatory
Optional
Interactions
Develop Detailed Resource Technical Specifications

Brief Description
These processes develop and document the required resource features
for the systems and network infrastructure. The processes ensure that
Explanatory
Mandatory
Page 931 of 1540

Optional
Interactions
Develop Detailed Resource Support Specifications

Brief Description
These processes develop and document the specific technology
requirements and selections required for the systems and network
infrastructure. The processes ensure that all detailed specifications are
repository.
Explanatory
Mandatory
Optional
Interactions
Develop Detailed Resource Operational Specifications

Brief Description
These processes develop and document the specific operational, and
quality requirements and support activities, and any resource specific
data required for the systems and network infrastructure required for
the systems and network infrastructure. The processes ensure that all
detailed specifications are produced and appropriately documented.
Page 932 of 1540

Explanatory
Mandatory
Optional
Interactions
Develop Detailed Resource Manuals

Brief Description
These processes develop and document the manuals. The processes
ensure that all detailed specifications are produced and appropriately
documented. Additionally the processes ensure that the
Explanatory
Mandatory
Optional
Interactions
Page 933 of 1540

1.5.3.5 Manage Resource Development
Figure 236. 1.5.3.5 Manage Resource Development decomposition
Manage Resource Development

Brief Description
case of all required resource classes/components capabilities for that
business case across the enterprise
The Manage Resource Development processes ensure the cocoordinated development in line with the approved business case of all
support the new resource class/component are identified and
developed. These processes ensure that the necessary documentation
and training packages are produced to support the operation of the
new resource class. These processes also ensure that the required
service level agreements and operational level agreements are
developed and agreed for each resource class deployed, and that any
other parties operational support has been identified and agreed.
delivery to support product and offer development is managed within
the Resource Capability Delivery process.
Chain Development and Change Management process. If new related
parties are required, the Supply Chain Capability Delivery process is
used to deliver the necessary commercial arrangements
Page 934 of 1540

Explanatory
Mandatory
Optional
Interactions
Identify Required Processes & Procedures for Resources

Brief Description
resource changes (e.g. network and/or IT resources), operational
new resource class/component are identified.
Explanatory
Mandatory
Optional
Interactions
Develop Required Processes & Procedures for Resources

Brief Description
new resource class/component are developed.
Page 935 of 1540

Explanatory
These processes ensure the co-coordinated development in line with
the approved business case of all required new or enhanced resource
classes/components for that business case across the enterprise.
upgrades or enhancements to existing resource classes, as the need to
delivery to support service development is managed within the
Resource Capability Delivery process.
Chain Development and Change Management process. If new
suppliers/partners are required, the Supply Chain Capability Delivery
process is used to deliver the necessary commercial arrangements
Mandatory
Optional
Interactions
Develop Service & Operational Agreements for Resources

Brief Description
operational level agreements are developed for each resource class
deployed, and that any other parties operational support has been
identified.
Explanatory
Mandatory
Page 936 of 1540

Optional
Interactions
Gain Service & Operational Agreements Approval for Resources

Brief Description
operational level agreements are agreed for each resource class
deployed, and that any other parties operational support has been
agreed.
Explanatory
Mandatory
Optional
Interactions
Produce Supporting Documentation & Training Packages for Resources

Brief Description
These processes ensure that the necessary documentation and
training packages are produced to support the operation of the new
resource class.
Explanatory
Mandatory
Page 937 of 1540

Optional
Interactions
1.5.3.6 Manage Resource Deployment
Figure 237. 1.5.3.6 Manage Resource Deployment decomposition
Manage Resource Deployment

Brief Description
business proposal of all required resource classes/components for that
business proposal across the enterprise.
The Manage Resource Deployment processes ensure the cocoordinated deployment in line with the approved business case of all
support the new resource class/component have been implemented.
ensure that the agreed other parties operational support has been
successfully performed to assure that the new or enhanced resources
Page 938 of 1540

Explanatory
Mandatory
Optional
Interactions
Manage Resource Process & Procedure Implementation

Brief Description
new resource class/component have been implemented.
Explanatory
Mandatory
Optional
Interactions
Manage Resource Operational Staff Training

Brief Description
identified and have received the necessary training.
Explanatory
Page 939 of 1540

Mandatory
Optional
Interactions
Develop Resource Supplier/Partner Operational Support

Brief Description
These processes ensure that the agreed other parties operational
support has been implemented.
Explanatory
Mandatory
Optional
Interactions
Manage Resource Acceptance Testing

Brief Description
These processes ensure that acceptance testing is successfully
performed to assure that the new or enhanced resources comply with
the specifications.
Explanatory
Mandatory
Page 940 of 1540

Optional
Interactions
1.5.3.7 Manage Resource Exit
Figure 238. 1.5.3.7 Manage Resource Exit decomposition
Manage Resource Exit

Brief Description
Identify existing resource classes which are unviable and manage the
processes to exit the Resource from the market.
The Manage Resource Exit processes identify existing resource classes
which are unviable and manage the process to exit the Resource from
the services they support. The processes analyze existing resource
identify products, services classes & customers impacted by any exit,
develop specific exit or migration strategies, develop resource
Explanatory
Page 941 of 1540

Mandatory
Optional
Interactions
Identify Unviable Resources

Brief Description
These processes analyze existing resource classes to identify
economically or strategically unviable classes.
Explanatory
Mandatory
Optional
Interactions
Identify Impacted Resource Customers

Brief Description
These processes identify products, services classes & customers
impacted by any exit.
Explanatory
Mandatory
Page 942 of 1540

Optional
Interactions
Develop Resource Transition Strategies

Brief Description
These processes develop specific exit or migration strategies and
develop resource infrastructure transition and/or replacement
strategies.
Explanatory
Mandatory
Optional
Interactions
Manage Resource Exit Process

Brief Description
These processes manage the operational aspects of the exit process.
Explanatory
Mandatory
Optional
Page 943 of 1540

Interactions
1.5.4 RM&O Support & Readiness
Figure 239. 1.5.4 RM&O Support & Readiness decomposition
RM&O Support & Readiness

Brief Description
Manage resource infrastructure to ensure that appropriate application,
computing and network resources are available and ready to support
the Fulfillment, Assurance and Billing processes in instantiating and
managing resource instances, and for monitoring and reporting on the
capabilities and costs of the individual FAB processes.
RM&O Support & Readiness processes are responsible for managing
resource infrastructure to ensure that appropriate application,
computing and network resources are available and ready to support
the Fulfillment, Assurance and Billing processes in instantiating and
managing resource instances, and for monitoring and reporting on the
capabilities and costs of the individual FAB processes.
Responsibilities of these processes include but are not limited to:
Supporting the operational introduction of new and/or modified
resource infrastructure and conducting operations readiness testing
and acceptance;
Managing planned outages;
Page 944 of 1540

Managing and ensuring the ongoing quality of the Resource

Inventory;
Analyzing availability and performance over time on resources or
groups of resources, including trend analysis and forecasting;
Demand balancing in order to maintain resource capacity and
performance
Performing pro-active maintenance and repair activities;
Establishing and managing the workforce to support the eTOM
processes
Managing spares, repairs, warehousing, transport and distribution of
resources and consumable goods.
Conducting Vulnerability Management;
Conducting Threat Assessments;
Conducting Risk Assessments;
Conducting Risk Mitigation;
Conducting Secure Configuration Activities
Explanatory
Mandatory
Optional
Interactions
Enable Resource Provisioning

Brief Description
Planning and deployment of new and/or modified resource
infrastructure to ensure availability of sufficient resource infrastructure
to support the Resource Provisioning processes, and monitoring,
managing and reporting on the capability of the Resource Provisioning
processes.
The responsibilities of the Enable Resource Provisioning processes are
twofold - planning and deployment of new and/or modified resource
processes.
Page 945 of 1540

Forecasting at an operational level resource infrastructure volume

and/or modified resource infrastructure;
support deployment and operation of new and/or modified resource
infrastructure;
Creating, deploying, modifying and/or upgrading of resource
infrastructure deployment support tools (including Resource Inventory)
and processes for new and/or modified resource infrastructure;
Developing and promulgating resource infrastructure capacity
developed by Resource Development & Management processes prior
to resource infrastructure deployment;
Testing and acceptance of new and/or modified resource
infrastructure as part of the handover procedure from the Resource
Detecting resource infrastructure operational limitations and/or
these aspects to Resource Development & Management processes;
Scheduling, managing, tracking and monitoring of the roll-out, in
accordance with approved plans, of the approved new and/or modified
resource infrastructure; Monitoring capacity utilization of deployed
resource infrastructure to provide early detection of potential resource
infrastructure shortfalls;
Monitoring of, and reporting on, resource infrastructure and resource
Reconfiguring and re-arranging under-utilized deployed resource
infrastructure
; Managing recovery and/or removal of obsolete or unviable resource
infrastructure;
Reporting on deployed resource infrastructure capacity;
Tracking and monitoring of the Resource Provisioning Management
processes and associated costs (including where resource
infrastructure is deployed and managed by third parties), and reporting
on the capability of the Resource Provisioning Management processes;
Establishing and managing resource provisioning notification
facilities and lists to support the Resource Provisioning notification and
reporting processes
Updating the Resource Inventory of any changes to the available
resource infrastructure capacity.
Explanatory
Page 946 of 1540

Mandatory
Optional
Interactions
Enable Resource Performance Management

Brief Description
Proactively monitoring and maintaining resource infrastructure, and
monitoring, managing and reporting on the capability of the Resource
Performance Management processes.
The responsibilities of the Enable Resource Performance Management
processes are twofold - support Resource Performance Management
processes by proactively monitoring and assessing resource
infrastructure performance, and monitoring, managing and reporting
on the capability of the Resource Performance Management processes.
Undertaking proactive monitoring regimes of resource infrastructure
as required to ensure ongoing performance within agreed parameters
over time;
threshold standards for resource instances to support the Resource
Performance Management processes;
performance of resource infrastructure to identify any longer term
deterioration;
Monitoring and analyzing the resource instance analyses produced
by the Resource Performance Management processes to identify
problems that may be applicable to the resource infrastructure as a
whole;
Sourcing details relating to resource instance performance and
trend analyses;
Logging the results of the analysis into the resource inventory
Page 947 of 1540

repository;
Establishing and managing resource performance data collection
schedules, including managing the collection of the necessary
information from the Resource Data Collection & Distribution
processes, to support proactive monitoring and analysis activity, and
requests from Resource Performance
Management processes for additional data to support resource
planned resource infrastructure and resource instance outages;
Establishing, maintaining and managing the testing of resource
performance control plans to cater for anticipated resource
performance disruptions;
outages, etc.;
Tracking and monitoring of the Resource Performance Management
on the capability of the Resource Performance Management processes;
Establishing and managing resource performance notification
facilities and lists to support the Resource Performance Management
notification and reporting processes
Supporting the Support Service Quality Management process.
Explanatory
Mandatory
Optional
Interactions
Support Resource Trouble Management

Brief Description
resource infrastructure maintenance activities, and repair activities,
and monitoring, managing and reporting on the capability of the
Resource Trouble Management processes.
Page 948 of 1540

The responsibilities of the Support Resource Trouble Management
processes are twofold - support Resource Trouble Management
processes by proactively undertaking statistically driven preventative
and scheduled resource infrastructure maintenance activities, and
repair activities, and monitoring, managing and reporting on the
capability of the Resource Trouble Management processes.
These processes are responsible for ensuring that the resource
historical and current resource instance trouble reports and
performance reports to identify potential resource infrastructure or
resource instances requiring proactive maintenance and/or
replacement;
Requesting scheduling of additional resource instance data collection
Requesting scheduling of resource instance performance testing to
Developing and managing resource infrastructure and resource
instance proactive maintenance programs;
Requesting resource provisioning activity to prevent anticipated
Reporting outcomes of trend analysis to Resource Development &
Management processes to influence new and/or modified resource
Establishing and managing resource instance spares holding
facilities, including arrangements with other parties for vendor
managed spares (the actual commercial agreement is negotiated using
Supply Chain Development & Management processes);
Management of issuing and re-stocking of spares;
Establishing and managing resource instance return and repair
programs and associated processes, including both service provider
and other parties repair activities;
Tracking and monitoring of the Resource Trouble Management
on the capability of the Resource Trouble Management processes;
Establishing and managing resource trouble notification facilities and
lists to support the Resource Trouble Management notification and
reporting processes
Explanatory
Page 949 of 1540

Mandatory
Optional
Interactions
Enable Resource Data Collection & Distribution

Brief Description
Administering and management of the processes which enable the
effective operation of the resource data collection and data distribution
network, and monitoring, managing and reporting on the capability of
the Resource Data Collection & Distribution processes.
The responsibilities of the Enable Resource Data Collection &
Distribution processes are twofold - administering and management of
the processes which enable the effective operation of the resource
data collection and data distribution infrastructure, and monitoring,
managing and reporting on the capability of the Resource Data
Collection & Distribution processes.
The Resource Data Collection & Distribution processes may be either
scheduled activities, or may be triggered as a result of ad-hoc events.
Administering and managing the scheduling of resource data
collection and resource data distribution;
Managing the registration and access control processes used by
other processes to gain access to the collected resource data;
processes to download resource data to be distributed to identified
resource instances;
Establishing and managing resource data storage facilities, and
associated management processes, within the resource data collection
and resource data distribution infrastructure, to be used as temporary
data holding facilities as required;
Tracking and monitoring of the Resource Data Collection and
Distribution processes and associated costs, and reporting on the
capability of the Resource Data Collection and Distribution processes
Identifying any technical driven shortcomings of the resource data
Page 950 of 1540

collection and resource data distribution infrastructures, and providing

input to Resource Development & Management processes to rectify
these issues.
Note that the underlying resource infrastructure used for the actual
transport of resource data are managed as appropriate by other
processes within the RM&O and RD&M horizontal process groupings
Explanatory
Mandatory
Optional
Interactions
Manage Resource Inventory

Brief Description
Establish, manage and administer the enterprise's resource inventory,
as embodied in the Resource Inventory Database, and monitor and
report on the usage and access to the resource inventory, and the
quality of the data maintained in it
The responsibilities of the Manage Resource Inventory processes are
twofold - establish, manage and administer the enterprises resource
inventory, as embodied in the Resource Inventory Database, and
monitor and report on the usage and access to the resource inventory,
and the quality of the data maintained in it.
The resource inventory maintains records of all resource infrastructure
and resource instance configuration, version, and status details. It also
records test and performance results and any other resource relatedinformation, required to support RM&O and other processes.
The resource inventory is also responsible for maintaining the
association between service instances and resource instances, created
as a result of the Resource Provisioning Management processes.
captured for resource infrastructure and resource instances;
Identifying, establishing and maintaining resource inventory
Page 951 of 1540

Establishing and managing the resource inventory management and

processes to create, modify, update, delete and/or download resource
data to and from the resource inventory;
Ensuring the resource inventory repository accurately captures and
records all identified resource infrastructure and resource instance
details, through use of automated or manual audits;
Tracking and monitoring of the usage of, and access to, the resource
findings
Identifying any technical driven shortcomings of the resource
Explanatory
Mandatory
Optional
Interactions
Manage Logistics
Brief Description
Manage and control warehousing, stock level management, physical
distribution and transport of purchased resources and consumable
goods.
The responsibility of the Manage Logistics processes is twofold manage and control warehousing, stock management, physical
goods, and monitoring, managing and reporting on the capability of
the Manage Logistics processes.
These processes are applicable for both resources managed by the
processes in the RM&O processes as well as the myriad of consumable
goods used by the enterprise in its day-to-day activities, such as paper,
stationery, etc.
These processes manage all operational processes associated with the
Page 952 of 1540

storage and distribution of purchased resources and consumable goods

from the other parties. In addition, these processes are responsible for
initiating orders for consumable goods, spare parts and for monitoring
and reporting on progress of consumable goods orders. The actual
order placed is managed through the appropriate party management
processes.
These purchased items may be temporarily stored in enterprise,
vendor or third party managed warehouses before being delivered to
smaller distribution points, or being delivered direct to site. Or
alternatively they may be delivered directly to site from specific party's
facilities.
These processes are responsible for determining the distribution path
for individual resources and consumable goods.
These processes are responsible for the internal operational processes
associated with managing a warehouse including aspects such as yard
management, dock management, pick management, etc. These
processes track all goods stored in the warehouse from the time of
inward delivery to outwards dispatch.
These processes manage the co-ordination and control of transport
infrastructure, including land, air and sea transport capabilities. The
transport may be owned and managed by the enterprise, the vendor or
a third-party. Different parties may be responsible for different aspects
of the overall end-end transport requirements, i.e., a vendor may
deliver to a warehouse, and another party from the warehouse to site.
These processes are responsible for determining truck loads,
distribution routes, etc.
To the extent that the above processes are managed by other party,
the enterprise processes are responsible for initiating requests, and for
monitoring, tracking and reporting on the operation of the other party.
Each of the above processes has sub-processes responsible for:
enterprise processes to create, modify, update, delete and/or download
individual requests into other party systems associated with any of the
above processes;
other party processes to create, modify, update, delete and/or
download relevant details into enterprise systems associated with any
of the above processes;
Managing of issuing and re stocking of spares;
Tracking and monitoring of the usage of, and access to, the specific
process and associated costs of the specific processes, and reporting
Page 953 of 1540

on the findings
Identifying any technical driven shortcomings of the specific
automated support capabilities, and providing input to Resource
Development & Management processes to rectify these issues.
Explanatory
Mandatory
Optional
Interactions
1.5.4.1 Enable Resource Provisioning
Figure 240. 1.5.4.1 Enable Resource Provisioning decomposition
Enable Resource Provisioning

Brief Description
processes.
The responsibilities of the Enable Resource Provisioning processes are
twofold - planning and deployment of new and/or modified resource
Page 954 of 1540


processes.
infrastructure;
resource infrastructure; Monitoring capacity utilization of deployed
resource infrastructure to provide early detection of potential resource
infrastructure shortfalls;
infrastructure
; Managing recovery and/or removal of obsolete or unviable resource
infrastructure;
Reporting on deployed resource infrastructure capacity;
Establishing and managing resource provisioning notification
facilities and lists to support the Resource Provisioning notification and
reporting processes
Page 955 of 1540

Explanatory
Mandatory
Optional
Interactions
Plan & Forecast Resource Infrastructure Requirements and Manage Capacity

Planning
Brief Description
processes.
Explanatory
Mandatory
Optional
Interactions
Establish, Manage, and Develop Organization, Tools and Processes

Brief Description
Establishing, Creating, Managing, and developing organization, Tools
Page 956 of 1540

and processes for operations of new/or modified resource

infrastructure.
infrastructure;
Explanatory
Mandatory
Optional
Interactions
Develop and Implement Capacity and Operational Rules and Procedures

Brief Description
Developing and implementing the capacity deployment rules and
administrating the infrastructure operational procedures.
Explanatory
Mandatory
Optional
Interactions
Page 957 of 1540

Perform Acceptance Test and Address & Monitor the Change

Brief Description
Performing acceptance test during the hand over process of new
and/or modified resource infrastructure. Also monitoring the new
and/or modified infrastructure and addressing the operational
limitations.
Explanatory
Mandatory
Optional
Interactions
Track & Supervise the Rollout of new and/or Modified Infrastructure

Brief Description
Supervising the rollout activities of new and/or modified resource
infrastructure.
resource infrastructure;
Explanatory
Mandatory
Optional
Page 958 of 1540

Interactions
Monitor, Report and Release Mgmt. of Resource Infrastructure and Capacity

Utilization
Brief Description
Monitoring and reporting the capacity utilization of existing
infrastructure.
Monitoring capacity utilization of deployed resource infrastructure to
provide early detection of potential resource infrastructure shortfalls;
Explanatory
Mandatory
Optional
Interactions
Optimize Existing Resource Infrastructure Utilization

Brief Description
Optimizing the infrastructure capacity utilization.
infrastructure
Explanatory
Mandatory
Optional
Page 959 of 1540

Interactions
Track, Monitor and Report Resource Provisioning

Brief Description
Tracking and monitoring the resource provisioning processes and
provide the reporting support.
Establishing and managing resource provisioning notification facilities
and lists to support the Resource Provisioning notification and reporting
processes;
Explanatory
Mandatory
Optional
Interactions
Update Inventory Record

Brief Description
Updating the inventory record.
Explanatory
Mandatory
Page 960 of 1540

Optional
Interactions
1.5.4.2 Enable Resource Performance

Management
Figure 241. 1.5.4.2 Enable Resource Performance Management decomposition
Enable Resource Performance Management

Brief Description
Proactively monitoring and maintaining resource infrastructure, and
monitoring, managing and reporting on the capability of the Resource
The responsibilities of the Enable Resource Performance Management
processes are twofold - support Resource Performance Management
processes by proactively monitoring and assessing resource
infrastructure performance, and monitoring, managing and reporting
on the capability of the Resource Performance Management processes.
Page 961 of 1540


over time;
deterioration;
whole;
trend analyses;
repository;
outages, etc.;
Explanatory
Page 962 of 1540

Mandatory
Optional
Interactions
Monitor & Manage Regulatory Issues

Brief Description
Proactively monitoring and dealing regulatory issues to ensure the
ongoing performance of resource infrastructure.
over time;
Explanatory
Mandatory
Optional
Interactions
Establish and Maintain Performance Threshold Standards

Brief Description
Establishing and maintaining the rules and standards for performance
threshold
Explanatory
Page 963 of 1540

Mandatory
Optional
Interactions
Undertake Performance Trend Analysis

Brief Description
Analyzing the performance trends to identify the performance
degradation.
deterioration;
Explanatory
Mandatory
Optional
Interactions
Monitor and Analyze Resource Performance Reports, and Identify Issues

Brief Description
Review the resource performance management operational report
prepared by resource performance management processes.
whole;
Explanatory
Page 964 of 1540

Mandatory
Optional
Interactions
Correlate the Performance Problem Reports & Manage Inventory Repository

Brief Description
Correlating the Performance issues identified based on the
performance report review and logging the results in inventory
repository.
trend analyses;
repository;
Explanatory
Mandatory
Optional
Interactions
Manage Resource Performance Data Collection

Brief Description
Developing and managing the resource performance data collection
schedules and supporting the monitoring activities to gather the
resource performance data.
Page 965 of 1540


Explanatory
Mandatory
Optional
Interactions
Establish, Maintain and Manage the Support Plans

Brief Description
Establishing and managing the support facilities and maintaining the
testing activities of resource performance control plans.
Explanatory
Mandatory
Optional
Interactions
Assess and Report Resource Performance Management Processes

Page 966 of 1540

Brief Description
Track, monitor and assess the resource performance management
Explanatory
Mandatory
Optional
Interactions
Provide Supporting Procedures and Quality Management Support

Brief Description
quality management support for resource performance management
processes.
Explanatory
Mandatory
Optional
Interactions
Page 967 of 1540

1.5.4.3 Support Resource Trouble

Management
Figure 242. 1.5.4.3 Support Resource Trouble Management decomposition
Support Resource Trouble Management

Brief Description
The responsibilities of the Support Resource Trouble Management
processes are twofold - support Resource Trouble Management
processes by proactively undertaking statistically driven preventative
and scheduled resource infrastructure maintenance activities, and
repair activities, and monitoring, managing and reporting on the
capability of the Resource Trouble Management processes.
These processes are responsible for ensuring that the resource
replacement;
Page 968 of 1540


reporting processes
Explanatory
Mandatory
Optional
Interactions
Manage Resource Trouble & Performance Data Collection

Brief Description
Reviewing the trend analysis and undertaking the analysis of trouble
and performance report to identify the necessary preventative
activities.
replacement;
Explanatory
Page 969 of 1540

Mandatory
Optional
Interactions
Manage Resource Infrastructure, Provisioning and Preventive Maintenance

Schedules
Brief Description
Explanatory
Mandatory
Optional
Interactions
Create Report
Brief Description
Proactively generating reports based on the trend analysis.
Page 970 of 1540

Explanatory
Mandatory
Optional
Interactions
Establish Warehouse and Manage Spares Including other Parties

Brief Description
Establishing and managing the spares houses and managing the
spares including other parties spares.
Explanatory
Mandatory
Optional
Interactions
Track, Monitor and Manage RTM Processes Including other Parties

Page 971 of 1540

Brief Description
Track, monitor and assess the resource performance management
Explanatory
Mandatory
Optional
Interactions
Provide Support for RTM and SPM Processes

Brief Description
quality management support for resource trouble management
processes.
reporting processes
Explanatory
Mandatory
Optional
Interactions
Page 972 of 1540

1.5.4.4 Enable Resource Data Collection &

Distribution
Figure 243. 1.5.4.4 Enable Resource Data Collection & Distribution decomposition
Enable Resource Data Collection & Distribution

Brief Description
Administering and management of the processes which enable the
effective operation of the resource data collection and data distribution
network, and monitoring, managing and reporting on the capability of
the Resource Data Collection & Distribution processes.
The responsibilities of the Enable Resource Data Collection &
Distribution processes are twofold - administering and management of
the processes which enable the effective operation of the resource
data collection and data distribution infrastructure, and monitoring,
managing and reporting on the capability of the Resource Data
Collection & Distribution processes.
The Resource Data Collection & Distribution processes may be either
scheduled activities, or may be triggered as a result of ad-hoc events.
Page 973 of 1540

resource instances;
capability of the Resource Data Collection and Distribution processes
these issues.
Note that the underlying resource infrastructure used for the actual
transport of resource data are managed as appropriate by other
processes within the RM&O and RD&M horizontal process groupings
Explanatory
Mandatory
Optional
Interactions
Manage and Administer Resource Data Collection and Distribution

Brief Description
Administering and managing the processes which enable the effective
operation of the resource data collection and data distribution network.
resource instances;
Explanatory
Page 974 of 1540

Mandatory
Optional
Interactions
Manage Resource Data Storage Facilities and Associated Processes

Brief Description
Establishing, managing and maintaining the supporting facilities.
Explanatory
Mandatory
Optional
Interactions
Track, Monitor and Report Resource Data Collection Processes and Capabilities
Brief Description
Monitoring, managing and reporting on the capability of the Resource
Data Collection & Distribution processes.
capability of the Resource Data Collection and Distribution processes;
Explanatory
Page 975 of 1540

Mandatory
Optional
Interactions
Identify Data Collection Issues and Report

Brief Description
Managing and Identifying any Data Collection capability issues and
providing warnings.
these issues.
Explanatory
Mandatory
Optional
Interactions
Page 976 of 1540

1.5.4.5 Manage Resource Inventory
Figure 244. 1.5.4.5 Manage Resource Inventory decomposition
Manage Resource Inventory

Brief Description
Establish, manage and administer the enterprise's resource inventory,
as embodied in the Resource Inventory Database, and monitor and
report on the usage and access to the resource inventory, and the
quality of the data maintained in it
The responsibilities of the Manage Resource Inventory processes are
twofold - establish, manage and administer the enterprises resource
inventory, as embodied in the Resource Inventory Database, and
monitor and report on the usage and access to the resource inventory,
and the quality of the data maintained in it.
The resource inventory maintains records of all resource infrastructure
and resource instance configuration, version, and status details. It also
records test and performance results and any other resource relatedinformation, required to support RM&O and other processes.
The resource inventory is also responsible for maintaining the
association between service instances and resource instances, created
as a result of the Resource Provisioning Management processes.
Page 977 of 1540


findings
Explanatory
Mandatory
Optional
Interactions
Manage Resource Inventory Database and Processes

Brief Description
Establishing, managing and administering the enterprise's resource
inventory,
Explanatory
Mandatory
Page 978 of 1540

Optional
Interactions
Track and Monitor Resource Repository Capabilities

Brief Description
Monitoring and reporting on the usage and access to the resource
inventory, and the quality of the data maintained in it.
findings;
Explanatory
Mandatory
Optional
Interactions
Identify Repository Issues and Provide Reports and Warnings

Brief Description
Managing and Identifying any Inventory Repository issues and
providing warnings.
Explanatory
Mandatory
Page 979 of 1540

Optional
Interactions
1.5.4.7 Manage Logistics
Figure 245. 1.5.4.7 Manage Logistics decomposition
Manage Logistics
Brief Description
Manage and control warehousing, stock level management, physical
goods.
The responsibility of the Manage Logistics processes is twofold manage and control warehousing, stock management, physical
goods, and monitoring, managing and reporting on the capability of
the Manage Logistics processes.
These processes are applicable for both resources managed by the
processes in the RM&O processes as well as the myriad of consumable
goods used by the enterprise in its day-to-day activities, such as paper,
stationery, etc.
These processes manage all operational processes associated with the
storage and distribution of purchased resources and consumable goods
from the other parties. In addition, these processes are responsible for
initiating orders for consumable goods, spare parts and for monitoring
and reporting on progress of consumable goods orders. The actual
Page 980 of 1540

order placed is managed through the appropriate party management

processes.
These purchased items may be temporarily stored in enterprise,
vendor or third party managed warehouses before being delivered to
smaller distribution points, or being delivered direct to site. Or
alternatively they may be delivered directly to site from specific party's
facilities.
These processes are responsible for determining the distribution path
for individual resources and consumable goods.
These processes are responsible for the internal operational processes
associated with managing a warehouse including aspects such as yard
management, dock management, pick management, etc. These
processes track all goods stored in the warehouse from the time of
inward delivery to outwards dispatch.
These processes manage the co-ordination and control of transport
infrastructure, including land, air and sea transport capabilities. The
transport may be owned and managed by the enterprise, the vendor or
a third-party. Different parties may be responsible for different aspects
of the overall end-end transport requirements, i.e., a vendor may
deliver to a warehouse, and another party from the warehouse to site.
These processes are responsible for determining truck loads,
distribution routes, etc.
To the extent that the above processes are managed by other party,
the enterprise processes are responsible for initiating requests, and for
monitoring, tracking and reporting on the operation of the other party.
Each of the above processes has sub-processes responsible for:
enterprise processes to create, modify, update, delete and/or download
individual requests into other party systems associated with any of the
above processes;
other party processes to create, modify, update, delete and/or
download relevant details into enterprise systems associated with any
of the above processes;
Managing of issuing and re stocking of spares;
on the findings
Page 981 of 1540

Explanatory
Mandatory
Optional
Interactions
Manage Warehousing
Brief Description
Manage all operational processes associated with the storage and
distribution of purchased resources and consumable goods from the
specific party.
Manage all operational processes associated with the storage and
distribution of purchased resources and consumable goods from the
other parties.
Determining the distribution path for individual resources and
consumable goods.
Responsible for the internal operational processes associated with
managing a warehouse including aspects such as yard management,
dock management, pick management,
Explanatory
Mandatory
Optional
Interactions
Manage Orders
Brief Description
These processes are responsible for initiating orders for consumable
Page 982 of 1540

goods, spare parts and for monitoring and reporting on progress of

consumable goods orders. The actual order placed is managed through
the appropriate party management processes.
Initiating orders for consumable goods, spare parts and for
monitoring and reporting on progress of consumable goods orders. The
actual order placed is managed through the appropriate party
management processes.
Explanatory
Mandatory
Optional
Interactions
Track and Monitor Logistics and Manage Resource Inventory

Brief Description
supplier and/or third party processes to create, modify, update, delete
and/or download relevant details into inventory systems associated
with any of the above processes;
on the findings
Explanatory
Mandatory
Optional
Interactions
Page 983 of 1540

Identify Logistic Issues and Provide Reports

Brief Description
Identifying any technical driven shortcomings of logistic processes and
provide the report to resource development and management
processes.
Explanatory
Mandatory
Optional
Interactions
1.5.5 Workforce Management
Figure 246. 1.5.5 Workforce Management decomposition
Workforce Management
Brief Description
Managing the staff performing manual activities along with managing
the actual activity being performed.
Page 984 of 1540

"Note: The current focus of the Manage Workforce processes is field

Staff and others managed through work orders, etc. There is
opportunity for further study in subsequent releases of eTOM,
including:
types and positioning of workforce (field technicians, services
representatives, etc.),
other enterprise activities and other management of staff,
decomposition and normalization considering information being acted
on.
The responsibilities of the Manage Workforce processes is to manage
the lifecycle of work assignments or work orders carried out by the
workforce. This will include managing the workforce staff (directly or
indirectly) employed by, or operating as part of, the enterprise (i.e.
technicians, clerks, managers, etc.) that are assigned to, and perform
the work specified. The staff directly managed by these processes
include all employees, contractors and who are paid by the enterprise.
The staff indirectly managed by these processes includes all
employees, consultants and contractors paid by third parties who have
commercial arrangements with the enterprise. In the cases where the
third parties own and manage the service and/or resource
infrastructure the Manage Workforce processes are responsible for
requesting activities to be performed rather than directly assigning
specific staff. The Manage Workforce processes also enable reporting
and monitoring of assigned activities. Responsibilities of these
Establishing and managing work assignment queues through which
requests for work activities are received from eTOM processes;
Establishing and managing staff lists, containing details about
assignable staff such as location, skills, availability for assignment etc.;
Establishing, managing and distributing individuals work assignments
to staff outlining the daily, or other time breadth, work assignments;
Establishing and managing fast-track and jeopardy re-assignment
capabilities to allow for modification of work assignments as required
to meet jeopardy or other high priority conditions;
Managing appointment schedules, including viewing and scheduling
of appointments;
Managing work orders, including issuance and closure;
Forecasting assignable staffing requirements on a daily, weekly and
longer period basis, based on historic work volume records, and
forecast activity volumes;
Determining work activity time estimates for all known work
activities, based on actual historic results or on forward estimates, to
be used as a parameter for scheduling work rosters;
Establishing and managing recall capabilities to allow for out-of-hours
Page 985 of 1540

staff recall in the event of unforeseen circumstances;

processes to create, modify, update, delete and/or download
scheduling and work assignment data to and from the workforce
management system(s);
Establishing and managing information transfer between the
enterprise workforce management system(s) and those of external
third parties (when the infrastructure is owned and operated by third
parties);
Ensuring workforce management system(s) accurately captures and
records all assignment and work scheduling details, through use of
automated or manual audits;
Tracking and monitoring of the usage of, and access to, the workforce
management system(s) and associated costs of the Manage Workforce
processes, and reporting on the findings
Identifying any technical driven shortcomings of the workforce
management system(s), and providing input to Resource Development
& Management processes to rectify these issues.
Explanatory
Mandatory
Optional
Interactions
Manage Schedules & Appointments

Brief Description
Manages the appointment schedule of assignable staff.
The responsibilities of the Manage Appointment Schedule processes
include the ability to view the availability of appropriate assignable
staff as well as being able to schedule an appointment. Both the
viewing and the scheduling may be based on availability of a collection
of staff and not a specific person. Similarly, times could be windows of
time (i.e. - AM or PM) or a specific time.
Explanatory
Page 986 of 1540

Mandatory
Optional
Interactions
Plan and Forecast Workforce Management

Brief Description
This process is responsible for planning and forecasting future
workload and workforce availability demands and for making
adjustments based on reports and forecasts.
Plan and Forecast Workforce processes are responsible for planning
and forecasting the workload of manual activities to be assigned to
technicians within the enterprise and/or third parties.
{T}Forecasting the future demand for workforces based on work
order statistics
{T}Forecasting the workload and respective assignable staffing
requirements on a daily, weekly, and longer period basis, based on
workload history, considering special events (extraordinary activities),
staff vacation considerations, and distributing the available workforce
in order to best meet the estimated load
{T}Making adjustments, whenever necessary, to the estimated load:
{T}Adjust duration estimates for all known work activities, based on
actual historic results or on forward estimates
Explanatory
Mandatory
Optional
Interactions
Administer and Configure Workforce Management

Page 987 of 1540

Brief Description
Performing the activities necessary to configure a variety of workforce
management catalogs and settings required to assure that the
assignable workforce is properly and efficiently utilized.
The Administer and Configure Workforce Management processes
perform the activities required to configure a variety of workforce
assignable workforce is properly and efficiently utilized, and is
positioned to get the required work assigned and completed within the
required time frame. Administer and Configure Workforce Management
scope includes the following:
{T}Classifying different types of manual activities, including
association with required skill sets and job code descriptions
{T}Managing work order specifications and their structure filled with
sequences of dependent work items. A work order can be decomposed
into elementary parts that can be completed by different people in
different places and at different times. These elementary pieces of
work are called work items.
{T}Managing individual technicians, allocating them to various
workforce groups (workforce pools, crews, etc.) and associating them
with aggregations of skills they possess, locations they cover, etc. This
also includes potential "borrowing" of staff from one group to another.
{T}Establishing and managing organization lists, containing
organizational charts, serving area covered, etc.
{T}Consolidating employee and/or third-party working hours on a
specific timeframe basis (day, week, month) including management of
various types of events; providing this information to the Financial
Management process for generating payroll and/or to the other parties
Settlement & Payments Management process for paying third parties.
{T}Enabling and managing recall capabilities to allow for out-of-hours
staff recall in the event of unforeseen circumstances
{T}Administering the appointment schedule, including the hours of
operation of the schedule, number of appointments allowed within a
certain time block, etc.
{T}Setting up and configuring the information transfer and
integration with third-party systems
Explanatory
Mandatory
Optional
Page 988 of 1540

Interactions
Report Workforce Management

Brief Description
This process is responsible for monitoring the use of workforces, their
KPIs, etc.
{T}Preparing the statistical data on quality, productivity, and
efficiency for the services performed by the involved employees and/or
third parties. These processes record, analyze, and assess work order
status changes to provide specialized summaries of the efficiency and
effectiveness of the overall Workforce Management processes. These
specialized summaries can be specific reports required by specific
audiences.
{T}Reporting on the use of, and access to, the workforce
management system(s) and associated costs of the Workforce
Management processes.
Explanatory
Mandatory
Optional
Interactions
Manage Work Order Lifecycle

Brief Description
A Work Order is an aggregation of jobs that are to be completed to
achieve some business goal: to provide a customer service, to fix a
problem, etc. Work Order Lifecycle Management processes are
responsible for processing and monitoring the execution of a work
order through its entire lifecycle, from issuance to closing. This
includes, among other steps, validation, analysis, and decomposing a
work order into work items, aggregating them, and assigning them to
employees and/or third parties. These processes also detect problems
Page 989 of 1540

with completing the work, and requesting Work Order reassignment to

reallocate manual activities to solve the issue.
It should be noted that the Work Order execution sub process (by a
field technician) is not explicitly covered here, but rather its monitoring
is the responsibility of the Track and Manage work order sub process.
{T}Issuing correct and complete work orders
{T}Decomposing a work order into elementary work items
{T}Managing task assignments
{T}Tracking and managing dispatching
{T}Manually executing an order by an assignee
{T}Monitoring the execution of assigned activities, including the
various states of dispatch, complete, suspend, cancel, etc. as well as
requesting work reassignments
{T}Establishing and managing fast-track and jeopardy re-assignment
to meet jeopardy or other high priority conditions
{T}Closing a work order when the manual activities assigned to
employees and/or third parties have been completed
{T}Supporting proactive and dynamic responses by executing and
analyzing operational reports
Explanatory
Mandatory
Optional
Interactions
Page 990 of 1540

1.5.5.1 Manage Schedules &

Appointments
Figure 247. 1.5.5.1 Manage Schedules & Appointments decomposition
Manage Schedules & Appointments

Brief Description
The responsibilities of the Manage Appointment Schedule processes
include the ability to view the availability of appropriate assignable
staff as well as being able to schedule an appointment. Both the
viewing and the scheduling may be based on availability of a collection
of staff and not a specific person. Similarly, times could be windows of
time (i.e. - AM or PM) or a specific time.
Explanatory
Mandatory
Optional
Interactions
Workforce Management Schedule

Page 991 of 1540

Brief Description
This process is responsible for keeping the schedule of available
workforce actualized, recalculating the availability schedule, and
synchronizing actual workforce schedules with third parties based on
information about reserved and available units.
This process is responsible for keeping the schedule of the available
workforce actualized, recalculating the availability schedule and
synchronizing actual workforce schedules with third parties based on
information about reserved and available units.
The Workforce Management Schedule scope includes the following:
{T}Tracking and managing workforce schedules, reflecting the actual
information on workforce availability. Exchanging this information with
involved third parties
{T}Gathering and providing actual information on working hours to
the Financial Management process for generating the payroll and/or to
the Party Settlement & Payments Management process for paying third
parties
{T}Managing the registration and access control processes that
enable processes to create, modify, update, delete, and/or download
scheduling and work assignment data to and from the workforce
management system(s)
{T}Ensuring that the workforce management system(s) accurately
captures and records all assignment and work scheduling details,
through use of automated or manual audits
Explanatory
Mandatory
Optional
Interactions
Determine Work Schedule

Page 992 of 1540

Brief Description
This process answers inquiries about available work capacity for a
given time slot.
This process is responsible for answering inquiries from other
processes (like CRM), given a particular work task, about what
timeframes the work can be performed in, considering dependencies
between work tasks. This process does not look for a particular
executor, but checks available work capacity in a particular time
interval.
Explanatory
Mandatory
Optional
Interactions
Manage Reservations
Brief Description
This process is responsible for managing workforce reservations.
This process is responsible for managing workforce reservations. Once
the reservation is made for a work item, this work item is scheduled
(not necessarily assigned yet).
The scope of Manage Reservations includes the following:
{T}Creating, modifying, and deleting workforce reservations for
particular work items, taking into account dependencies between them
{T}Confirming, canceling, or expiring workforce reservations,
including defining the reservation expiration period
Explanatory
Mandatory
Optional
Page 993 of 1540

Interactions
Manage Appointments
Brief Description
This process is responsible for managing the schedule of appointments
which are formal arrangements with customers about planned site
visits. Appointments are associated with particular work items to be
done. The responsibilities of the Manage Appointment Schedule
process include the ability to view the availability of appropriate
assignable staff as well as the ability to schedule an appointment. Both
the viewing and the scheduling may be based on workforce availability
and skill and not a specific person. Similarly, times can be windows of
time (i.e. AM or PM) or a specific time.
Manage Appointment Schedule scope includes the following:
{T}Creating and canceling appointments, including required
coordination with the customer or request to CRM systems, for such
coordination and updates
{T}In-flight modification, rescheduling, and cancellation of
appointments
Explanatory
Mandatory
Optional
Interactions
Page 994 of 1540

1.5.5.4 Plan and Forecast Workforce

Management
Figure 248. 1.5.5.4 Plan and Forecast Workforce Management decomposition
Plan and Forecast Workforce Management

Brief Description
This process is responsible for planning and forecasting future
workload and workforce availability demands and for making
adjustments based on reports and forecasts.
Plan and Forecast Workforce processes are responsible for planning
and forecasting the workload of manual activities to be assigned to
technicians within the enterprise and/or third parties.
{T}Forecasting the future demand for workforces based on work
order statistics
{T}Forecasting the workload and respective assignable staffing
requirements on a daily, weekly, and longer period basis, based on
workload history, considering special events (extraordinary activities),
staff vacation considerations, and distributing the available workforce
in order to best meet the estimated load
{T}Making adjustments, whenever necessary, to the estimated load:
{T}Adjust duration estimates for all known work activities, based on
actual historic results or on forward estimates
Page 995 of 1540

Explanatory
Mandatory
Optional
Interactions
Forecast Demand
Brief Description
This process is responsible for forecasting the future demand of
workforces based on work order statistics.
This process is responsible for forecasting the future demand for
workforces based on work order statistics.
Explanatory
Mandatory
Optional
Interactions
Forecast Workforce Availability

Brief Description
Forecasting workforce availability on a daily, weekly, and longer period
basis.
Forecasting workforce availability on a daily, weekly, and longer period
basis, based on workload history, considering special events
(extraordinary activities), staff vacation considerations, and
distributing the available workforce to best meet the estimated load
Page 996 of 1540

Explanatory
Mandatory
Optional
Interactions
Adjust Durations
Brief Description
This process is responsible for periodically recalculating the average
time for performing a work task.
This process is responsible for periodically recalculating the average
time for performing a work task. This duration is recorded in Work
Specification.
Explanatory
Mandatory
Optional
Interactions
Page 997 of 1540

1.5.5.5 Administer and Configure

Workforce Management
Figure 249. 1.5.5.5 Administer and Configure Workforce Management decomposition
Administer and Configure Workforce Management

Brief Description
Performing the activities necessary to configure a variety of workforce
assignable workforce is properly and efficiently utilized.
The Administer and Configure Workforce Management processes
perform the activities required to configure a variety of workforce
assignable workforce is properly and efficiently utilized, and is
positioned to get the required work assigned and completed within the
required time frame. Administer and Configure Workforce Management
scope includes the following:
{T}Classifying different types of manual activities, including
association with required skill sets and job code descriptions
{T}Managing work order specifications and their structure filled with
sequences of dependent work items. A work order can be decomposed
into elementary parts that can be completed by different people in
different places and at different times. These elementary pieces of
work are called work items.
{T}Managing individual technicians, allocating them to various
workforce groups (workforce pools, crews, etc.) and associating them
with aggregations of skills they possess, locations they cover, etc. This
also includes potential "borrowing" of staff from one group to another.
{T}Establishing and managing organization lists, containing
Page 998 of 1540

organizational charts, serving area covered, etc.

{T}Consolidating employee and/or third-party working hours on a
specific timeframe basis (day, week, month) including management of
various types of events; providing this information to the Financial
Management process for generating payroll and/or to the other parties
Settlement & Payments Management process for paying third parties.
{T}Administering the appointment schedule, including the hours of
operation of the schedule, number of appointments allowed within a
certain time block, etc.
{T}Setting up and configuring the information transfer and
integration with third-party systems
Explanatory
Mandatory
Optional
Interactions
Configure Work Catalog

Brief Description
This process configures the specification of Work and Work Order,
including description, relationships, and rules.
{T}Classifying different types of manual activities (or Work Items),
including association with required skill sets and job code descriptions
{T}Managing work order specifications and their dependent work
items
{T}Establishing the conditions for work items to be instantiated while
decomposing work orders
{T}Managing standard durations of work items to be performed,
depending on a variety of parameters
Explanatory
Mandatory
Page 999 of 1540

Optional
Interactions
Administer Human Resources Catalog

Brief Description
This process configures the catalog of field technicians, including
description, grouping, hours, relationships, and rules.
Managing individual technicians, allocating them to various
workforce groups, (workforce pools, crews, etc.), forming holistic
assignable units
Associating human resources with aggregations of skills they posses,
locations they cover, tools and devices they can operate, etc.
Establishing basic working and non-working hours of human
resources, including the allocation of technicians to shifts
Managing a list of technician activities divided into two types:
extending available working hours (because of overtime, for example)
and reducing working hours (to allow for activities such as training and
meetings)
Establishing the rules by which some types of activities can be
ignored
Establishing interaction with HR systems for data transfer and
synchronization
Explanatory
Mandatory
Optional
Interactions
Administer Organizations Catalog

Page 1000 of 1540

Brief Description
This process manages the description of the organizational structure of
the CSP or field service partners.
A CSP may have their own employees who fulfill all assurance and
fulfillment jobs. The company may also delegate some of its work (or
all of its work) to third-party companies that are called other parties.
Both the CSP company and other parties are called organizations.
{T}Establishing and managing an organization list, containing
organizational chart, covered serving areas, etc.
Explanatory
Mandatory
Optional
Interactions
Administer Tools and Materials Catalog

Brief Description
This process manages the catalog of tools and materials for field
service.
This process is responsible for managing the catalog of tools and
materials that are required to fulfill various types of work.
Explanatory
Mandatory
Optional
Interactions
Configure Skill Catalog

Page 1001 of 1540

Brief Description
This process manages the catalog of technicians skills, including
description and combination.
A skill represents an ability of a person or a group of people to fulfill a
particular activity.
{T}Managing the list of single skills and their combinations into whole
sets and their descriptions
{T}Synchronizing the skill catalog with HR systems
Explanatory
Mandatory
Optional
Interactions
Configure Schedules
Brief Description
This process creates the schedules for the organization, which show
work requests and employee capabilities and availabilities. The process
also manages rules for appointment, reservation, and assignment.
{T}Establishing and managing the information transfer through which
other parties report on their workforce parameters and schedules
{T}Establishing a workforce schedule which provides a single view of
their capabilities and availabilities, taking into account both their own
company's workforces and workforces provided by other parties
{T}Identifying a resource plan, which is the time frame-based
association of workforce with types of work. This means that
associated workforce units are supposed to perform particular types of
work in a specified timeframe. This schedule provides a view of the
workforce in terms of work availability. It may be used for limiting and
balancing work and appointments between several workforce sources
and for optimizing the use of the total workforce.
{T}Managing assignment/re-assignment rules, prioritization criteria,
based on the organizational settings, type of location, type of jobs, and
Page 1002 of 1540

minimizing the cost of reassignments

{T}Defining restriction rules for appointment scheduling, such as the
number of appointments allowed within a certain block of time, etc.
{T}Defining restriction rules for workforce reservations such as
number of concurrent reservations for a particular workforce source,
etc.
Explanatory
Mandatory
Optional
Interactions
Administer Registration and Access

Brief Description
This process manages the registration and access rights for various
users, including third-party systems, of the workforce management
solution.
{T}Defining user access rights, permissions, and rules depending on
operations or actions
{T}Establishing rules and permissions for third-party system
integrations and data exchange
{T}Tracking and monitoring the use of, and access to, the workforce
management system(s) and associated costs of the Workforce
Management processes
{T}Establishing and managing information transfer between the
enterprise workforce management system(s) and those of external
third parties
{T}Identifying any technically driven shortcomings of the workforce
management system(s), and providing input to Resource Development
& Management processes to rectify these issues
Explanatory
Mandatory
Page 1003 of 1540

Optional
Interactions
Configure Logging and Audit

Brief Description
This process manages the logging and audit functions of the workforce
management solution.
{T}Establishing system event logging, rules, and events that should
be handled
{T}Configuring logging details and storage
{T}Establishing audit functions and rules
{T}Configuring notifications and post-functions (action to be
performed when a task is complete)
Explanatory
Mandatory
Optional
Interactions
Page 1004 of 1540

1.5.5.7 Manage Work Order Lifecycle
Figure 250. 1.5.5.7 Manage Work Order Lifecycle decomposition
Manage Work Order Lifecycle

Brief Description
A Work Order is an aggregation of jobs that are to be completed to
achieve some business goal: to provide a customer service, to fix a
problem, etc. Work Order Lifecycle Management processes are
responsible for processing and monitoring the execution of a work
order through its entire lifecycle, from issuance to closing. This
includes, among other steps, validation, analysis, and decomposing a
work order into work items, aggregating them, and assigning them to
employees and/or third parties. These processes also detect problems
with completing the work, and requesting Work Order reassignment to
reallocate manual activities to solve the issue.
It should be noted that the Work Order execution sub process (by a
field technician) is not explicitly covered here, but rather its monitoring
is the responsibility of the Track and Manage work order sub process.
{T}Issuing correct and complete work orders
{T}Decomposing a work order into elementary work items
{T}Managing task assignments
{T}Tracking and managing dispatching
Page 1005 of 1540

{T}Manually executing an order by an assignee

{T}Monitoring the execution of assigned activities, including the
various states of dispatch, complete, suspend, cancel, etc. as well as
requesting work reassignments
{T}Establishing and managing fast-track and jeopardy re-assignment
to meet jeopardy or other high priority conditions
{T}Closing a work order when the manual activities assigned to
employees and/or third parties have been completed
{T}Supporting proactive and dynamic responses by executing and
analyzing operational reports
Explanatory
Mandatory
Optional
Interactions
Issue Work Order

Brief Description
The purpose of the Issue Work Order process is to issue correct and
complete work orders. It can be called by other processes (as in CRM)
to issue a new Work Order, to be handled further by WFM.
Issue Work Order scope includes the following:
Issuing correct and complete work orders. The work orders may be
required to complete pertinent manual work such as a fulfillmentbased resource order or an assurance trouble report coming from thirdparty systems
Initiating work order issuance through handheld devices by a
technician from the field
Explanatory
Mandatory
Page 1006 of 1540

Optional
Interactions
Analyze and Decompose Work Order

Brief Description
This process analyzes and decomposes a Work Order into work items
according to Work Catalog, and groups them for optimal execution.
The scope of the Analyze and Decompose Work Order process includes
the following:
{T}Decomposing work orders into elementary dispatchable manual
activities (i.e., work items). Decomposition may be performed
according to decomposition rules or by conditional instantiation of
work items from work order specification.
{T}Establishing materials, parts, tools, and equipment required to
perform manual activities
{T}Restructuring and correlating (grouping) decomposed Work Orders
or work items in order to create new ones, containing manual activities
(work items) combined on the basis of predefined criteria such as skills
required, location, etc.
Explanatory
Mandatory
Optional
Interactions
Assign Task
Brief Description
The Assign Task process is responsible for assigning manual activities,
described by work items (components of work orders), to assignable
staff within the enterprise and/or third parties.
Page 1007 of 1540

The association of a work item with a technician who is assigned to this
work is a task, or, task assignment is a work item assignment to a
particular performer.
The scope of the Assign Task process includes the following:
{T}Establishing and managing work assignment queues through
which requests for task assignments are received from other eTOM
processes
{T}Automatic, manual, or semi-automatic assigning and scheduling
based on optimization of the task, taking into consideration various
parameters including the following:
{T}Work order priority
{T}Associated SLAs
{T}Work order due date
{T}Skills required to perform work
{T}Dependencies between work tasks
{T}Job location relative to other assignments made to the
dispatchable staff
{T}Workload of staff
{T}Staff availability hours
{T}Required materials, spares, and tools availability
{T}Maintaining bulk assignment capabilities
{T}Managing relocation of other previously scheduled tasks which
have floating work schedules, aiming at increasing manpower
availability
{T}Optimizing the assignment of tasks to technicians selected
according to skills, proximity to intervention site, technician
availability, vehicles, equipment, and special tools required to perform
these activities
{T}Interacting with GIS for route optimization between task locations
{T}Defining density distribution patterns for bulk automated
assignments of technicians for the entire day to provide the capability
to insert new assignments throughout a work day based on priority
work that might arise
{T}Viewing the availability schedule of assignable staff from various
workforce sources
{T}Preparing information to be dispatched as updates to alreadydispatched tasks
Explanatory
Mandatory
Optional
Page 1008 of 1540

Interactions
Dispatch Task
Brief Description
This process dispatches technicians and/or third parties to perform
manual activities.
The Dispatch Task scope includes the following:
{T}Dispatching assigned tasks to the appropriate performer (e.g. a
single technician or a crew) from the companys workforce or from a
third-party workforce to perform manual activities
{T}Managing the dispatching process via various channels
{T}Monitoring various dispatch states
{T}Managing the delivery of reassignments and changes to all
affected performers
{T}Managing notification profiles and rules
{T}Managing settings required for proper task dispatching
Explanatory
Mandatory
Optional
Interactions
Track and Manage Work Order

Brief Description
Track and Manage Work Order processes are responsible for monitoring
the execution of assigned manual activities to employees and/or third
parties, detecting potential problems with completing the work, and
requesting escalation or reassignment to solve the issue.
Track and Manage Work Order scope includes the following:
{T}Monitoring the status and progress of various tasks, including the
Page 1009 of 1540

various states of the work order

{T}Managing transitions of orders and tasks and work items between
their states, including operations performed from handheld devices
{T}Propagating statuses from tasks and work items to work orders
{T}Managing updates to orders, including in-flight changes and
cancelations
{T}Monitoring jeopardies and responding to them, including
predefined actions such as work reassignment, escalations,
notifications, etc.
{T}Manually executing the order by an assignee
{T}Indicating completion of a work order by modifying its status
Explanatory
Mandatory
Optional
Interactions
Close Work Order

Brief Description
Close a Work Order when the manual activities assigned to employees
and/or third parties have been completed.
The objective of the Close Work Order processes is to:
{T}Close a Work Order when the tasks and work items assigned to
employees and/or third parties have been completed. These processes
monitor the status of all open work orders, and recognize that a work
order is ready to be closed when the status is changed to Complete.
Explanatory
Mandatory
Optional
Interactions
Page 1010 of 1540

Report on Work Order

Brief Description
The Report on Work Order process manages status and notifications
and executes various reports about work orders.
The Report on Work Order scope includes the following:
{T}Executing reports on work orders, work items, and tasks being
performed
{T}Monitoring the status of work orders and managing notifications
status changes
{T}Executing performance reports for various workforces
Explanatory
Mandatory
Optional
Interactions
1.5.6 Resource Provisioning
Page 1011 of 1540

Figure 251. 1.5.6 Resource Provisioning decomposition
Resource Provisioning
Brief Description
Allocation, installation, configuration, activation and testing of specific
resources to meet the service requirements, or in response to requests
from other processes to alleviate specific resource capacity shortfalls,
availability concerns or failure conditions.
Resource Provisioning processes encompass allocation, installation,
configuration, activation and testing of specific resources to meet the
service requirements, or in response to requests from other processes
to alleviate specific resource capacity shortfalls, availability concerns
or failure conditions.
Responsibilities of the Resource Provisioning processes include, but are
not limited to:
Verifying whether appropriate specific resources are available as part
of pre-order feasibility checks;
Allocating the appropriate specific resources to support service
orders or requests from other processes;
Reserving specific resources (if required by the business rules) for a
given period of time until the service order is confirmed;
Possibly initiating delivery of specific resources to the central office,
to site or to the customer premise;
Installation and commissioning of specific resources after delivery;
Configuring and activating physical and/or logical specific resources,
as appropriate;
Testing the specific resources to ensure the resource is working
correctly;
Recovery of resources;
Updating of the Resource Inventory Database to reflect that the
specific resource has been allocated to specific services, modified or
recovered;
Assigning and tracking resource provisioning activities;
Managing resource provisioning jeopardy conditions
Reporting progress on resource orders to other processes.
Explanatory
Mandatory
Optional
Page 1012 of 1540

Interactions
Allocate & Install Resource

Brief Description
Allocate specific resources required to support a specific service
The objective of the Allocate & Install Resource processes is to allocate
specific resources required to support a specific service.
These activities include but are not limited to:
Investigating the ability to be able to satisfy specific service orders as
a part of a feasibility check;
Reserving or allocating specific resources in response to issued
resource orders;
Confirming availability of, or initiating an order for, equipment or
software with a related party
Installing and commissioning specific resources following delivery.
Where the Allocate & Install Resource processes are requested by a
resource order issued as part of a pre-order feasibility check, these
processes determine whether there are adequate specific resources
available to fulfill the request. Where there are not sufficient specific
resources available, these processes may initiate enquiries using the
relevant party management and/or Resource Support & Readiness
processes to determine lead times for specific resource availability.
commitment contained in the initiating service order, these processes
may reserve specific resources linked to the initiating service order for
a period of time, and releasing them when the time period has expired.
These processes are responsible for creating a response to the
initiating processes with respect to the feasibility assessment.
resource order issued in response to a confirmed service order, these
processes are responsible for allocating the specific resources required
to satisfy the initiating service order. Any previously reserved specific
resources are marked as allocated.
These process are responsible for initiating, using the party
management processes, resource requisition orders for any specific
resources in shortfall. Sufficient information is supplied with the
resource requisition orders to ensure that the appropriate specific
resources are delivered to the appropriate location for installation and
configuration. This may include, for example, a central office, a
transmission room, or the customer premise.
Page 1013 of 1540

Following delivery, these processes are responsible for installing and

commissioning specific resources, and updating the resource inventory
as part of these processes. Where installation of the specific resources
requires an upfront major resource infrastructure, the installation of
both the resource infrastructure and specific resources may be
undertaken under the control of the Support Resource Provisioning
processes.
The Allocate & Install Resource processes will closely interact with the
Manage Resource Inventory processes to determine availability of
physical and logical specific resources to select from, thereby applying
specific selection criteria.
Explanatory
Mandatory
Optional
Interactions
Configure & Activate Resource

Brief Description
Configure and activate the specific resources allocated against an
issued resource order
The objective of the Configure & Activate Resource Processes is to
configure and activate the specific resources allocated against an
issued resource order. These processes are responsible for, but not
limited to:
configuration and activation;
Re-use standard configuration and activation processes applicable to
specific resources;
Providing notifications as required if the activation activity requires a
planned outage or is likely to initiate false specific resource alarm
event notifications
Updating the information contained in the resource inventory as to
the configuration of specific resources and their status.
Page 1014 of 1540


specific resources will be changed from allocated to activated, which
means they are in use.
Explanatory
Mandatory
Optional
Interactions
Test Resource
Brief Description
Test specific resources to ensure they are operating within normal
parameters
The responsibility of the Test Resource processes is to test specific
resources to ensure they are operating within normal parameters. The
objective is to verify whether the resources are working correctly and
meet the appropriate performance levels.
These processes test specific resources against supplier/partner
defined test plans, or against test plans developed by the service
provider. Where appropriate test plans are not available these
processes are responsible for developing appropriate test plans. These
processes are also responsible for capturing and storing the test results
for historical and downstream testing comparison purposes.
If these tests succeed, the specific resources will be marked as inservice which means the specific resources are available for use.
Explanatory
Mandatory
Optional
Interactions
Page 1015 of 1540

Track & Manage Resource Provisioning

Brief Description
Ensure resource provisioning activities are assigned, managed and
tracked efficiently
The objective of the Track & Manage Resource Provisioning process is
to ensure resource provisioning activities are assigned, managed and
Scheduling, assigning and coordinating resource provisioning related
activities;
Escalating status of resource orders in accordance with local policy;
Adding additional information to an existing resource order;
Modifying information in an existing resource order;
Modifying the resource order status;
Canceling a resource order when the initiating service order is
cancelled;
Monitoring the jeopardy status of resource orders, and escalating
resource orders as necessary
Indicating completion of a resource order by modifying the resource
order status.
The Track & Manage Resource Provisioning processes are responsible
for engaging external suppliers in provisioning activities when these
have been outsourced or contracted to external parties.
The Track & Manage Resource Provisioning processes will also inform
the Close Resource Order processes by modifying the resource order
status to complete when the resource order has been fulfilled.
Explanatory
Mandatory
Optional
Interactions
Page 1016 of 1540

Report Resource Provisioning

Brief Description
Monitor the status of resource orders, provide notifications of any
The objective of the Report Resource Provisioning processes is to
monitor the status of resource orders, provide notifications of any
of resource orders and managing notifications to processes and other
Notification lists are managed and maintained by the Enable Resource
These processes record, analyze and assess the resource order status
summaries of the efficiency and effectiveness of the overall Resource
Provisioning process. These specialized summaries could be specific
Explanatory
Mandatory
Optional
Interactions
Close Resource Order

Brief Description
This process monitors the status of the order and changes the status to
closed when it is completed.
The objective of the Close Resource Order processes is to close a
resource order when the resource provisioning activities have been
completed.
These processes monitor the status of all open resource orders, and
Page 1017 of 1540

recognize that a resource order is ready to be closed when the status is

Explanatory
Mandatory
Optional
Interactions
Issue Resource Orders

Brief Description
Issue correct and complete resource orders
The purpose of the Issue Resource Orders processes is to issue correct
and complete resource orders.
The resource orders may be required to satisfy pertinent service order
information received, may arise as a result of requests for resource
provisioning to satisfy resource trouble recovery activities, may arise to
alleviate resource performance issues, or may arise as a result of
information received from other parties in relations to specific
resources.
These processes assess the information contained in the service order,
through a resource order request, initiating resource process request or
other parties initiated request, to determine the associated resource
orders that need to be issued.
The issued resource order may require a feasibility assessment to be
undertaken, may require new provisioning activities for specific
resources, may require a change to a previously issued resource order
or may require the deletion/recovery of previously delivered specific
resources.
Where the initiating request or service order has a standard set of
associated resource orders, this process is responsible for issuing the
resource orders, and for creating a record of the relevant initiating
request or service order information and the associated resource
orders.
Where the initiating request or service order has special or unusual
requirements, and a specific feasibility assessment has not been
previously undertaken, this process marks the issued resource order as
Page 1018 of 1540

requiring special handling, and passes management for further

processing to the Track & Manage Resource Provisioning process.
requirements, and a specific feasibility assessment has been
previously undertaken, this process issues the previously determined
resource orders.
The orchestration, if required, and tracking of the progress of a
resource order is the responsibility of the Track & Manage Resource
Explanatory
Mandatory
Optional
Interactions
Recover Resource
Brief Description
Recover specific resources that are no longer required.
The responsibility of the Recover Resource processes is to recover
specific resources that are no longer required.
These processes follow recovery plans specified by the
supplier/partner, or follow recovery plans developed by the service
provider. Where appropriate recovery plans are not available these
processes are responsible for developing appropriate recovery plans.
Where recovery of resources is likely to impact other in-use specific
resources or specific services, this process is responsible for providing
appropriate notification of the recovery proposal and ensuring
authorization is received to proceed with the recovery plan. When the
recovery activity is about to commence, these processes are
responsible for notifying when recovery work is commencing and when
it is completed.
When recovered, the specific resources will be marked as unallocated.
Explanatory
Page 1019 of 1540

Mandatory
Optional
Interactions
1.5.6.1 Allocate & Install Resource
Figure 252. 1.5.6.1 Allocate & Install Resource decomposition
Allocate & Install Resource

Brief Description
Allocate specific resources required to support a specific service
The objective of the Allocate & Install Resource processes is to allocate
specific resources required to support a specific service.
These activities include but are not limited to:
Investigating the ability to be able to satisfy specific service orders as
a part of a feasibility check;
Reserving or allocating specific resources in response to issued
resource orders;
Confirming availability of, or initiating an order for, equipment or
software with a related party
Installing and commissioning specific resources following delivery.
resource order issued as part of a pre-order feasibility check, these
processes determine whether there are adequate specific resources
available to fulfill the request. Where there are not sufficient specific
resources available, these processes may initiate enquiries using the
relevant party management and/or Resource Support & Readiness
Page 1020 of 1540

processes to determine lead times for specific resource availability.

commitment contained in the initiating service order, these processes
may reserve specific resources linked to the initiating service order for
a period of time, and releasing them when the time period has expired.
These processes are responsible for creating a response to the
initiating processes with respect to the feasibility assessment.
resource order issued in response to a confirmed service order, these
processes are responsible for allocating the specific resources required
to satisfy the initiating service order. Any previously reserved specific
These process are responsible for initiating, using the party
management processes, resource requisition orders for any specific
resources in shortfall. Sufficient information is supplied with the
resource requisition orders to ensure that the appropriate specific
resources are delivered to the appropriate location for installation and
configuration. This may include, for example, a central office, a
transmission room, or the customer premise.
Following delivery, these processes are responsible for installing and
commissioning specific resources, and updating the resource inventory
as part of these processes. Where installation of the specific resources
requires an upfront major resource infrastructure, the installation of
both the resource infrastructure and specific resources may be
undertaken under the control of the Support Resource Provisioning
processes.
The Allocate & Install Resource processes will closely interact with the
Manage Resource Inventory processes to determine availability of
physical and logical specific resources to select from, thereby applying
specific selection criteria.
Explanatory
Mandatory
Optional
Interactions
Determine Resource Availability

Page 1021 of 1540

Brief Description
This process investigates the ability to be able to satisfy specific
service orders as a part of a feasibility check. Where the Allocate &
Install Resource processes are requested by a pre-feasibility resource
order, or by the Design Resources processes, these processes
determine whether the requested resources are available.
Explanatory
This process investigates the ability to be able to satisfy specific
service orders as a part of a feasibility check.
Mandatory
pre-feasibility resource order, or by the Design Resources processes,
these processes determine whether the requested resources are
available.
Optional
Interactions
Reserve Resource
Brief Description
This process reserves specific resources in response to issued resource
orders. Depending on business rules, and on any specific levels of
commitment contained in the initiating resource order or resource
design request, these processes may reserve specific resources linked
to the initiating resource order or resource design request for a period
of time
Explanatory
Mandatory
This process reserves specific resources in response to issued resource
orders
Optional
Page 1022 of 1540

commitment contained in the initiating resource order or resource

design request, these processes may reserve specific resources linked
to the initiating resource order or resource design request for a period
of time
Interactions
Release Resource
Brief Description
Explanatory
Mandatory
Optional
Interactions
Allocate Resource
Brief Description
This process allocates specific resources in response to issued resource
orders. Where the Allocate & Install Resource processes are requested
by a resource order issued in response to a confirmed customer order,
this process is responsible for allocating the specific resources required
to satisfy the initiating resource order. Any previously reserved specific
Explanatory
This process allocates specific resources in response to issued resource
orders.
Page 1023 of 1540

Mandatory
resource order issued in response to a confirmed customer order, this
process is responsible for allocating the specific resources required to
satisfy the initiating resource order. Any previously reserved specific
Optional
Interactions
Install and Commission Resource

Brief Description
This process is responsible for installing and commissioning specific
resources, and updating the resource inventory as part of these
processes
Explanatory
Mandatory
responsible for installing and commissioning specific resources, and
updating the resource inventory as part of these processes
Optional
Interactions
Page 1024 of 1540

1.5.6.2 Configure & Activate Resource
Figure 253. 1.5.6.2 Configure & Activate Resource decomposition
Configure & Activate Resource

Brief Description
Configure and activate the specific resources allocated against an
issued resource order
The objective of the Configure & Activate Resource Processes is to
configure and activate the specific resources allocated against an
issued resource order. These processes are responsible for, but not
limited to:
configuration and activation;
Re-use standard configuration and activation processes applicable to
specific resources;
Providing notifications as required if the activation activity requires a
event notifications
Updating the information contained in the resource inventory as to
the configuration of specific resources and their status.
specific resources will be changed from allocated to activated, which
means they are in use.
Explanatory
Page 1025 of 1540

Mandatory
Optional
Interactions
Configure Resource
Brief Description
This process assesses and plans the approach to be undertaken for
configuration. It re-uses standard configuration and processes
applicable to specific resources. It configures and reconfigures specific
resources, including customer premises equipment if part of the
resource provider offering. It provides notifications as required if the
configuration activity requires a planned outage or is likely to initiate
false specific resource alarm event notifications. It update the
information contained in the resource inventory as to the configuration
of specific resources and their status.
Explanatory
This process re-uses standard implementation processes applicable to
specific resources.
Mandatory
configuration. It configures and reconfigures specific resources,
including customer premises equipment if part of the resource provider
offering. It provides notifications as required if the configuration
activity requires a planned outage or is likely to initiate false specific
resource alarm event notifications. It update the information contained
in the resource inventory as to the configuration of specific resources
and their status.
Optional
Interactions
It provides notifications as required
Implement Resource
Page 1026 of 1540

Brief Description
specific resources. It implements specific resources, including
customer premises equipment if part of the resource provider offering.
It provides notifications as required if the implementation activity
requires a planned outage or is likely to initiate false specific resource
alarm event notifications.
Explanatory
specific resources.
Mandatory
It implements specific resources, including customer premises
equipment if part of the resource provider offering. It provides
notifications as required if the implementation activity requires a
Optional
Interactions
Activate Resource
Brief Description
activation. It re-uses standard activation processes applicable to
specific resources. It provides notifications as required if the
activation activity requires a planned outage or is likely to initiate false
specific resource alarm event notifications. At the successful
conclusion of this activity, the status of the specific resources will be
changed from allocated to activated, which means they are in-use.
Explanatory
specific resources.
Page 1027 of 1540

Mandatory
activation. It provides notifications as required if the activation
activity requires a planned outage or is likely to initiate false specific
resource alarm event notifications. At the successful conclusion of this
activity, the status of the specific resources will be changed from
allocated to activated, which means they are in-use.
Optional
Interactions
1.5.6.3 Test Resource
Figure 254. 1.5.6.3 Test Resource decomposition
Test Resource
Brief Description
Test specific resources to ensure they are operating within normal
parameters
The responsibility of the Test Resource processes is to test specific
resources to ensure they are operating within normal parameters. The
objective is to verify whether the resources are working correctly and
meet the appropriate performance levels.
These processes test specific resources against supplier/partner
Page 1028 of 1540

defined test plans, or against test plans developed by the service

provider. Where appropriate test plans are not available these
processes are responsible for developing appropriate test plans. These
processes are also responsible for capturing and storing the test results
for historical and downstream testing comparison purposes.
If these tests succeed, the specific resources will be marked as inservice which means the specific resources are available for use.
Explanatory
Mandatory
Optional
Interactions
Test Specific Resources

Brief Description
This process tests specific resources against supplier/partner defined
Explanatory
Mandatory
This process tests specific resources against supplier/partner defined
Optional
Interactions
Develop Test Plans

Page 1029 of 1540

Brief Description
Explanatory
Mandatory
Optional
Interactions
Capture Test Results

Brief Description
Explanatory
Mandatory
Optional
Interactions
Page 1030 of 1540

1.5.6.4 Track & Manage Resource

Provisioning
Figure 255. 1.5.6.4 Track & Manage Resource Provisioning decomposition
Track & Manage Resource Provisioning

Brief Description
Ensure resource provisioning activities are assigned, managed and
tracked efficiently
The objective of the Track & Manage Resource Provisioning process is
to ensure resource provisioning activities are assigned, managed and
Scheduling, assigning and coordinating resource provisioning related
activities;
Escalating status of resource orders in accordance with local policy;
Adding additional information to an existing resource order;
Modifying information in an existing resource order;
Modifying the resource order status;
Canceling a resource order when the initiating service order is
cancelled;
Monitoring the jeopardy status of resource orders, and escalating
resource orders as necessary
Indicating completion of a resource order by modifying the resource
order status.
The Track & Manage Resource Provisioning processes are responsible
for engaging external suppliers in provisioning activities when these
have been outsourced or contracted to external parties.
Page 1031 of 1540

The Track & Manage Resource Provisioning processes will also inform
the Close Resource Order processes by modifying the resource order
status to complete when the resource order has been fulfilled.
Explanatory
Mandatory
Optional
Interactions
Coordinate Resource Provisioning Activity

Brief Description
This process schedules, assigns and coordinates resource provisioning
related activities.
Explanatory
Mandatory
This process schedules, assigns and coordinates resource provisioning
related activities.
Optional
Interactions
Track Resource Provisioning Activity

Brief Description
This process tracks the order execution process.
Page 1032 of 1540

Explanatory
Mandatory
This process tracks the order execution process.
Optional
Interactions
Manage Resource Provisioning Activity

Brief Description
This process escalates resource orders in accordance with local policy,
adds information to an existing resource order, modifies information in
an existing resource order, cancels a resource order when the initiating
service order is cancelled, and also modifies the resource order status,
including setting it to complete when the resource order has been
fulfilled.
Explanatory
Mandatory
This process escalates resource orders in accordance with local policy,
adds information to an existing resource order, modifies information in
an existing resource order, cancels a resource order when the initiating
service order is cancelled, and also modifies the resource order status,
including setting it to complete when the resource order has been
fulfilled.
Optional
Interactions
Update Resource Repository

Page 1033 of 1540

Brief Description
Update resource state and status
Explanatory
Query/Update resources and their state and status at each level in
Resource Provisioning.
The state of resource may be one of following:
- Open
(it is available for allocation)
- Reserved
(it is reserved for provisioning)
- Pending
(resource allocated for provisioning but not yet
activated)
- Activated
(resource provisioned, activated and associated
with a service)
- Suspended
(resource provisioned for a service, however
suspended for reasons)
Lifecycle of the state is as follows:
Open -> Reserved -> Pending -> Activated (then back to Open)->
Suspended (then back to Open)
The status of resource may be one of following:
- Pending
(functional but not ready for use)
- Active
(functional)
- Deprecated
(marked bad resource before purging)
Mandatory
Update resource state and status
Optional
Interactions
A common process that Assess Resource Request, Determine Resource
Availability, Reserve Resource, Allocate Resource, Install and
Commission Resource, Release Resource and Activate Resource use to
Query and Update resources and their states and status
Page 1034 of 1540

1.5.6.5 Report Resource Provisioning
Figure 256. 1.5.6.5 Report Resource Provisioning decomposition
Report Resource Provisioning

Brief Description
Monitor the status of resource orders, provide notifications of any
The objective of the Report Resource Provisioning processes is to
monitor the status of resource orders, provide notifications of any
of resource orders and managing notifications to processes and other
These processes record, analyze and assess the resource order status
Provisioning process. These specialized summaries could be specific
Explanatory
Mandatory
Optional
Page 1035 of 1540

Interactions
Monitor Resource Order Status

Brief Description
resource orders.
Explanatory
Mandatory
resource orders.
Optional
Interactions
Distribute Resource Order Notification

Brief Description
other parties registered to receive notifications of any status changes.
Explanatory
Mandatory
Optional
Interactions
Page 1036 of 1540

Distribute Resource Provisioning Reports

Brief Description
This process records, analyzes and assesses the resource order status
Provisioning process, including specific reports required by specific
audiences.
Explanatory
Mandatory
This process records, analyzes and assesses the resource order status
Provisioning process, including specific reports required by specific
audiences.
Optional
Interactions
Page 1037 of 1540

1.5.6.7 Issue Resource Orders
Figure 257. 1.5.6.7 Issue Resource Orders decomposition
Issue Resource Orders

Brief Description
Issue correct and complete resource orders
The purpose of the Issue Resource Orders processes is to issue correct
and complete resource orders.
The resource orders may be required to satisfy pertinent service order
information received, may arise as a result of requests for resource
provisioning to satisfy resource trouble recovery activities, may arise to
alleviate resource performance issues, or may arise as a result of
information received from other parties in relations to specific
resources.
These processes assess the information contained in the service order,
other parties initiated request, to determine the associated resource
The issued resource order may require a feasibility assessment to be
undertaken, may require new provisioning activities for specific
resources, may require a change to a previously issued resource order
or may require the deletion/recovery of previously delivered specific
resources.
Where the initiating request or service order has a standard set of
associated resource orders, this process is responsible for issuing the
resource orders, and for creating a record of the relevant initiating
request or service order information and the associated resource
orders.
Page 1038 of 1540


requirements, and a specific feasibility assessment has not been
previously undertaken, this process marks the issued resource order as
requiring special handling, and passes management for further
processing to the Track & Manage Resource Provisioning process.
requirements, and a specific feasibility assessment has been
previously undertaken, this process issues the previously determined
resource orders.
The orchestration, if required, and tracking of the progress of a
resource order is the responsibility of the Track & Manage Resource
Explanatory
Mandatory
Optional
Interactions
Assess Resource Request

Brief Description
This process assesses the information contained in the service order,
supplier/partner initiated request, to determine the associated resource
Explanatory
Mandatory
This process assesses the information contained in the service order,
supplier/partner initiated request, to determine the associated resource
Optional
Page 1039 of 1540

Interactions
Create Resource Orders

Brief Description
Where the initiating request or the purchased product offering has a
standard set of associated resource orders this process is responsible
for issuing the resource orders, and for creating a record of the
relevant initiating request or customer order information and the
associated resource orders.
and/or resource design has been previously created, this process is
responsible for issuing the resource orders, and for creating a record of
Explanatory
Mandatory
Where the initiating request or the purchased product offering has a
standard set of associated resource orders this process is responsible
for issuing the resource orders, and for creating a record of the
relevant initiating request or customer order information and the
and/or resource design has been previously created, this process is
responsible for issuing the resource orders, and for creating a record of
Optional
Interactions
Mark Resource Order for Special Handling

Page 1040 of 1540

Brief Description
resource design has not been previously created, this process marks
the issued resource order as requiring special handling, and passes
management for further processing to the Track & Manage Resource
Explanatory
Mandatory
resource design has not been previously created, this process marks
the issued resource order as requiring special handling, and passes
management for further processing to the Track & Manage Resource
Optional
Interactions
passes management for further processing to the Track & Manage
Resource Provisioning process.
Page 1041 of 1540

1.5.6.8 Recover Resource
Figure 258. 1.5.6.8 Recover Resource decomposition
Recover Resource
Brief Description
Recover specific resources that are no longer required.
The responsibility of the Recover Resource processes is to recover
specific resources that are no longer required.
These processes follow recovery plans specified by the
supplier/partner, or follow recovery plans developed by the service
provider. Where appropriate recovery plans are not available these
processes are responsible for developing appropriate recovery plans.
Where recovery of resources is likely to impact other in-use specific
resources or specific services, this process is responsible for providing
appropriate notification of the recovery proposal and ensuring
authorization is received to proceed with the recovery plan. When the
recovery activity is about to commence, these processes are
responsible for notifying when recovery work is commencing and when
it is completed.
When recovered, the specific resources will be marked as unallocated.
Explanatory
Mandatory
Page 1042 of 1540

Optional
Interactions
Develop Resource Recovery Plan

Brief Description
Explanatory
Mandatory
Optional
Interactions
Provide Resource Recovery Proposal Notification

Brief Description
Explanatory
Mandatory
Page 1043 of 1540

Optional
Interactions
Request Resource Recovery Authorization

Brief Description
Explanatory
Mandatory
Optional
Interactions
Commence Resource Recovery

Brief Description
Explanatory
Mandatory
Optional
Page 1044 of 1540

Interactions
Complete Resource Recovery

Brief Description
When recovered, the specific resources and/or associated resource
Explanatory
Mandatory
When recovered, the specific resources and/or associated resource
Optional
Interactions
Recover Specific Resource

Brief Description
This process recovers a specific resource that is no longer required.
Explanatory
Mandatory
This process recovers a specific resource that is no longer required.
Optional
Interactions
Page 1045 of 1540

1.5.7 Resource Data Collection &

Distribution
Figure 259. 1.5.7 Resource Data Collection & Distribution decomposition
Resource Data Collection & Distribution

Brief Description
Collect and/or distribute management information and data records
between resource and service instances and other enterprise
processes.
Resource Data Collection & Distribution processes are responsible for
collection and/or distribution of management information and data
records between resource and service instances and other enterprise
processes. Resource Data Collection & Distribution processes interact
with the resource and service instances to intercept and/or collect
usage, network and information technology events and other
management information for distribution to other processes within the
enterprise, and with enterprise processes to accept command, query
and other management information for distribution to resource and
service instances. The responsibilities of these processes also include
processing of the data and/or management information through
activities such as filtering, aggregation, formatting, transformation and
correlation of the information before presentation to other processes,
resource instances or service instances. Client processes for this
management information perform usage reporting and billing
activities, as well as Fault and Performance analysis of resources and
services. These include Resource Performance Management, Service
Quality Management and Service & Specific Instance Rating. Client
resource and service instances for this management information use
Page 1046 of 1540

the management information for configuration, or use the

management information to trigger activities within the resource or
service instances.
Explanatory
Mandatory
Optional
Interactions
Collect Management and Security Information & Data

Brief Description
Collection of management and security information and data records
from resource and service instances and other enterprise processes
The Collect Management and Security Information & Data processes
are responsible for collection of management and security information
and data records from resource and service instances and other
enterprise processes. This includes collection of security information
and data from networks, systems, and security sensors. These
processes interact with the resource and service instances to intercept
and/or collect usage, network, security and information technology
events and, performance and other management information for
distribution to other processes within the enterprise, and with
enterprise processes to accept command, query and other
management information for distribution to resource and service
instances.
Explanatory
Mandatory
Optional
Interactions
Page 1047 of 1540

Process Management and Security Information & Data

Brief Description
Process the management and security information and/or data into a
form suitable for the intended recipient processes, resource instances
or service instances
The Process Management and Security Information & Data processes
are responsible for processing the management information and/or
data into a form suitable for the intended recipient processes, resource
instances or service instances.
Identifying the intended recipient processes, resource instances or
service instances to determine the appropriate processing required;
Filtering and/or low level correlation of the management information
and/or data based on well-defined criteria;
Aggregating or disaggregating the management information and/or
data to provide summarized versions
Formatting the management information and/or data into a form
suitable for the intended recipient before distribution.
Explanatory
Mandatory
Optional
Interactions
Distribute Management and Security Information & Data

Brief Description
Distribute processed management and security information and/or
data to resource instances, service instances or other processes within
the enterprise for further analysis and/or reporting.
The Distribute Management Information & Data processes are
Page 1048 of 1540

responsible for distributing processed management information and/or

These processes also manage any orchestration required for
distribution of the management information and/or data. Upon
successful delivery these processes are responsible for informing the
original sending process or instance that the information has been
successfully distributed (if required), and for deleting the locally stored
information from any local repositories.
Explanatory
Mandatory
Optional
Interactions
Audit Management and Security Data Collection & Distribution

Brief Description
Audit and analyze the management and security information & data
collection, processing and distribution activities in order to identify
possible anomalies. This includes preservation of audit data for future
forensic use.
The Audit Data Collection & Distribution processes are responsible for
auditing the management information & data collection activities in
order to identify possible anomalies such as loss of management
information and/or data in the different collection, processing and
distribution steps.
Explanatory
Mandatory
Optional
Interactions
Page 1049 of 1540

1.5.7.1 Collect Management Information &

Data
Figure 260. 1.5.7.1 Collect Management Information & Data decomposition
Collect Management and Security Information & Data

Brief Description
Collection of management and security information and data records
from resource and service instances and other enterprise processes
The Collect Management and Security Information & Data processes
are responsible for collection of management and security information
and data records from resource and service instances and other
enterprise processes. This includes collection of security information
and data from networks, systems, and security sensors. These
processes interact with the resource and service instances to intercept
and/or collect usage, network, security and information technology
distribution to other processes within the enterprise, and with
Page 1050 of 1540

enterprise processes to accept command, query and other

management information for distribution to resource and service
instances.
Explanatory
Mandatory
Optional
Interactions
Intercept Events/Information
Brief Description
Intercept and/or collect usage, network, security and information
technology events and, performance and other management
information for distribution to other processes within the enterprise
Explanatory
Mandatory
Intercept and/or collect usage, network and information technology
distribution to other processes within the enterprise
Optional
Interactions
Deliver Management Information

Brief Description
Accept command, query and other management information from
enterprise processes for distribution to resource and service instances.
Page 1051 of 1540

Explanatory
Mandatory
Accept command, query and other management information from
enterprise processes for distribution to resource and service instances.
Optional
Interactions
1.5.7.2 Process Management Information

& Data
Figure 261. 1.5.7.2 Process Management Information & Data decomposition
Process Management and Security Information & Data

Brief Description
Process the management and security information and/or data into a
form suitable for the intended recipient processes, resource instances
or service instances
The Process Management and Security Information & Data processes
are responsible for processing the management information and/or
data into a form suitable for the intended recipient processes, resource
instances or service instances.
Page 1052 of 1540

Identifying the intended recipient processes, resource instances or

service instances to determine the appropriate processing required;
Filtering and/or low level correlation of the management information
and/or data based on well-defined criteria;
Aggregating or disaggregating the management information and/or
data to provide summarized versions
Formatting the management information and/or data into a form
suitable for the intended recipient before distribution.
Explanatory
Mandatory
Optional
Interactions
Determine Recipients for Information/Data

Brief Description
Identify the intended recipient processes, resource instances or service
instances to determine the appropriate processing required
Explanatory
Mandatory
Identify the intended recipient processes, resource instances or service
instances to determine the appropriate processing required
Optional
Interactions
Filter Information/Data
Page 1053 of 1540

Brief Description
Filter and/or perform low level correlation of the management and
security information and/or data based on well-defined criteria
Explanatory
Mandatory
Filter and/or perform low level correlation of the management
information and/or data based on well-defined criteria
Optional
Interactions
Aggregate Information/Data
Brief Description
Aggregate or disaggregate the management and security information
and/or data to provide summarized versions
Explanatory
Mandatory
Aggregate or disaggregate the management information and/or data to
provide summarized versions
Optional
Interactions
Format Information/Data
Page 1054 of 1540

Brief Description
Format the management and security information and/or data into a
form suitable for the intended recipient before distribution.
Explanatory
Mandatory
Format the management information and/or data into a form suitable
for the intended recipient before distribution.
Optional
Interactions
1.5.7.3 Distribute Management

Information & Data
Figure 262. 1.5.7.3 Distribute Management Information & Data decomposition
Distribute Management and Security Information & Data

Brief Description
Page 1055 of 1540


The Distribute Management Information & Data processes are
responsible for distributing processed management information and/or
These processes also manage any orchestration required for
distribution of the management information and/or data. Upon
successful delivery these processes are responsible for informing the
original sending process or instance that the information has been
successfully distributed (if required), and for deleting the locally stored
information from any local repositories.
Explanatory
Mandatory
Optional
Interactions
Distribute Information/Data
Brief Description
Explanatory
Mandatory
Distribute processed management information and/or data to resource
instances, service instances or other processes within the enterprise
for further analysis and/or reporting.
Optional
Page 1056 of 1540

Interactions
Distribute for further analysis and/or reporting.
Manage Distribution
Brief Description
Manage any orchestration required for distribution of the management
and security information and/or data.
Explanatory
Mandatory
Manage any orchestration required for distribution of the management
information and/or data.
Optional
Interactions
Confirm Distribution and Clean-up

Brief Description
Inform the original sending process or instance upon successful
delivery that the information has been successfully distributed (if
required), and delete the locally stored information from any local
repositories.
Explanatory
Mandatory
Inform the original sending process or instance upon successful
delivery that the information has been successfully distributed (if
required), and delete the locally stored information from any local
repositories.
Page 1057 of 1540

Optional
Interactions
Inform originating process
1.5.8 Resource Trouble Management
Figure 263. 1.5.8 Resource Trouble Management decomposition
Resource Trouble Management

Brief Description
Responsible for the management of troubles with specific resources.
Resource Trouble Management processes are responsible for the
management of troubles, including security events, associated with
specific resources. The objectives of these processes are to efficiently
and effectively manage reported resource trouble, isolate the root
cause and act to resolve the resource trouble.
Responsibilities of the Resource Trouble Management processes
Detecting, analyzing, managing and reporting on resource alarm
event notifications;
Initiating and managing resource trouble reports;
Page 1058 of 1540

Performing resource trouble localization analysis;

Correcting and resolving resource trouble;
Reporting progress on resource trouble reports to other processes;
Assigning & tracking resource trouble testing and repair activities
Managing resource trouble jeopardy conditions.
On one hand, resource troubles may relate to Problems in the Service

domain and therefore also potentially in the customer domain. On the
other hand, they may relate to specific resource failures or
performance degradations, which are caused by resource faults.
As such, the Resource Trouble Management processes work with
specific resource alarm event notifications received from Resource
Data Collection & Distribution, specific resource performance
notifications from Resource Performance Management, and potential
specific resource trouble notifications from Service Problem
Resource Trouble Management processes perform analysis, decide on
the appropriate actions/responses and carry them out with the intent
of restoring normal operation on specific resources.
However these activities need to interact with the Service Problem
Management processes, as the latter have a view on service impact.
Resource Trouble Management processes are responsible for informing
Service Problem Management of any potential service problems.
Where the original report arose as a result of service problems, the
Resource Trouble Management processes may be coordinated by
Service Problem Management processes.
Explanatory
Mandatory
Optional
Interactions
Survey & Analyze Resource Trouble

Brief Description
Monitor resource alarm event notifications and manage resource alarm
event records in real-time. Resource alarm event notifications include
those alarms related to security events.
Page 1059 of 1540

The objective of the Survey & Analyze Resource Trouble processes is to
monitor resource alarm event notifications and manage resource alarm
Responsibilities of the Survey & Analyze Resource Trouble processes
Detecting and collecting resource alarm event notifications;
Initiating and managing resource alarm event records;
Performing resource alarm event notification localization analysis;
Correlating and filtering resource alarm event records;
Reporting resource alarm event record status changes to other
processes
Managing resource alarm event record jeopardy conditions.
Resource alarm event notification analysis encompasses the
identification of the resource alarm event in terms of reporting entity
and nature of the resource alarm event. It will then analyze the
resource alarm events based on a number of criteria and then suppress
redundant, transient or implied resource alarm events by means of
filtering and correlation. It includes the notification of new resource
alarm event records, or status changes of previously reported resource
alarm event records, as well as abatement messages when resource
The analysis will correlate resource alarm event notifications to
planned outage notifications to remove false resource alarm event
These processes may determine that a resource alarm event
notification may represent a service impacting condition. In these
circumstances this process is responsible for indicating a potential
service problem to the Service Problem Management processes. As a
part of this indication this process is responsible for identifying the
impacted service instances associated with the resource instances
presenting alarm event notifications and passing this information to
the Service Problem Management processes.
Resource alarm event record correlation and filtering encompasses the
correlation of redundant, transient or implied resource alarm event
notifications with a specific root cause resource alarm event
notification and associated resource alarm event record.
The Survey & Analyze Resource Trouble processes might trigger a welldefined action based on specific resource alarm event notification
information as well as the non-arrival of resource alarm event
Page 1060 of 1540

appropriate action when a resource alarm event record is not cleared
Explanatory
Mandatory
Optional
Interactions
Localize Resource Trouble

Brief Description
Perform analysis to identify the root cause of the specific resource
trouble including those resource troubles related to security events.
The objective of the Localize Resource Trouble processes is to identify
the root cause of the specific resource trouble. These processes are
invoked by the Track & Manage Resource Trouble processes.
Verifying whether the resource configuration matches the appropriate
service features;
Performing diagnostics against the specific resources;
Running tests against the specific resources;
Starting and stopping audits against specific resources
Scheduling routine testing of the specific resources.
The Localize Resource Trouble processes will make the results of the
root cause analysis available to other processes. The Localize Resource
Trouble processes will update the open resource trouble report, as
identified.
When the process is complete the Localize Resource Trouble processes
will notify the Track & Manage Resource Trouble processes.
Explanatory
Page 1061 of 1540

Mandatory
Optional
Interactions
Correct & Resolve Resource Trouble

Brief Description
Restore or replace resources that have failed as efficiently as possible
The objective of the Correct & Resolve Resource Trouble processes is to
restore or replace resources that have failed as efficiently as possible.
Based on the nature of the resource failure leading to the associated
resource alarm event notification, automatic restoration procedures
Correct & Resolve Resource Trouble processes from the Track &
Manage Resource Trouble processes.
Depending on the nature of the specific resource failure, these
processes may possibly repair or replace the failed unit or specific
resource. These processes are also responsible for isolating a unit with
a fault and managing the redundant resource units (e.g. hot standby).
For large resource failures requiring extensive repair and/or
replacement activity to restore normal operation, these processes will
attempt to implement work-arounds to recover the specific resource
operation. In these circumstances, recover of normal operation may
require invocation of the Support Resource Trouble Management
processes.
They will also report successful restoration of normal operation,
attempt at restoration to Track & Manage Resource Trouble through
updates to the associated resource trouble report.
Explanatory
Mandatory
Optional
Page 1062 of 1540

Interactions
Track & Manage Resource Trouble

Brief Description
Ensure testing, repair and restoration activities are assigned,
required for any open resource trouble reports in jeopardy
The objective of the Track & Manage Resource Trouble is to ensure
testing, repair and restoration activities are assigned, coordinated and
tracked efficiently, and that escalation is invoked as required for any
open resource trouble reports in jeopardy. Responsibilities of these
Adding additional information to an open resource trouble report
based on the first-in testing;
activities;
Modifying information in an existing resource trouble report based on
assignments;
Modifying the resource trouble report status;
Canceling a resource trouble report when the specific trouble was
related to a false alarm event
Monitoring the jeopardy status of open resource trouble reports, and
escalating resource trouble reports as necessary.
The Track & Manage Resource Trouble processes are responsible for
engaging external suppliers in correction and recovery activities when
higher level expertise and/or higher level support is required to resolve
the resource trouble. This engagement can be linked to the priority of
the resource trouble report, and could occur automatically for highest
priority resource trouble reports.
The Track & Manage Resource Trouble processes will also inform the
Close Resource Trouble processes by modifying the resource trouble
report status to cleared when the resource trouble has been resolved.
Explanatory
Page 1063 of 1540

Mandatory
Optional
Interactions
Report Resource Trouble

Brief Description
Monitor the status of resource trouble reports provide notifications of
any changes and provide management reports. This includes resource
The objective of the Report Resource Trouble processes is to monitor
the status of resource trouble reports, provide notifications of any
of resource trouble reports and managing notifications to processes
and other parties registered to receive notifications of any status
changes, for example, Resource Performance Management and Service
Quality Management. Notification lists are managed and maintained
by the Support Resource Trouble Management processes.
These processes record, analyze and assess the resource trouble report
Trouble Management process. These specialized summaries could be
These processes will make the necessary reports about the resource
trouble that occurred, the root cause and the activities carried out for
restoration.
Explanatory
Mandatory
Optional
Interactions
Page 1064 of 1540

Close Resource Trouble Report

Brief Description
Close a resource trouble report when the resource problem has been
resolved
The objective of the Close Service Trouble Report processes is to close
a service trouble report when the service problem has been resolved.
These processes monitor the status of all open service trouble reports,
and recognize that a service trouble report is ready to be closed when
the status is changed to cleared.
Explanatory
Mandatory
Optional
Interactions
Create Resource Trouble Report

Brief Description
Create a new resource trouble report
The objective of the Create Resource Trouble Report process is to
create a new resource trouble report.
A new resource trouble report may be created as a result of resource
resource alarm event records, undertaken by the Survey & Analyze
Resource Trouble processes, or at the request of analysis undertaken
by other processes in the RM&O, SM&O (in particular a Service Trouble
Report can generate one or more Resource Trouble Reports) or S/PRM
layers which detect that some form of failure has occurred for which
resource restoration activity is required to restore normal operation.
If the resource trouble report is created as a result of a notification or
request from processes other than the Survey & Analyze Resource
Trouble processes, the Create Resource Trouble Report processes are
Page 1065 of 1540


for the Resource Trouble Management processes, and for requesting
These processes will make estimates of the time to restore resource
which will be included in the new resource trouble report so that other
Explanatory
Mandatory
Optional
Interactions
1.5.8.1 Survey & Analyze Resource

Trouble
Figure 264. 1.5.8.1 Survey & Analyze Resource Trouble decomposition
Survey & Analyze Resource Trouble

Brief Description
Monitor resource alarm event notifications and manage resource alarm
event records in real-time. Resource alarm event notifications include
those alarms related to security events.
Page 1066 of 1540

The objective of the Survey & Analyze Resource Trouble processes is to
monitor resource alarm event notifications and manage resource alarm
Responsibilities of the Survey & Analyze Resource Trouble processes
Detecting and collecting resource alarm event notifications;
Initiating and managing resource alarm event records;
Performing resource alarm event notification localization analysis;
Correlating and filtering resource alarm event records;
Reporting resource alarm event record status changes to other
processes
Managing resource alarm event record jeopardy conditions.
Resource alarm event notification analysis encompasses the
identification of the resource alarm event in terms of reporting entity
and nature of the resource alarm event. It will then analyze the
resource alarm events based on a number of criteria and then suppress
redundant, transient or implied resource alarm events by means of
filtering and correlation. It includes the notification of new resource
alarm event records, or status changes of previously reported resource
alarm event records, as well as abatement messages when resource
The analysis will correlate resource alarm event notifications to
planned outage notifications to remove false resource alarm event
These processes may determine that a resource alarm event
notification may represent a service impacting condition. In these
circumstances this process is responsible for indicating a potential
service problem to the Service Problem Management processes. As a
part of this indication this process is responsible for identifying the
impacted service instances associated with the resource instances
presenting alarm event notifications and passing this information to
the Service Problem Management processes.
The Survey & Analyze Resource Trouble processes might trigger a welldefined action based on specific resource alarm event notification
information as well as the non-arrival of resource alarm event
Page 1067 of 1540

appropriate action when a resource alarm event record is not cleared
Explanatory
Mandatory
Optional
Interactions
Manage Resource Alarm Event Notifications

Brief Description
This process may determine that a resource alarm event notification
may represent a service impacting condition. In these circumstances
this process is responsible for indicating a potential service problem to
the Service Problem Management processes. As a part of this
indication this process is responsible for identifying the impacted
service instances associated with the resource instances presenting
alarm event notifications and passing this information to the Service
Explanatory
This process may determine that a resource alarm event notification
may represent a service impacting condition.
Mandatory
This process is responsible for indicating a potential service problem to
the Service Problem Management processes. As a part of this
indication this process is responsible for identifying the impacted
service instances associated with the resource instances presenting
alarm event notifications and passing this information to the Service
Optional
Page 1068 of 1540

Interactions
Filter Resource Alarm Event Notifications

Brief Description
This process encompasses the identification of the resource alarm
event in terms of reporting entity and nature of the resource alarm
event. It then analyzes the resource alarm events based on a number
of criteria and then suppresses redundant, transient or implied
resource alarm events by means of filtering and correlation
Explanatory
Mandatory
This process encompasses the identification of the resource alarm
event in terms of reporting entity and nature of the resource alarm
event. It then analyzes the resource alarm events based on a number
of criteria and then suppresses redundant, transient or implied
resource alarm events by means of filtering and correlation
Optional
Interactions
Correlate Resource Alarm Event Notifications

Brief Description
notification and associated resource alarm event record. This process
correlates resource alarm event notifications to planned outage
notifications to remove false resource alarm event notifications arising
as a result of the planned outage activity.
Page 1069 of 1540

Explanatory
Mandatory
This process correlates resource alarm event notifications to planned
outage notifications to remove false resource alarm event notifications
Optional
Interactions
Abate Alarm Event Records

Brief Description
This process includes the notification of new resource alarm event
records, or status changes of previously reported resource alarm event
records, as well as abatement messages when resource alarm event
Explanatory
Mandatory
This process includes the notification of new resource alarm event
records, or status changes of previously reported resource alarm event
records, as well as abatement messages when resource alarm event
Optional
Interactions
Trigger Defined Action

Page 1070 of 1540

Brief Description
This process triggers a well-defined action based on specific resource
resource alarm event notification information after a specific time
and triggering the appropriate action when a resource alarm event
Explanatory
Mandatory
This process triggers a well-defined action based on specific resource
resource alarm event notification information after a specific time
and triggering the appropriate action when a resource alarm event
Optional
Interactions
Monitor Resource Alarms Events

Brief Description
alarms provided by resources though systems and monitoring tools.
alarms provided by resources though systems and monitoring tools.
Explanatory
Mandatory
Optional
Page 1071 of 1540

Interactions
Categorize Resource Alarm Event

Brief Description
This process is responsible for categorizing the resource alarm events
in order to support the management, filtering and correlation of events
at RM&O level.
This process is responsible for categorizing the resource alarm events
in order to support the management, filtering and correlation of events
at RM&O level.
Explanatory
Mandatory
Optional
Interactions
Review Major Resource Trouble

Brief Description
To review the resolution of resource troubles that have been
To review the resolution of resource troubles that have been
Explanatory
Mandatory
Page 1072 of 1540

Optional
Interactions
1.5.8.2 Localize Resource Trouble
Figure 265. 1.5.8.2 Localize Resource Trouble decomposition
Localize Resource Trouble

Brief Description
Perform analysis to identify the root cause of the specific resource
trouble including those resource troubles related to security events.
The objective of the Localize Resource Trouble processes is to identify
the root cause of the specific resource trouble. These processes are
invoked by the Track & Manage Resource Trouble processes.
Verifying whether the resource configuration matches the appropriate
service features;
Performing diagnostics against the specific resources;
Running tests against the specific resources;
Starting and stopping audits against specific resources
Scheduling routine testing of the specific resources.
Page 1073 of 1540

The Localize Resource Trouble processes will make the results of the
root cause analysis available to other processes. The Localize Resource
Trouble processes will update the open resource trouble report, as
identified.
When the process is complete the Localize Resource Trouble processes
will notify the Track & Manage Resource Trouble processes.
Explanatory
Mandatory
Optional
Interactions
Verify Resource Configuration

Brief Description
This process verifies whether the resource configuration matches the
appropriate service features.
Explanatory
Mandatory
This process verifies whether the resource configuration matches the
appropriate service features.
Optional
Interactions
Perform Specific Resource Trouble Diagnostics

Brief Description
This process performs diagnostics against the specific resources. This
Page 1074 of 1540

includes application of signatures and other methods to capture

anomalous events or malware.
Explanatory
Mandatory
This process performs diagnostics against the specific resources.
Optional
Interactions
Perform Specific Resource Trouble Tests

Brief Description
This process runs tests against the specific resources. This can include
penetration tests to check for vulnerabilities.
Explanatory
Mandatory
This process runs tests against the specific resources.
Optional
Interactions
Stop And Start Audit On Resources

Brief Description
This process starts and stops audits against specific resources.
Page 1075 of 1540

Explanatory
Mandatory
This process starts and stops audits against specific resources.
Optional
Interactions
Schedule Routine Resource Trouble Tests

Brief Description
This process schedules routine testing of the specific resources
including virus scans and malware testing.
Explanatory
Mandatory
This process schedules routine testing of the specific resources.
Optional
Interactions
Notify T&M Root Cause Resource Trouble

Brief Description
other processes. It updates the open resource trouble report, as
identified. This process notifies the Track & Manage Resource Trouble
processes.
Page 1076 of 1540

Explanatory
other processes.
Mandatory
This process updates the open resource trouble report, as required
during the assessment, and when the root cause has been identified.
Optional
Interactions
This process notifies the Track & Manage Resource Trouble processes.
Categorize Resource Trouble

Brief Description
This process is responsible for categorizing the resource trouble
according to the type of the trouble, impact, and standardized criteria
at RM&O level. Moreover, this activity will be carried out with
Manage Resource Trouble" process.
This process is responsible for categorizing the resource trouble
according to the type of the trouble, impact, and standardized criteria
at RM&O level. Moreover, this activity will be carried out with
Manage Resource Trouble" process.
Explanatory
Mandatory
Optional
Interactions
Page 1077 of 1540

1.5.8.3 Correct & Resolve Resource

Trouble
Figure 266. 1.5.8.3 Correct & Resolve Resource Trouble decomposition
Correct & Resolve Resource Trouble

Brief Description
Restore or replace resources that have failed as efficiently as possible
The objective of the Correct & Resolve Resource Trouble processes is to
restore or replace resources that have failed as efficiently as possible.
Based on the nature of the resource failure leading to the associated
resource alarm event notification, automatic restoration procedures
Correct & Resolve Resource Trouble processes from the Track &
Manage Resource Trouble processes.
Depending on the nature of the specific resource failure, these
processes may possibly repair or replace the failed unit or specific
resource. These processes are also responsible for isolating a unit with
a fault and managing the redundant resource units (e.g. hot standby).
For large resource failures requiring extensive repair and/or
replacement activity to restore normal operation, these processes will
attempt to implement work-arounds to recover the specific resource
operation. In these circumstances, recover of normal operation may
require invocation of the Support Resource Trouble Management
processes.
They will also report successful restoration of normal operation,
attempt at restoration to Track & Manage Resource Trouble through
updates to the associated resource trouble report.
Explanatory
Mandatory
Page 1078 of 1540

Optional
Interactions
Repair / Replace Failed Resource

Brief Description
Depending on the nature of the specific resource failure, this process
may possibly repair, reconfigure, or replace the failed unit or specific
resource. It also reports successful restoration of normal operation or
an unsuccessful attempt at restoration to Track & Manage Resource
Trouble through updates to the associated resource trouble report.
Explanatory
Mandatory
Depending on the nature of the specific resource failure, this process
may possibly repair or replace the failed unit or specific resource. It
also reports successful restoration of normal operation or an
unsuccessful attempt at restoration to Track & Manage Resource
Optional
Interactions
Reports successful restoration to Track & Manage Resource Trouble
through updates to the associated resource trouble report.
Isolate Unit with Fault

Brief Description
This process is responsible for isolating a unit with a fault.
Explanatory
Page 1079 of 1540

Mandatory
This process is responsible for isolating a unit with a fault.
Optional
Interactions
Manage Standby Resource Units

Brief Description
This process is responsible for managing the redundant resource units
(e.g. hot standby).
Explanatory
Mandatory
This process is responsible for managing the redundant resource units
(e.g. hot standby).
Optional
Interactions
Implement Resource Trouble Work Arounds

Brief Description
Page 1080 of 1540

Explanatory
Applies for large service failures requiring extensive re-assignment
and/or re-configuration activity to restore normal operation,
Mandatory
This process will attempt to implement workarounds to recover the
specific service operation. It also reports restoration through temporary
workarounds or an unsuccessful attempt at restoration to Track &
Manage Service Problem through updates to the associated Service
Trouble report.
Optional
Interactions
This process reports restoration to Track & Manage Service Problem
Invoke Support Resource Trouble Management Processes

Brief Description
Resource Trouble Management processes. It also reports successful
restoration to Track & Manage Resource Trouble through updates to the
associated resource trouble report.
Explanatory
Mandatory
Resource Trouble Management processes. It also reports successful
restoration to Track & Manage Resource Trouble through updates to the
associated resource trouble report.
Optional
Interactions
This process reports successful restoration to Track & Manage Resource
Page 1081 of 1540

1.5.8.4 Track & Manage Resource Trouble
Figure 267. 1.5.8.4 Track & Manage Resource Trouble decomposition
Track & Manage Resource Trouble

Brief Description
required for any open resource trouble reports in jeopardy
The objective of the Track & Manage Resource Trouble is to ensure
testing, repair and restoration activities are assigned, coordinated and
tracked efficiently, and that escalation is invoked as required for any
open resource trouble reports in jeopardy. Responsibilities of these
Adding additional information to an open resource trouble report
based on the first-in testing;
activities;
Modifying information in an existing resource trouble report based on
assignments;
Modifying the resource trouble report status;
Canceling a resource trouble report when the specific trouble was
related to a false alarm event
Monitoring the jeopardy status of open resource trouble reports, and
escalating resource trouble reports as necessary.
Page 1082 of 1540


The Track & Manage Resource Trouble processes are responsible for
engaging external suppliers in correction and recovery activities when
higher level expertise and/or higher level support is required to resolve
the resource trouble. This engagement can be linked to the priority of
the resource trouble report, and could occur automatically for highest
priority resource trouble reports.
The Track & Manage Resource Trouble processes will also inform the
Close Resource Trouble processes by modifying the resource trouble
report status to cleared when the resource trouble has been resolved.
Explanatory
Mandatory
Optional
Interactions
Coordinate Resource Trouble

Brief Description
execution progress, modifies information in an existing resource
trouble report based on assignments, and modifies the resource
trouble report status;
Explanatory
Mandatory
This process schedules, assigns and coordinates repair and restoration
activities, undertakes necessary tracking of the execution progress,
Page 1083 of 1540

modifies information in an existing resource trouble report based on

assignments, and modifies the resource trouble report status;
Optional
Interactions
Perform First in Testing

Brief Description
capabilities, and adds additional information to an open resource
trouble report based on the first-in testing.
Explanatory
Mandatory
capabilities, and adds additional information to an open resource
trouble report based on the first-in testing.
Optional
Interactions
Cancel Resource Trouble

Brief Description
This process cancels a resource trouble report when the specific
trouble was related to a false alarm event.
Explanatory
Page 1084 of 1540

Mandatory
This process cancels a resource trouble report when the specific
trouble was related to a false alarm event.
Optional
Interactions
Escalate/End Resource Trouble

Brief Description
actors when a resource trouble cannot be solved by the current
supports levels at RM&O level, or, it can be escalated to others actors,
such as, supplier/partners. It is essential the ability to rapidly escalate
resource troubles according to clear and agreed rules.
Explanatory
Mandatory
This process monitors the jeopardy status of open resource trouble
reports, and escalating resource trouble reports as necessary.
Optional
Interactions
Perform Final Test

Brief Description
service problem.
Page 1085 of 1540

Explanatory
Mandatory
service problem.
Optional
Interactions
Engaging External Suppliers

Brief Description
This process is responsible for engaging external suppliers in correction
and recovery activities when higher level expertise and/or higher level
support is required to resolve the resource trouble. This engagement
can be linked to the priority of the resource trouble report, and could
occur automatically for highest priority resource trouble reports.
Explanatory
Mandatory
This process is responsible for engaging external suppliers in correction
and recovery activities when higher level expertise and/or higher level
support is required to resolve the resource trouble. This engagement
can be linked to the priority of the resource trouble report, and could
occur automatically for highest priority resource trouble reports.
Optional
Interactions
Prioritize Resource Trouble

Brief Description
This process is responsible for assigning the prioritization to resource
Page 1086 of 1540

trouble in order to establish an order for managing it. The prioritization

is assigned (usually automatically) according to criteria, such as,
categorization and resources affected.
This process is responsible for assigning the prioritization to resource
trouble in order to establish an order for managing it. The prioritization
is assigned (usually automatically) according to criteria, such as,
categorization and resources affected.
Explanatory
Mandatory
Optional
Interactions
1.5.8.5 Report Resource Trouble
Figure 268. 1.5.8.5 Report Resource Trouble decomposition
Report Resource Trouble

Brief Description
Monitor the status of resource trouble reports provide notifications of
Page 1087 of 1540

any changes and provide management reports. This includes resource

The objective of the Report Resource Trouble processes is to monitor
the status of resource trouble reports, provide notifications of any
of resource trouble reports and managing notifications to processes
and other parties registered to receive notifications of any status
changes, for example, Resource Performance Management and Service
Quality Management. Notification lists are managed and maintained
by the Support Resource Trouble Management processes.
These processes record, analyze and assess the resource trouble report
Trouble Management process. These specialized summaries could be
These processes will make the necessary reports about the resource
trouble that occurred, the root cause and the activities carried out for
restoration.
Explanatory
Mandatory
Optional
Interactions
Monitor Resource Trouble

Brief Description
resource trouble reports and managing notifications to processes and
Management. Notification lists are managed and maintained by the
Support Resource Trouble Management processes.
Page 1088 of 1540

Explanatory
Mandatory
resource trouble reports and managing notifications to processes and
Management.
Optional
Interactions
Notification lists are managed and maintained by the Support Resource
Trouble Management processes.
Distribute Notifications
Brief Description
restoration.
Explanatory
Mandatory
restoration.
Optional
Interactions
Distribute Management Reports & Summaries

Brief Description
Page 1089 of 1540


Explanatory
specific audiences.
Mandatory
Optional
Interactions
1.5.8.6 Create Resource Trouble Report
Figure 269. 1.5.8.6 Create Resource Trouble Report decomposition
Create Resource Trouble Report

Page 1090 of 1540

Brief Description
Create a new resource trouble report
The objective of the Create Resource Trouble Report process is to
create a new resource trouble report.
A new resource trouble report may be created as a result of resource
resource alarm event records, undertaken by the Survey & Analyze
Resource Trouble processes, or at the request of analysis undertaken
by other processes in the RM&O, SM&O (in particular a Service Trouble
Report can generate one or more Resource Trouble Reports) or S/PRM
layers which detect that some form of failure has occurred for which
resource restoration activity is required to restore normal operation.
Trouble processes, the Create Resource Trouble Report processes are
for the Resource Trouble Management processes, and for requesting
These processes will make estimates of the time to restore resource
which will be included in the new resource trouble report so that other
Explanatory
Mandatory
Optional
Interactions
Generate Resource Trouble

Brief Description
This process creates a new resource trouble report.
Explanatory
Page 1091 of 1540

Mandatory
This process creates a new resource trouble report.
Optional
Interactions
Convert Report To Resource Trouble Format

Brief Description
Trouble processes, this process is responsible for converting the
received information into a form suitable for the Resource Trouble
required.
Explanatory
Mandatory
Optional
Interactions
Estimate Time For Restoring Resource

Brief Description
Explanatory
Page 1092 of 1540

Mandatory
Optional
Interactions
1.5.9 Resource Performance Management
Figure 270. 1.5.9 Resource Performance Management decomposition
Resource Performance Management

Brief Description
Managing, tracking, monitoring, analyzing, controlling and reporting on
the performance of specific resources
Resource Performance Management processes encompass managing,
tracking, monitoring, analyzing, controlling and reporting on the
performance of specific resources. They work with basic information
received from the Resource Data Collection & Distribution processes.
If the analysis identifies a resource performance violation or a potential
service performance violation, information will be passed to Resource
Trouble Management and/or Service Quality Management as
appropriate. The latter processes are responsible for deciding on and
Page 1093 of 1540

carrying out the appropriate action/response. This may include

requests to the Resource Performance Management processes to
install controls to optimize the specific resource performance.
The Resource Performance Management processes will continue to
track the resource performance problem, ensuring that resource
performance is restored to a level required to support services.
Explanatory
Mandatory
Optional
Interactions
Monitor Resource Performance

Brief Description
Monitor received resource performance information and undertake
first-in detection.
The objective of the Monitor Resource Performance processes is to
monitor received resource performance information and undertake
first-in detection.
Undertaking the role of first in detection by monitoring the received
specific resource performance data;
Comparing the received specific resource performance data to
performance standards set for each specific resource (available from
the Resource Inventory);
Assessing and recording received specific resource performance data
which is within tolerance limits for performance standards, and for
which continuous monitoring and measuring of specific resource
through the Report Resource Performance processes;
Detecting performance threshold violations which represent specific
resource failures due to abnormal performance;
Passing information about resource failures due to performance
threshold violations to Resource Trouble Management to manage any
necessary restoration activity as determined by that process;
Page 1094 of 1540

Passing information about potential specific service performance

degradations arising from specific resource degradations to Service
Quality Management to manage any necessary restoration activity as
determined by that process;
Detecting performance degradation for specific resources which
provide early warning of potential issues;
Forwarding resource performance degradation notifications to other
Resource Performance Management processes, which manage
activities to restore normal specific resource performance
Logging specific resource performance degradation and violation
details within the repository in the Manage Resource Inventory
processes to ensure historical records are available to support the
needs of other processes.
Explanatory
Mandatory
Optional
Interactions
Analyze Resource Performance

Brief Description
Analyze and evaluate the performance of specific resources
The objective of the Analyze Resource Performance processes is to
analyze the information received from the Monitor Resource
Performance process to evaluate the performance of a specific
resource.
Undertaking analysis as required on specific resource performance
information received from the Monitor Resource Performance
processes;
collection schedules for specific resources required to analyze specific
resource performance. These schedules are established through
requests sent to the Enable Resource Data Collection & Distribution
processes;
Page 1095 of 1540

Determining the root causes of specific resource performance

Resource Inventory for historical analysis and for use as required by
other processes
from Service Quality Management processes) to discover the root
cause of service performance degradations that may be arising due to
interactions between resource instances, without any specific resource
Explanatory
Mandatory
Optional
Interactions
Control Resource Performance

Brief Description
Apply controls to resources in order to optimize the resource
performance
The objective of the Control Resource Performance processes is to
apply controls to resource instances in order to optimize the resource
performance.
Instantiating controls to attempt to restore resource instances to
normal operation, at the request of Analyze Resource Performance
processes. These controls may be based on established control plans,
or the controls may be developed within the Control Resource
Performance processes depending on circumstances.
Instantiating controls to attempt to restore failed resource instances
to normal operation, at the request of Resource Trouble Management
or Service Quality Management processes. These controls may be
based on established control plans, or the controls may be developed
within the Control Resource Performance process depending on
circumstances.
Page 1096 of 1540

Explanatory
Mandatory
Optional
Interactions
Report Resource Performance

Brief Description
Monitor the status of resource performance degradation reports,
provide notifications of any changes and provide management reports
The objective of the Report Resource Performance processes is to
monitor the status of resource performance degradation reports,
of resource performance degradation reports and managing
notifications to other processes in the RM&O and other layers, and to
These processes record, analyze and assess the resource performance
overall Resource Performance Management process. These specialized
Explanatory
Mandatory
Optional
Interactions
Page 1097 of 1540

Create Resource Performance Degradation Report

Brief Description
Create a new resource performance degradation report
The objective of the Create Resource Performance Degradation Report
process is to create a new resource performance degradation report,
modify existing resource performance degradation reports, and request
cancellation of existing resource performance degradation reports.
A new resource performance degradation report may be created as a
result of specific resource performance notifications undertaken by the
Monitor Resource Performance processes, or at the request of analysis
undertaken by other RM&O, SM&O or party management processes
which detect that some form of deterioration or failure has occurred
requires an assessment of the specific resource performance.
If the resource performance degradation report is created as a result of
a notification or request from processes other than Monitor Resource
Performance processes, the Create Resource Performance Degradation
information into a form suitable for the Resource Performance
required.
Explanatory
Mandatory
Optional
Interactions
Track & Manage Resource Performance Resolution

Brief Description
required for any open resource performance degradation reports in
jeopardy
Page 1098 of 1540

The objective of the Track & Manage Resource Performance Resolution
processes is to efficiently assign, coordinate and track specific resource
performance analysis and control activities, and escalate any open
resource performance degradation reports in jeopardy.
Adding additional information to an open resource performance
Scheduling, assigning and coordinating analysis and specific resource
other processes;
Generating the respective other parties problem report creation
request(s) to Initiate other parties Problem Report processes based on
specific resource performance degradation reports where analysis the
root cause is related to other parties products;
Modifying information in an existing resource performance
Modifying the resource performance degradation report status;
Canceling a resource performance degradation report when the
specific request was related to a false resource failure event
Monitoring the jeopardy status of open resource performance
degradation reports, and escalating resource performance degradation
The Track & Manage Resource Performance Resolution processes will
also inform the Close Resource Performance Degradation Report
processes by modifying the resource performance degradation report
status to cleared when the specific resource performance issues have
been resolved.
Explanatory
Mandatory
Optional
Interactions
Page 1099 of 1540

Close Resource Performance Degradation Report

Brief Description
Close a resource performance degradation report when the resource
performance has been resolved
The objective of the Close Resource Performance Degradation Report
processes is to close a resource performance degradation report when
the resource performance has been resolved.
These processes monitor the status of all open resource performance
degradation reports, and recognize that a resource performance
cleared.
Explanatory
Mandatory
Optional
Interactions
1.5.9.1 Monitor Resource Performance
Figure 271. 1.5.9.1 Monitor Resource Performance decomposition
Page 1100 of 1540


Brief Description
Monitor received resource performance information and undertake
first-in detection.
The objective of the Monitor Resource Performance processes is to
monitor received resource performance information and undertake
first-in detection.
Undertaking the role of first in detection by monitoring the received
specific resource performance data;
Comparing the received specific resource performance data to
performance standards set for each specific resource (available from
the Resource Inventory);
Assessing and recording received specific resource performance data
which is within tolerance limits for performance standards, and for
which continuous monitoring and measuring of specific resource
through the Report Resource Performance processes;
Detecting performance threshold violations which represent specific
resource failures due to abnormal performance;
Passing information about resource failures due to performance
necessary restoration activity as determined by that process;
Passing information about potential specific service performance
degradations arising from specific resource degradations to Service
Quality Management to manage any necessary restoration activity as
determined by that process;
Detecting performance degradation for specific resources which
provide early warning of potential issues;
Forwarding resource performance degradation notifications to other
activities to restore normal specific resource performance
Logging specific resource performance degradation and violation
details within the repository in the Manage Resource Inventory
processes to ensure historical records are available to support the
needs of other processes.
Explanatory
Mandatory
Page 1101 of 1540

Optional
Interactions
Manage Resource Performance Data

Brief Description
This process monitors and logs the received specific resource
performance quality data, compares the received specific resource
performance data to performance standards set for each specific
resource (available from the Resource Inventory), detects performance
threshold violations which represent specific resource failures due to
abnormal performance, and detects performance degradation for
specific resources which provide early warning of potential issues. This
process undertakes the role of first in detection by monitoring the
received specific resource performance data;
Explanatory
This process undertakes the role of first in detection by monitoring the
received specific resource performance data;
Mandatory
This process monitors and logs the received specific resource
performance quality data, compares the received specific resource
performance data to performance standards set for each specific
resource (available from the Resource Inventory), detects performance
threshold violations which represent specific resource failures due to
abnormal performance, and detects performance degradation for
specific resources which provide early warning of potential issues.
Optional
Interactions
Record Resource Performance Data

Page 1102 of 1540

Brief Description
This process assesses and records received specific resource
performance data which is within tolerance limits for performance
specific resource performance is required. It records the results of the
continuous monitoring for reporting through the Report Resource
Performance processes, and logs specific resource performance
degradation and violation details within the repository in the Manage
Resource Inventory processes to ensure historical records are available
to support the needs of other processes.
Explanatory
This process assesses and records received specific resource
performance data which is within tolerance limits for performance
specific resource performance is required.
Mandatory
It records the results of the continuous monitoring for reporting
through the Report Resource Performance processes, and logs specific
resource performance degradation and violation details within the
repository in the Manage Resource Inventory processes to ensure
historical records are available to support the needs of other
processes.
Optional
Interactions
Correlate Resource Performance Event Notifications

Brief Description
This process passes information about potential specific service
performance degradations arising from specific resource degradations
to Service Quality Management to manage any necessary restoration
activity as determined by that process. It passes information about
resource failures due to performance threshold violations to Resource
Trouble Management to manage any necessary restoration activity as
determined by that process. It forwards resource performance
degradation notifications to other Resource Performance Management
Page 1103 of 1540

processes, which manage activities to restore normal specific resource

performance
Explanatory
This process passes information about potential specific service
performance degradations arising from specific resource degradations
to Service Quality Management to manage any necessary restoration
activity as determined by that process.
Mandatory
It passes information about resource failures due to performance
necessary restoration activity as determined by that process.
Optional
Interactions
It forwards resource performance degradation notifications to other
activities to restore normal specific resource performance; and
Page 1104 of 1540

1.5.9.2 Analyze Resource Performance
Figure 272. 1.5.9.2 Analyze Resource Performance decomposition
Analyze Resource Performance

Brief Description
Analyze and evaluate the performance of specific resources
The objective of the Analyze Resource Performance processes is to
analyze the information received from the Monitor Resource
Performance process to evaluate the performance of a specific
resource.
Undertaking analysis as required on specific resource performance
information received from the Monitor Resource Performance
processes;
collection schedules for specific resources required to analyze specific
resource performance. These schedules are established through
requests sent to the Enable Resource Data Collection & Distribution
processes;
Determining the root causes of specific resource performance
Page 1105 of 1540


Resource Inventory for historical analysis and for use as required by
other processes
cause of service performance degradations that may be arising due to
interactions between resource instances, without any specific resource
Explanatory
Mandatory
Optional
Interactions
Perform Specific Resource Performance Diagnostics

Brief Description
This process performs analysis as required on specific resource
processes. It determines the root causes of specific resource
performance degradations and violations, records the results of the
analysis and intermediate updates in the Resource Inventory for
historical analysis and for use as required by other processes, and
undertakes specific detailed analysis (if the original requested came
due to interactions between resource instances, without any specific
resource instance having an unacceptable performance in its own
right.
Explanatory
This process performs analysis as required on specific resource
processes.
Page 1106 of 1540

Mandatory
It determines the root causes of specific resource performance
degradations and violations, records the results of the analysis and
intermediate updates in the Resource Inventory for historical analysis
and for use as required by other processes, and undertakes specific
detailed analysis (if the original requested came from Service Quality
Management processes) to discover the root cause of customer QoS
performance degradations that may be arising due to interactions
between resource instances, without any specific resource instance
having an unacceptable performance in its own right.
Optional
Interactions
Manage Resource Performance Data Collection Schedules

Brief Description
data collection schedules for specific resources required to analyze
specific resource performance. These schedules are established
through requests sent to the Enable Resource Data Collection &
Distribution processes.
Explanatory
Mandatory
data collection schedules for specific resources required to analyze
specific resource performance.
Optional
Interactions
These schedules are established through requests sent to the Enable
Resource Data Collection & Distribution processes.
Page 1107 of 1540

1.5.9.3 Control Resource Performance
Figure 273. 1.5.9.3 Control Resource Performance decomposition
Control Resource Performance

Brief Description
Apply controls to resources in order to optimize the resource
performance
The objective of the Control Resource Performance processes is to
apply controls to resource instances in order to optimize the resource
performance.
Instantiating controls to attempt to restore resource instances to
normal operation, at the request of Analyze Resource Performance
processes. These controls may be based on established control plans,
or the controls may be developed within the Control Resource
Performance processes depending on circumstances.
Instantiating controls to attempt to restore failed resource instances
to normal operation, at the request of Resource Trouble Management
or Service Quality Management processes. These controls may be
based on established control plans, or the controls may be developed
Page 1108 of 1540

within the Control Resource Performance process depending on

circumstances.
Explanatory
Mandatory
Optional
Interactions
Instantiate Resource Performance Controls

Brief Description
Instantiate controls to attempt to restore resource instances to normal
operation, at the request of Analyze Resource Performance processes.
These controls may be based on established control plans, or the
controls may be developed within the Control Resource Performance
processes depending on circumstances.
Explanatory
processes depending on circumstances.
Mandatory
Instantiate controls to attempt to restore resource instances to normal
operation, at the request of Analyze Resource Performance processes.
Optional
Interactions
Instantiate Resource Trouble Controls

Brief Description
Instantiate controls to attempt to restore failed resource instances to
Page 1109 of 1540

normal operation, at the request of Resource Trouble Management or

Service Quality Management processes. These controls may be based
on established control plans, or the controls may be developed within
the Control Resource Performance process depending on
circumstances.
Explanatory
process depending on circumstances.
Mandatory
Instantiate controls to attempt to restore failed resource instances to
normal operation, at the request of Resource Trouble Management or
Service Quality Management processes.
Optional
Interactions
Page 1110 of 1540

1.5.9.4 Report Resource Performance
Figure 274. 1.5.9.4 Report Resource Performance decomposition
Report Resource Performance

Brief Description
Monitor the status of resource performance degradation reports,
provide notifications of any changes and provide management reports
The objective of the Report Resource Performance processes is to
monitor the status of resource performance degradation reports,
of resource performance degradation reports and managing
notifications to other processes in the RM&O and other layers, and to
These processes record, analyze and assess the resource performance
overall Resource Performance Management process. These specialized
Page 1111 of 1540

Explanatory
Mandatory
Optional
Interactions
Monitor Resource Performance Degradation Report

Brief Description
Resource Performance Degradation Reports and managing notifications
to processes in the RM&O and other layers, and to other parties
registered to receive notifications of any status changes. Notification
lists are managed and maintained by the Enable Resource Performance
Explanatory
Mandatory
Resource Performance Degradation Reports and managing notifications
to processes in the RM&O and other layers, and to other parties
registered to receive notifications of any status changes.
Optional
Interactions
Distribute Resource Quality Management Reports & Summaries

Brief Description
This process records, analyzes and assesses the Resource Performance
Page 1112 of 1540


the overall Resource Performance Management process. These
audiences.
Explanatory
specific audiences.
Mandatory
This process records, analyzes and assesses the Resource Performance
the overall Resource Performance Management process.
Optional
Interactions
Page 1113 of 1540

1.5.9.5 Create Resource Performance

Degradation Report
Figure 275. 1.5.9.5 Create Resource Performance Degradation Report decomposition
Create Resource Performance Degradation Report

Brief Description
Create a new resource performance degradation report
The objective of the Create Resource Performance Degradation Report
process is to create a new resource performance degradation report,
modify existing resource performance degradation reports, and request
cancellation of existing resource performance degradation reports.
A new resource performance degradation report may be created as a
result of specific resource performance notifications undertaken by the
Monitor Resource Performance processes, or at the request of analysis
undertaken by other RM&O, SM&O or party management processes
which detect that some form of deterioration or failure has occurred
requires an assessment of the specific resource performance.
Performance processes, the Create Resource Performance Degradation
Page 1114 of 1540

information into a form suitable for the Resource Performance

required.
Explanatory
Mandatory
Optional
Interactions
Generate Resource Performance Degradation Problem

Brief Description
This process creates a new Resource Performance Degradation Report
as a result of specific resource performance notifications undertaken
by the Monitor Resource Performance processes, or at the request of
analysis undertaken by other RM&O, SM&O or RM&O processes which
detect that some form of deterioration or failure has occurred requires
an assessment of the specific resource performance.
Explanatory
Mandatory
This process creates a new Resource Performance Degradation Report
as a result of specific resource performance notifications undertaken
by the Monitor Resource Performance processes, or at the request of
analysis undertaken by other RM&O, SM&O or RM&O processes which
detect that some form of deterioration or failure has occurred requires
an assessment of the specific resource performance.
Optional
Interactions
Convert Report To Resource Performance Degradation Report Format

Page 1115 of 1540

Brief Description
Performance processes, this process responsible for converting the
received information into a form suitable for the Resource Performance
required.
Explanatory
Mandatory
Where the resource performance degradation report is created as a
result of a notification or request from processes other than Monitor
Resource Performance processes, this process responsible for
converting the received information into a form suitable for the
Resource Performance Management processes, and for requesting
Optional
Interactions
Notification or request from processes other than Monitor Resource
Performance processes concerning resource performance degradation
report, and requests back for additional information if required.
Page 1116 of 1540

1.5.9.6 Track & Manage Resource

Figure 276. 1.5.9.6 Track & Manage Resource Performance Resolution decomposition
Track & Manage Resource Performance Resolution

Brief Description
required for any open resource performance degradation reports in
jeopardy
The objective of the Track & Manage Resource Performance Resolution
processes is to efficiently assign, coordinate and track specific resource
performance analysis and control activities, and escalate any open
resource performance degradation reports in jeopardy.
Adding additional information to an open resource performance
Scheduling, assigning and coordinating analysis and specific resource
other processes;
Generating the respective other parties problem report creation
request(s) to Initiate other parties Problem Report processes based on
specific resource performance degradation reports where analysis the
root cause is related to other parties products;
Modifying information in an existing resource performance
Page 1117 of 1540


Modifying the resource performance degradation report status;
Canceling a resource performance degradation report when the
specific request was related to a false resource failure event
Monitoring the jeopardy status of open resource performance
degradation reports, and escalating resource performance degradation
The Track & Manage Resource Performance Resolution processes will
also inform the Close Resource Performance Degradation Report
processes by modifying the resource performance degradation report
status to cleared when the specific resource performance issues have
been resolved.
Explanatory
Mandatory
Optional
Interactions
Coordinate Resource Performance

Brief Description
execution progress, modifies information in an existing Resource
the Resource Performance Degradation Report status
Explanatory
Mandatory
Page 1118 of 1540


execution progress, modifies information in an existing Resource
the Resource Performance Degradation Report status
Optional
Interactions
Request Other Parties Performance Degradation Report Creation and Update

Brief Description
This process generates the respective other parties problem report
creation request(s) to Initiate other parties Problem Report processes
based on specific resource performance degradation reports where
analysis the root cause is related to other parties products.
Explanatory
Mandatory
This process generates the respective S/P problem report creation
request(s) to Initiate S/P Problem Report processes based on specific
resource performance degradation reports where analysis the root
cause is related to S/P products.
Optional
Interactions
Update First in Resource Testing Results

Brief Description
This process adds additional information to an open Resource
Page 1119 of 1540

Explanatory
Mandatory
This process adds additional information to an open Resource
Optional
Interactions
Cancel Resource Performance Degradation Report

Brief Description
This process cancels a resource Performance Degradation Report when
the specific trouble was related to a false resource failure event.
Explanatory
Mandatory
This process cancels a resource Performance Degradation Report when
the specific trouble was related to a false resource failure event.
Optional
Interactions
Escalate/End Resource Performance Degradation Report

Brief Description
This process monitors the jeopardy status of open Resource
Performance Degradation Reports, and escalates Resource
Performance Degradation Reports as necessary.
Page 1120 of 1540

Explanatory
Mandatory
This process monitors the jeopardy status of open Resource
Performance Degradation Reports, and escalates Resource
Performance Degradation Reports as necessary.
Optional
Interactions
Clear Resource Performance Degradation Report Status

Brief Description
This process informs the Close Resource Performance Degradation
Report process by modifying the Resource Performance Degradation
Report status to cleared when the specific resource performance
quality issues have been resolved.
Explanatory
Mandatory
Report process by modifying the Resource Performance Degradation
Report status to cleared when the specific resource performance
quality issues have been resolved.
Optional
Interactions
Report processes
Engage External Party Resource

Page 1121 of 1540

Brief Description
If some specific resource components are owned and managed by
other parties, this process is responsible for initiating requests, through
other parties Performance Management, for resolution by the other
parties of the specific resource components. This process will coordinate all the actions necessary in order to guarantee that all tasks
are finished at the appropriate time and in the appropriate sequence.
Explanatory
owned and managed by suppliers/partners.
Mandatory
Where some specific resource components are owned and managed by
suppliers/partners, this process is responsible for initiating requests,
through S/P Performance Management, for resolution by the
supplier/partner of the specific resource components. This process will
sequence.
Optional
Interactions
Interaction with Suppliers / Partners
Page 1122 of 1540

1.5.10 Resource Mediation & Reporting
Figure 277. 1.5.10 Resource Mediation & Reporting decomposition
Resource Mediation & Reporting

Brief Description
Manage resource events by correlating and formatting them into a
useful format.
Resource Mediation & Reporting processes manage resource events by
correlating and formatting them into a useful format. These processes
include the mediation and reporting of resource records. Investigation
of resource related billing event problems is also part of these
processes.
These processes are often handled by appropriate network elements.
Explanatory
Mandatory
Page 1123 of 1540

Optional
Interactions
Mediate Resource Usage Records

Brief Description
the network.
The purpose of the Mediate Usage Records processes is to validate,
normalize, convert and correlate usage records collected from various
pieces of equipment in the network. It also removes any duplicate
usage records that have already been processed.
Explanatory
Mandatory
Optional
Interactions
Report Resource Usage Records

Brief Description
Generate reports on resource usage records based on requests from
other processes.
The purpose of the Report Resource Usage Records is to generate
reports on usage records based on requests from other processes.
complaints or network problems.
Explanatory
Page 1124 of 1540

Mandatory
Optional
Interactions
1.5.10.1 Mediate Resource Usage Records
Figure 278. 1.5.10.1 Mediate Resource Usage Records decomposition
Mediate Resource Usage Records

Brief Description
the network.
The purpose of the Mediate Usage Records processes is to validate,
normalize, convert and correlate usage records collected from various
pieces of equipment in the network. It also removes any duplicate
usage records that have already been processed.
Explanatory
Mandatory
Optional
Interactions
Page 1125 of 1540

Validate Resource Usage Records

Brief Description
Validate resource usage record collected from the network.
Explanatory
For example, checking loss of Resource Usage Records, illegal
characters in Resource Usage Records, invalid field length in Resource
Usage Records, the resource usage duration mismatching to start time
and end time.
Mandatory
The purpose of Validate Resource Usage Record process is to validate
Resource Usage Record collected from various pieces of equipment in
the network. This process is responsible for collecting the Resource
Usage Records, filtering out of non-billing relevant Resource Usage
Records, validating the Resource Usage Records and their integrity and
avoiding records collection leakage.
Optional
Interactions
Normalize Resource Usage Records

Brief Description
Normalize resource usage records to specific expression format.
Explanatory
For example, the expression for date can be YYY-MM-DD, DD-MM-YYY,
DD-MM-YY or other combinations. This process is responsible for
unifying all Resource Usage Records to specific expression format for
subsequent processes use.
Mandatory
The purpose of Normalize Resource Usage Record process is to
normalize Resource Usage Records to specific expression format.
Page 1126 of 1540

Resource Usage Records generated by different systems are used

distinct expressions for same record data.
Optional
Interactions
Convert Resource Usage Records

Brief Description
Convert resource usage records to specific data format.
Explanatory
Mandatory
The purpose of Convert Resource Usage Record process is to convert
Resource Usage Records to specific data format. The Resource Usage
Records are collected from different network equipment and stored in
different file formats, e.g. fixed-length binary file, fixed-length text
files, variable-length text files, ASN.1. This process is responsible for
identifying the data formats of collected Resource Usage Records and
changing them to specific common data format for downstream
system using.
Optional
Interactions
Correlate Resource Usage Records

Brief Description
Correlate collected resource usage records.
Explanatory
Page 1127 of 1540

Mandatory
The purpose of Correlate Resource Usage Record process is to correlate
collected Resource Usage Records. The Resource Usage Records are
collected from different network equipment, sometime more than one
Resource Usage Records store same service consumption. In order to
resolve this case, this process is responsible for identifying the
correlative Resource Usage Records and associating them together for
downstream system use.
Optional
Interactions
Remove Duplicate Resource Usage Records

Brief Description
Remove duplicate resource usage records.
Explanatory
Mandatory
The purpose of Remove Resource Usage Record process is to remove
any duplicate usage records that have already been processed. This
process includes detect duplicate records and removing them from
billing process. The duplication detection is usually by checking the
values of the key fields of Resource Usage Records with combined
criteria.
Optional
Interactions
Page 1128 of 1540

1.6.1 Party Strategy & Planning
Figure 279. 1.6.1 Party Strategy & Planning decomposition

Brief Description
N/A
N/A
Explanatory
Mandatory
Optional
Page 1129 of 1540

Interactions
Party Strategy & Planning

Brief Description
Develop the strategies and policies of the enterprise for engagement
with other parties
Party Strategy & Planning processes develop the strategies and
policies of the enterprise for engaging with other parties. To support
the enterprises supply and sourcing strategy the Party Strategy and
Planning processes develops the policies for party engagement and
interaction. For example, the enterprise decides that it will outsource
the supply of all Mobiles Networks; both the functional processes, as
well as Infrastructure and Product Lifecycle Management processes.
The effectuation of this is done according to policies and strategies set
by the Party Strategy and Planning processes.
Explanatory
Mandatory
Optional
Interactions
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1.6.2 Party Tender Management
Figure 280. 1.6.2 Party Tender Management decomposition
Party Tender Management

Brief Description
Party Tender Management processes manage the activities associated
with developing tender documents, running tender processes, gaining
enterprise agreement to tender decisions.
Party Tender Management processes manage the activities associated
with developing tender documents, running tender processes, gaining
enterprise agreement to tender decisions.
The tender process for the sourcing activity can be used not only for
managing the sourcing of infrastructure of various types, but is also
applicable for use in outsourcing tender processes, and for the
sourcing of commodity items used within a business. The actual depth
to which the sourcing process is used is dependent on such factors as
the value of the sourced items. Note that these processes can also be
used for the negotiated agreements between the enterprise and its
competitors as a part of regulated inter-carrier agreements. While
tender processes are not used in such a case, the processes for
determining appropriate commercial arrangements and for gaining
enterprise agreement are used for these regulated and competitive
activities.
They also manage the evaluation of agreements with parties, to
determine those with the products and services that best meet the
enterprises needs.
Explanatory
Mandatory
Page 1131 of 1540

Optional
Interactions
Determine the Sourcing Requirements

Brief Description
Manage the collection and finalization of the specific requirements to
be achieved from the sourcing process.
The Determine the Sourcing Requirements processes manage the
collection and finalization of the specific requirements to be achieved
from the sourcing process including a chronological timetable for
anticipated sourcing activities. These requirements take into account
the required functional, technical and/or operational specifications
produced by the area seeking the sourcing activity and assuring that
appropriately aligned commercial aspects (such as special commercial
terms, tender timing, cost parameters, etc.) are catered for. The
requirements will be determined from the requirements specified in the
various business or investment proposals, and any subsequent detailed
specifications developed as a part of the architecture design activity,
within the product, market, service or resource capability delivery
processes. The actual range of requirements are dependent on the
needs of the sourcing initiator, but are likely to include, at a minimum,
technical, operational, training and specific supplier support
requirements.
The Party Strategy and Planning processes will also provide a set of
enterprise level requirements that the sourcing process will need to
satisfy.
management functions to ensure that the requirements meets the
needs of all stakeholders
Explanatory
Mandatory
Optional
Interactions
Page 1132 of 1540

Determine Potential Parties

Brief Description
Determine the appropriate short list of parties to meet the specific
enterprise requirements.
The Determine Potential Parties processes determine the appropriate
short list of parties to meet the specific enterprise requirements (for
example, expected technical capability, anticipated delivery
timeframes, anticipated costs, etc..). The processes provide detailed
analysis of potential parties, leveraging information available from the
Gather & Analyze Value Fabric Information
management functions to ensure that the selected short list meets the
Explanatory
Mandatory
Optional
Interactions
Manage the Tender Process

Brief Description
Manage and administer the mechanics of the tender process.
The Manage the Tender Process processes manage and administer the
mechanics of the tender process. The processes determine the
engagement interactions with potential parties, the timing of the
process, bring together the commercial and functional requirements
into the tender documentation, the analysis and scoring mechanisms
for tender analysis based on the functional, technical, operational and
commercial requirements, and manage the tender analysis team
engagement approach.
These processes are invoked by the Party Order Handling processes in
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the event that the order process requires a tender to select between
previously contracted parties.
These processes also manage the analysis of the strategic sourcing
factors used at the commencement of the process including the
industry and competitive analysis, and a determination of the
minimum acceptable outcomes from the sourcing process.
Explanatory
Mandatory
Optional
Interactions
Gain Tender Decision Approval

Brief Description
capabilities.
The Gain Tender Decision Approval processes capture all activities
required to provide management oversight on the tender process and
gain approval for the sourcing decision and party selection. These
processes cover the establishment of any tender selection boards, the
reporting processes and timetables, and the final approval of the
tender decisions.
management functions to ensure that the tender decisions are
supported by all stakeholders
Explanatory
Mandatory
Optional
Interactions
Page 1134 of 1540

1.6.2.1 Determine the Sourcing

Requirements
Figure 281. 1.6.2.1 Determine the Sourcing Requirements decomposition
Determine the Sourcing Requirements

Brief Description
Manage the collection and finalization of the specific requirements to
be achieved from the sourcing process.
The Determine the Sourcing Requirements processes manage the
collection and finalization of the specific requirements to be achieved
from the sourcing process including a chronological timetable for
anticipated sourcing activities. These requirements take into account
the required functional, technical and/or operational specifications
produced by the area seeking the sourcing activity and assuring that
appropriately aligned commercial aspects (such as special commercial
terms, tender timing, cost parameters, etc.) are catered for. The
requirements will be determined from the requirements specified in the
various business or investment proposals, and any subsequent detailed
specifications developed as a part of the architecture design activity,
within the product, market, service or resource capability delivery
processes. The actual range of requirements are dependent on the
needs of the sourcing initiator, but are likely to include, at a minimum,
technical, operational, training and specific supplier support
requirements.
Page 1135 of 1540

satisfy.
management functions to ensure that the requirements meets the
Explanatory
Mandatory
Optional
Interactions
Capture Sourcing Requirements

Brief Description
These processes manage the collection of the specific requirements
and timetable to be achieved from the sourcing process. These
requirements take into account the required functional, technical
and/or operational specifications produced by the area seeking the
sourcing activity and assuring that appropriately aligned commercial
aspects (such as special commercial terms, tender timing, cost
parameters, etc.) are catered for.
These processes manage the collection of the specific requirements
and timetable to be achieved from the sourcing process. These
requirements take into account the required functional, technical
and/or operational specifications produced by the area seeking the
sourcing activity and assuring that appropriately aligned commercial
aspects (such as special commercial terms, tender timing, cost
parameters, etc.) are catered for. The requirements will be determined
from the requirements specified in the various business or investment
proposals, and any subsequent detailed specifications developed as a
part of the architecture design activity, within the product, market,
service or resource capability delivery processes. The actual range of
requirements are dependent on the needs of the sourcing initiator, but
are likely to include, at a minimum, technical, operational, training and
specific supplier support requirements. Detailed analysis of new
resource requirements linked to relevant geographic distributions.
Page 1136 of 1540

These processes also establish the detailed performance

requirements....much of the following about demand and capacity is
performed by P/S/R Capability Delivery processes...so it should
reference them rather than duplicating the tasks performed by them...
These processes take the forecast information available from the
Produce Resource Business Plans and requirements information from
the Map & Analyze Service Requirements processes, as well as
resource infrastructure requirements developed by the Develop
Detailed Resource Specifications processes, to establish detailed views
of anticipated resource demand and performance requirements.
satisfy.
Explanatory
Mandatory
Optional
Interactions
Finalize Sourcing Requirements

Brief Description
These processes manage the finalization of the specific requirements
to be achieved from the sourcing process including a chronological
timetable for anticipated sourcing activities.
These processes manage the finalization of the specific requirements
to be achieved from the sourcing process including a chronological
timetable for anticipated sourcing activities. The processes include any
cross-enterprise coordination and management functions to ensure
that the ...what is demand distribution?...demand distributions capture
the needs of all stakeholders.
Explanatory
Page 1137 of 1540

Mandatory
Optional
Interactions
Prepare Tender Document

Brief Description
Develop a formal tender document that contains specific requirements
to be achieved from the sourcing process created by the Finalize
Sourcing Requirements process.
Prepare Tender Document develops a formal tender document that
contains specific requirements to be achieved from the sourcing
process created by the Finalize Sourcing Requirements process.
The tender document may be in the form of a request for proposal
(RFP), request for information (RFI), or a request for quotation (RFQ).
Once prepared it is issued to potential parties as part of the Determine
Potential Parties process.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Page 1138 of 1540

1.6.2.2 Determine Potential Parties
Figure 282. 1.6.2.2 Determine Potential Parties decomposition
Determine Potential Parties

Brief Description
Determine the appropriate short list of parties to meet the specific
enterprise requirements.
The Determine Potential Parties processes determine the appropriate
short list of parties to meet the specific enterprise requirements (for
example, expected technical capability, anticipated delivery
timeframes, anticipated costs, etc..). The processes provide detailed
analysis of potential parties, leveraging information available from the
Gather & Analyze Value Fabric Information
management functions to ensure that the selected short list meets the
Explanatory
Mandatory
Optional
Interactions
Analyze Potential Parties

Brief Description
These processes provide detailed analysis of potential parties,
Page 1139 of 1540

leveraging information available from the Gather & Analyze Value

Fabric Information processes...need to align this with the final name of
this process - it was Supply Chain instead of VF, as well as other
specific inputs available from within the enterprise, or from external
party research organizations at the specific time the need arises.
Explanatory
Mandatory
Optional
Interactions
Short List Potential Parties

Brief Description
These processes specify the appropriate short list of parties, based on
the available analysis of potential parties, to meet the specific
enterprise requirements (for example, expected technical capability,
anticipated delivery timeframes, anticipated costs, etc..).
Explanatory
Mandatory
Optional
Interactions
Identify Potential Parties

Page 1140 of 1540

Brief Description
Identify potential parties who may engage with the enterprise.
Identify Potential Parties identifies potential parties who may engage
with the enterprise. Their identification is based on, but not limited to
information gathered by the Party Strategy & Planning process and
other research performed as part of this process.
In some cases a nondisclosure agreement may be required with a
potential party that would trigger the Party Agreement Management
process. For example the exchange of catalogs may require such an
agreement.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Issue Tender Document

Brief Description
Issue the prepared tender document to selected parties.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Receive Tender Document Response

Page 1141 of 1540

Brief Description
Receive tender document response from a identified party to whom the
tender document was sent.
Receive Tender Document Response accepts a tender document
response from a party to whom the tender document was sent. The
response is used by the Selected Short-listed Party process which
selects on or more parties with whom agreements are negotiated.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Select Short-listed Party

Brief Description
Select a party with whom an agreement is to be negotiated.
Select Short-listed Party select a party with whom an agreement is to
be negotiated.
The party may be selected based on their response to a formal tender
document that was issued or only based on the results of using
requirements gathered by the applicable Determine Sourcing
Requirements sub-processes and the other Determine Potential Parties
sub-processes.
This process typically involves some form of interaction with a shortlisted party, such as a visit to the party's site(s), a visit to the
enterprise site(s), conference calls, and so forth. The interaction
should include one or more demonstrations of the party's capability to
satisfy requirements.
This process may be repeated if more than one party is selected from
the short list of parties.
Page 1142 of 1540

Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.6.2.3 Manage the Tender Process
Figure 283. 1.6.2.3 Manage the Tender Process decomposition
Manage the Tender Process

Brief Description
Manage and administer the mechanics of the tender process.
The Manage the Tender Process processes manage and administer the
mechanics of the tender process. The processes determine the
Page 1143 of 1540

engagement interactions with potential parties, the timing of the

process, bring together the commercial and functional requirements
into the tender documentation, the analysis and scoring mechanisms
for tender analysis based on the functional, technical, operational and
commercial requirements, and manage the tender analysis team
engagement approach.
Explanatory
Mandatory
Optional
Interactions
Specify the Tender Process

Brief Description
These processes determine the engagement interactions with potential
parties, the timing of the process, bring together the commercial and
functional requirements into the tender documentation, the analysis
and scoring mechanisms for tender analysis based on the functional,
technical, operational and commercial requirements.
Explanatory
Mandatory
Optional
Page 1144 of 1540

Interactions
Administer the Tender Process

Brief Description
These processes manage the tender analysis team engagement
approach.
Explanatory
Mandatory
Optional
Interactions
Page 1145 of 1540

1.6.2.4 Gain Tender Decision Approval
Figure 284. 1.6.2.4 Gain Tender Decision Approval decomposition
Gain Tender Decision Approval

Brief Description
capabilities.
The Gain Tender Decision Approval processes capture all activities
required to provide management oversight on the tender process and
gain approval for the sourcing decision and party selection. These
processes cover the establishment of any tender selection boards, the
reporting processes and timetables, and the final approval of the
tender decisions.
management functions to ensure that the tender decisions are
supported by all stakeholders
Explanatory
Mandatory
Page 1146 of 1540

Optional
Interactions
Provide Management Oversight on Tenders

Brief Description
These processes capture all activities required to provide management
oversight on the tender process. These processes cover the
establishment of any tender selection boards, the reporting processes
and timetables
Explanatory
Mandatory
Optional
Interactions
Approve Tender Decisions

Brief Description
These processes capture all activities required to gain approval for the
sourcing decision and party selection, including final approval of the
tender decisions.
Explanatory
Mandatory
Page 1147 of 1540

Optional
Interactions
1.6.3 Party Relationship Development &

Retirement
Figure 285. 1.6.3 Party Relationship Development & Retirement decomposition
Party Relationship Development & Retirement

Brief Description
Manage the lifecycles of parties with whom the enterprise has a
relationship. Relationship with new parties may be required to broaden
the services an enterprise offers, to improve performance, for
outsourcing and out-tasking requirements, and so forth.
Party Relationship Development & Retirement manages the lifecycles
of parties with whom the enterprise has a relationship. Relationship
with new parties may be required to broaden the services an
enterprise offers, to improve performance, for outsourcing and outtasking requirements, and so forth.
Included processes that manage the party's lifecycle, such as
establishing and terminating a relationship, demographic collection,
profiling, and community involvement.
Page 1148 of 1540

Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Party Relationship Management

Brief Description
Support the lifecycles (development and retirement) of an enterprise's
relationships with parties.
Party Relationship Management manages the lifecycles of an
enterprise's relationships with parties. A relationship with new parties
may be required to broaden the services a service provider offers, to
improve performance, for outsourcing and out-tasking requirements,
and so forth.
These processes also manage the termination and re-establishment of
a relationship with other parties, as well as evaluating the viability of
continuing the relationship with the party according to party
agreements.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Party Demographic Collection

Page 1149 of 1540

Brief Description
Defines and collect demographic information about parties, such as
their size, growth, density, and distribution, as well as statistics
regarding birth, marriage, disease, and death.
Party Demographic Collection defines and collects demographic
information about parties, such as their size, growth, density, and
distribution, as well as statistics regarding birth, marriage, disease, and
death.
Demographic data is information about parties that allows decisions to
be made such as the make-up and size of a market segment,
classification and ranking of customers, and so forth. Demographics
provide the key what information and can be broken down into two
categories: individual demographics and organization demographics.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Party Profiling
Brief Description
Define and collect attributes that are used to create and maintain party
profiles or profiles for a role played by a party. These attributes are in
addition to basic information maintained about a party, such as name,
identification, contact information, and demographics.
Party Profiling defines and collects attributes that are used to create
and maintain party profiles or profiles for a role played by a party.
These attributes are in addition to basic information maintained about
a party, such as name, identification, contact information, and
demographics. Profile attributes may include product offering
preferences, social media memberships, and so forth.
Party profiles can be used in a number of ways including targeting
Page 1150 of 1540

parties for marketing campaigns and/or product offerings and

classifying parties into market segments.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.6.3.1 Party Relationship Management
Figure 286. 1.6.3.1 Party Relationship Management decomposition
Party Relationship Management

Brief Description
Support the lifecycles (development and retirement) of an enterprise's
relationships with parties.
Party Relationship Management manages the lifecycles of an
enterprise's relationships with parties. A relationship with new parties
may be required to broaden the services a service provider offers, to
improve performance, for outsourcing and out-tasking requirements,
and so forth.
These processes also manage the termination and re-establishment of
a relationship with other parties, as well as evaluating the viability of
Page 1151 of 1540

continuing the relationship with the party according to party

agreements.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Establish Party Relationship

Brief Description
Verify the party identity and manage a party's identity across the
enterprise.
Establish Party Relationship verifies that a party is who they claim they
are to ensure only one party identity exists across an enterprise, which
can be referenced across the whole enterprise and allows the party to
quickly and easily identify itself, to establish and verify the Identity and
to issue a unique Identifier and authentication information. Before
establishing an identity for a new party it is essential to check that it
does not already have an Identity with the Enterprise.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Manage Party Relationship

Brief Description
Establish and manage the on-going processes to support the
Page 1152 of 1540

commercial, strategic, delivery and operational interactions between

an enterprise and party.
Manage Party Relationship establishes and manages the on-going
processes to support the commercial, strategic, delivery and
operational interactions between the enterprise and a party. It
monitors, reviews, and agrees on changes to the commercial, strategic
and operational interaction processes to improve their effectiveness.
This process oversees and administers any agreed joint management
and/or process improvement activities between an enterprise and a
party. These joint activities could include operations monitoring and
management, project related build and implementation activities, joint
strategic management meetings, etc.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Re-establish Party Relationship

Brief Description
Re-establish a relationship with a party which was suspended or
terminated in the past. This process recovers the appropriate party
information along with past interactions and provides them to the
operational systems in order to provide continuity in the Party
Relationship Management processes.
Re-establish Party Relationship re-establishes a relationship with a
party which was suspended or terminated in the past. It recovers the
appropriate party information along with past interactions and provides
them to the operational systems in order to provide continuity in the
Party Relationship Management processes.
Explanatory
N/A
Page 1153 of 1540

Mandatory
N/A
Optional
N/A
Interactions
N/A
Terminate Party Relationship

Brief Description
Manage the removal of a party from an enterprise's value fabric.
Terminate Party Relationship manages the removal of a party from an
enterprise's value fabric, based on the continued inadequate
performance based on monitoring and analysis performed by the Party
Performance Management processes, and unsuccessful resolution
through Manage Party Relationship Management processes.
A new party may need to be found to replace the terminated party. In
this case the applicable processes, such as Identify Potential Parties,
would be performed to accomplish this.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Collect Party Data

Brief Description
Collect data about a party and/or a party playing a role. Data includes
basic party data, identification data, contact data, and additional
attributes.
Page 1154 of 1540

Collect Party Data collects data about a party and/or a party playing a
role. Data includes basic party data, identification data, contact data,
and additional attributes. This process also enables modification and
removal of party data and party role data and establishes the types of
roles a party can play.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.6.3.1.2 Manage Party Relationship
Figure 287. 1.6.3.1.2 Manage Party Relationship decomposition
Manage Party Relationship

Brief Description
Establish and manage the on-going processes to support the
Page 1155 of 1540

commercial, strategic, delivery and operational interactions between

an enterprise and party.
Manage Party Relationship establishes and manages the on-going
processes to support the commercial, strategic, delivery and
operational interactions between the enterprise and a party. It
monitors, reviews, and agrees on changes to the commercial, strategic
and operational interaction processes to improve their effectiveness.
This process oversees and administers any agreed joint management
and/or process improvement activities between an enterprise and a
party. These joint activities could include operations monitoring and
management, project related build and implementation activities, joint
strategic management meetings, etc.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Monitor Party Relationship

Brief Description
Monitor changes to the commercial, strategic and operational
interaction processes.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
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Review Party Relationship

Brief Description
Review changes to the commercial, strategic and operational
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Approve Party Relationship

Brief Description
Approve changes to the commercial, strategic and operational
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Page 1157 of 1540

1.6.3.1.5 Collect Party Data
Figure 288. 1.6.3.1.5 Collect Party Data decomposition
Collect Party Data

Brief Description
Collect data about a party and/or a party playing a role. Data includes
basic party data, identification data, contact data, and additional
attributes.
Collect Party Data collects data about a party and/or a party playing a
role. Data includes basic party data, identification data, contact data,
and additional attributes. This process also enables modification and
removal of party data and party role data and establishes the types of
roles a party can play.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Collect Basic Party Data

Page 1158 of 1540

Brief Description
Collect basic data about a party, such as name, accounts and account
contacts, credit profiles.
Collect Basic Party Data collects basic data about a party, such as
name, billing and bank accounts and account contacts (such as email
and mobile number of the party as well as other parties and their email
and mobile number), credit profiles, and language ability. It also
establishes relationships among party accounts and party roles.
It also establishes a type of role a party can play as well as
categorizations of roles.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Collect Party Identification

Brief Description
Collect identification data about a party (individual or organization),
such as passport and company (organization) registration.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Page 1159 of 1540

Collect Party Contact

Brief Description
Collect the medium in which a party playing a role can be contacted,
such as mobile phone and email.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Collect Party Skill

Brief Description
Collect the skills possessed by a party and/or a role played by a party.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Collect Additional Party Attribute

Brief Description
Collect additional attributes about a party and/or a role a party plays.
Page 1160 of 1540

Collect Additional Party Attribute collects additional attributes about a
party and/or a role a party plays. This is in addition to any other
attributes collected for a party or role a party plays, including
attributes collected by the Collect Party Data processes, and party
and/or party role demographics and profiles. For example, for a party
playing the role of "lead" an attribute that defines how the lead found
out about an enterprise may be defined.
This process also defines what attributes are to be collected for each
type of party/party role.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.6.3.2 Party Demographic Collection
Figure 289. 1.6.3.2 Party Demographic Collection decomposition
Party Demographic Collection

Brief Description
Defines and collect demographic information about parties, such as
their size, growth, density, and distribution, as well as statistics
regarding birth, marriage, disease, and death.
Page 1161 of 1540

Party Demographic Collection defines and collects demographic
information about parties, such as their size, growth, density, and
distribution, as well as statistics regarding birth, marriage, disease, and
death.
Demographic data is information about parties that allows decisions to
be made such as the make-up and size of a market segment,
classification and ranking of customers, and so forth. Demographics
provide the key what information and can be broken down into two
categories: individual demographics and organization demographics.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Specify Party Demographic Definition

Brief Description
Define a type of demographics to be collected about parties and/or a
role a party plays.
Specify Party Demographic Definition defines a type of demographic to
be collected about parties and/or a role a party plays. This includes
specifying the permitted values associated with a demographic, such
as age ranges, income ranges, as well as associations to market
segments and so forth. This process also enables changes to be made
to any of these aspects for a demographic definition.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Page 1162 of 1540

Interactions
N/A
Specify Party Demographic Definition Group

Brief Description
Group party demographic definitions or define a group of groups.
Specify Party Demographic Definition Group defines a group party
demographic definitions or defines a group of groups. For example for
an organization a group may represent a collection of demographics
about the organization itself, such as headquarters location, number
and location of offices (domestic vs. international, regions/triads);
each have different access requirements.
This process also enables changes and deletions to be made to any
grouping.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Remove Party Demographic Definition

Brief Description
Remove a party demographic definition, either by deleting it or
indicating it is no longer valid.
Remove Party Demographic Definition removes a party demographic
definition, either by deleting it or indicating it is no longer valid. Care
must be taken when deleting a demographic definition, because any
party demographics related to it may also be deleted or could lose
their context. Often the choice is to mark the demographic as no
longer valid to preclude collecting it for any more parties.
Page 1163 of 1540

Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Collect Party Demographic

Brief Description
Collect a demographic about a party and/or one or more roles a party
plays.
Collect Party Demographic collects a demographic about a party and/or
one or more roles a party plays. The demographic is placed in a group
according to the definition of the demographic. Its relationship to a
geographic area, product offering, or market segment may also be
established.
It can be collected directly from a party or from another source, such
as social media, professional groups to which a party belongs, and
census data.
This process also enables changes to be made to any of these aspects
for a demographic.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Remove Party Demographic

Page 1164 of 1540

Brief Description
Remove a party demographic, either by deleting it or indicating it is no
longer valid.
Remove Party Demographic removes a party demographic, either by
deleting it or indicating it is no longer valid. For example, a party
privacy agreement may specify that a certain fact about a part be
removed via deletion after an agreed upon period of time; this is
typically referred to "as the right to be forgotten".
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.6.3.3 Party Profiling
Figure 290. 1.6.3.3 Party Profiling decomposition
Remove Party Profile

Brief Description
Remove a party profile and/or one or more profile attributes, either by
deleting it or indicating it is no longer valid.
Page 1165 of 1540

Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Party Profiling
Brief Description
Define and collect attributes that are used to create and maintain party
profiles or profiles for a role played by a party. These attributes are in
addition to basic information maintained about a party, such as name,
identification, contact information, and demographics.
Party Profiling defines and collects attributes that are used to create
and maintain party profiles or profiles for a role played by a party.
These attributes are in addition to basic information maintained about
a party, such as name, identification, contact information, and
demographics. Profile attributes may include product offering
preferences, social media memberships, and so forth.
Party profiles can be used in a number of ways including targeting
parties for marketing campaigns and/or product offerings and
classifying parties into market segments.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Define Party Profile Type

Page 1166 of 1540

Brief Description
Define a type of party profile and its attributes to be collected about
parties and/or a role a party plays.
Define Party Profile Type defines a type of party profile and its
attributes to be collected about parties and/or a role a party plays. This
includes specifying the permitted values associated with a party profile
attribute, such as interests/hobbies, education, product offering
preferences. Demographic information can also be linked to a party
profile type's attributes. This process also enables changes to be made
to any of these aspects for a demographic definition.
This process may also relate a party profile type to a market segment
for grouping parties into segments or to marketing campaigns and
product offerings to target parties for them.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Define Party Profile Type Attribute Group

Brief Description
Group party profile type attributes or define a group of groups.
Define Party Profile Type Attribute Group defines a group party profile
attributes or defines a group of groups. For example for an individual
a group may represent a collection of educational information or
interests and hobbies.
This process also enables changes and deletions to be made to any
grouping.
Explanatory
N/A
Page 1167 of 1540

Mandatory
N/A
Optional
N/A
Interactions
N/A
Remove Party Profile Type

Brief Description
Remove a party profile type and/or one or more of its attributes, either
by deleting it or indicating it is no longer valid.
Remove Party Profile Type removes a party profile type and/or one or
more of its attributes, either by deleting it or indicating it is no longer
valid. Care must be taken when deleting a profile type and/or one or
more of its attributes, because any party profiles or party profile
attribute(s) related to them may also be deleted or could lose their
context. Often the choice is to mark the profile type and/or attribute(s)
as no longer valid to preclude collecting it for any more parties.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Collect Party Profile

Brief Description
Create a profile for a party and/or a party role and collect profile
attribute values. For example, a list of hobbies in which a party is
involved.
Collect Party Profile creates a profile for a party and/or a party role and
Page 1168 of 1540

collects profile attribute values. For example, a list of hobbies in which

a party is involved. The attribute is placed in a group if it is defined as
part of one. Demographics about the party may become part of the
profile if a relationship between the two has been specified.
It can be collected directly from a party or from another source, such
as social media or professional groups to which a party belongs.
This process also enables changes to be made to any of these aspects
for a profile or a profile's attribute(s).
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Page 1169 of 1540

1.6.4 Party Offering Development &

Retirement
Figure 291. 1.6.4 Party Offering Development & Retirement decomposition
Party Offering Development & Retirement

Brief Description
Manage on-boarding and off-boarding another party's product
specifications and product offerings that a required to facilitate the
business model of the enterprise.
Party Offering Development & Retirement supports the management of
on-boarding and off-boarding another party's product specifications
and product offerings that a required to facilitate the business model of
the enterprise.
It also manages the involvement the enterprise has with a product
specification and product offering. For example, the enterprise may
accept an order for one of its offerings, but it may be fulfilled by
another party.
Note:
- Product Specification Development & Retirement and Product Offering
Development & Retirement processes are used to manage most of the
Page 1170 of 1540

lifecycle of product specifications and product offerings. This is done to

eliminate redundant processes. For example, the Product Offering
Pricing processes are used to manage the prices associated with onboarded product offerings.
- This process therefore focuses on managing the relationship that
parties, including the enterprise, have with product specifications and
product offerings as well as the impact of off-boarding specifications
and offerings on a provider's service and resource infrastructure.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
On-board Party Product Specification & Offering

Brief Description
Manages the on-boarding another party's product offering or a product
specification upon which the offering is based.
Also manage the involvement the enterprise has with a product
specification and offering. For example, the enterprise may accept an
order for one of its offerings, but it may be fulfilled by another party.
On-board Party Product Specification & Offering manages the onboarding another party's product offering or a product specification
upon which the offering is based.
It also manages the involvement the enterprise has with a party's
product specification and offering. For example, the enterprise may
another party.
By using the on-boarded specifications, this process allows the
enterprise to create new product offerings that leverage its own
product offerings as well as the acquired product offerings. It may also
make a party's offerings available as-is to the market.
Page 1171 of 1540

The specifications for the product offering made available by another

party in catalog may be from a wholesalers perspective, while the
specification in the enterprises catalog may be from a retailers
perspective, therefore this process maintains the relationship between
the enterprise's product specification and product offering and those
provided by another party.
It is also used to modify the involvement associated with a party's,
including the enterprise, product specifications or offerings. For
example, if the party who accept payments for a purchased product
offering changes.
This process is initially invoked during and after the agreement for a
particular product specification and/or product offering has been
established and approved. It is also invoked when modifications to the
product specifications or offerings are implemented by another party in
accordance with the terms and conditions and the process to manage
the variance of an agreement.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Off-Board Party Offering & Specification

Brief Description
Off-board a party's offering or specification. If a specification is offboarded all associated offerings are off-boarded. This can occur when
the agreement for a product specification and/or offering is terminated.
If an agreement covers multiple specifications and/or offerings offboarding is done for the item on an agreement that is terminated.
Off-Board Party Offering & Specification off-boards a party's offering or
specification. If a specification is off-boarded all associated offerings
are off-boarded. This can occur when the agreement for a product
specification and/or offering is terminated. If an agreement covers
multiple specifications and/or offerings off-boarding is done for the
Page 1172 of 1540

item on an agreement that is terminated. When the final product

offering related to a product specification is off-boarded the product
specification may also be off-boarded.
If a product specification is off-boarded then disposition of related
service specifications, services, resource specifications, and/or
resources is made.
The off-boarding by the enterprise of the capabilities is gradual and
allows enough time to account for any contractual obligations of the
enterprise with its customers, but without violating the terms and
conditions of any agreement with the party.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Page 1173 of 1540

1.6.4.1 On-board Party Product

Specification & Offering
Figure 292. 1.6.4.1 On-board Party Product Specification & Offering decomposition
On-board Party Product Specification & Offering

Brief Description
Manages the on-boarding another party's product offering or a product
specification upon which the offering is based.
Also manage the involvement the enterprise has with a product
specification and offering. For example, the enterprise may accept an
order for one of its offerings, but it may be fulfilled by another party.
On-board Party Product Specification & Offering manages the onboarding another party's product offering or a product specification
upon which the offering is based.
It also manages the involvement the enterprise has with a party's
product specification and offering. For example, the enterprise may
another party.
Page 1174 of 1540


product offerings as well as the acquired product offerings. It may also
make a party's offerings available as-is to the market.
party in catalog may be from a wholesalers perspective, while the
specification in the enterprises catalog may be from a retailers
perspective, therefore this process maintains the relationship between
the enterprise's product specification and product offering and those
provided by another party.
including the enterprise, product specifications or offerings. For
example, if the party who accept payments for a purchased product
offering changes.
This process is initially invoked during and after the agreement for a
particular product specification and/or product offering has been
established and approved. It is also invoked when modifications to the
product specifications or offerings are implemented by another party in
accordance with the terms and conditions and the process to manage
the variance of an agreement.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Define Party Product Specification Involvement

Brief Description
On-board a product specification from another party's catalog. Also
manage the enterprise's relationship with a product specification.
Define Party Product Specification Involvement on-boards a product
specification from another party's catalog It also manages the
enterprise's relationship with a product specification. It also manages
the relationships between an enterprises product specification and that
Page 1175 of 1540

of another party. Until an on-boarding agreement is approved the

product specification is marked as tentatively on-boarded. Once the
agreement is approved the specification is marked as on-boarded.
product offering as well as another party's offering.
party may be from a wholesalers perspective, while the enterprise's
specification may be from a retailers perspective. Therefore this
process also maintains the relationship between the enterprise's
product specification and one provided by another party.
including the enterprise, product specifications
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Define Party Product Offering Involvement

Brief Description
On-board a product offering from another party's catalog to the
enterprises inventory of product offerings and its catalogs.
Define Party Product Offering Involvement on-boards a product offering
from another party's catalog to the enterprises inventory of product
offerings and its catalogs. It also manages the relationships between
an enterprises product offering and that of another party; for example
a relationship that indicates an enterprises orders an offering from
another party. Until an on-boarding agreement is approved the product
offering is marked as tentatively on-boarded. Once the agreement is
approved the offering is marked as on-boarded.
It defines the involvement from a process perspective that a party,
Page 1176 of 1540

including the enterprise, has with its offering. For example, if a party
takes an order, fulfills it after taking the order, accepts payment,
receives payment, after sales service provided for the offering after it
is acquired, and so forth.
It also manages the enterprise's relationship with a product offering
and its relationship with those provided by another party. For example,
an enterprise may make an offering available on behalf of another
party or acquire an offering for re-sale from another party.
including the enterprise, product offerings. For example, if the party
who accept payments for a purchased product offering changes.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Page 1177 of 1540

1.6.4.2 Off-Board Party Offering &

Specification
Figure 293. 1.6.4.2 Off-Board Party Offering & Specification decomposition
Off-Board Party Offering & Specification

Brief Description
Off-board a party's offering or specification. If a specification is offboarded all associated offerings are off-boarded. This can occur when
the agreement for a product specification and/or offering is terminated.
If an agreement covers multiple specifications and/or offerings offboarding is done for the item on an agreement that is terminated.
Off-Board Party Offering & Specification off-boards a party's offering or
specification. If a specification is off-boarded all associated offerings
are off-boarded. This can occur when the agreement for a product
specification and/or offering is terminated. If an agreement covers
multiple specifications and/or offerings off-boarding is done for the
item on an agreement that is terminated. When the final product
offering related to a product specification is off-boarded the product
specification may also be off-boarded.
If a product specification is off-boarded then disposition of related
Page 1178 of 1540

resources is made.
The off-boarding by the enterprise of the capabilities is gradual and
allows enough time to account for any contractual obligations of the
enterprise with its customers, but without violating the terms and
conditions of any agreement with the party.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Off-Board Party Product Offering

Brief Description
Off-board a party's product offering. This can occur when an
agreement or an item on an agreement associated with a product
offering is terminated.
Off-Board Party Product Offering off-boards a party's product offering.
This can occur when an agreement or an item on an agreement
associated with a product offering is terminated.
When the final product offering related to a product specification is offboarded the product specification may also be off-boarded by the OffBoard Party Product Specification process.
Note that this process will interact with the Manage Product Offering
Exit process which is part of Product Offering Development &
Retirement.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Page 1179 of 1540

Interactions
N/A
Off-Board Party Product Specification

Brief Description
Off-board a party's product specification.
This can occur when the agreement for this product specification is
terminated or an item on an agreement associated with the
specification for this product offering is terminated.
Off-Board Party Product Specification off-boards a party's product
specification. This can occur when the agreement for this product
specification is terminated or an item on an agreement associated with
the specification for this product offering is terminated.
When a product specification is off-boarded then disposition of related
resources is made.
The off-boarding of the specifications and retirement of the product
specification by the enterprise is gradual. This allows enough time to
account for any contractual obligations of the enterprise with its
customers, but without violating the terms and conditions of
agreements with the party.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Page 1180 of 1540

1.6.4.2.2 Off-Board Party Product

Specification
Figure 294. 1.6.4.2.2 Off-Board Party Product Specification decomposition
Off-Board Party Product Specification

Brief Description
Off-board a party's product specification.
Off-Board Party Product Specification off-boards a party's product
specification. This can occur when the agreement for this product
specification is terminated or an item on an agreement associated with
the specification for this product offering is terminated.
When a product specification is off-boarded then disposition of related
resources is made.
The off-boarding of the specifications and retirement of the product
specification by the enterprise is gradual. This allows enough time to
account for any contractual obligations of the enterprise with its
customers, but without violating the terms and conditions of
agreements with the party.
Page 1181 of 1540

Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Remove Party Product Specification

Brief Description
Remove a party's product specification.
Remove Party Product Specification removes a party's product
specification.
Note that this process will interact with the Remove Product
Specification Exit process which is part of Product Specification
Development & Retirement.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
De-activate Off-boarded Preconfigured Services

Brief Description
Deactivate any services have been pre-configured for the associated
Page 1182 of 1540

party's product specification. This is accomplished by notifying the

Service Configuration & Activation to de-activate them.
De-activate Off-boarded Preconfigured Services deactivates any
services have been pre-configured for the associated party's product
specification. This is accomplished by notifying the Service
Configuration & Activation to de-activate them. If the deactivated
services are the final ones associated with a service specification the
Manage Service Exit process is notified for possible removal of the
service specification.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Return Remaining Off-boarded Product (Resource) Inventory

Brief Description
Return goods to a party for a related off-boarded product specification
by notifying the applicable Resource Logistics process. Logical
resources, such as content, are removed from devices by notifying the
applicable process.
Return Remaining Off-boarded Product (Resource) Inventory returns
goods to a party for a related off-boarded product specification by
notifying the applicable Resource Logistics process. Logical resources,
such as content, are removed from devices by notifying the applicable
process. If the resources are the final ones associated with a resource
specification the Manage Resource Exit process is notified for possible
removal of the resource specification.
Explanatory
N/A
Mandatory
N/A
Page 1183 of 1540

Optional
N/A
Interactions
N/A
1.6.5 Party Agreement Management
Figure 295. 1.6.5 Party Agreement Management decomposition
Party Agreement Management

Brief Description
Manage the evaluation of agreements with parties, including
customers. Initiate and complete business agreements when one or
more other parties are involved.
Party Agreement Management manages all aspects of agreements with
parties, including customers. Agreements include:
Purchasing agreements for products, services, and resources that
meet the enterprises needs
On-boarding agreements for a party's offerings
Service Level Agreements with one or more other parties
Agreements to use a party as a sales channel
Reusable template agreements that can be used to create any of the
above.
Note: Applicable sub-processes are also used by other processes, such
as Product Offering Agreement Management and Party Privacy
Agreement Management to manage these types of agreements to
avoid duplication of the sub-processes.
Initiate and complete business agreements with a party or parties, to
Page 1184 of 1540

allow the delivery of business and technical capabilities required by the

enterprise. For example, through these processes, the enterprise might
contract with a supplier of a third-generation mobile network and put
in place links between the IT Systems of the party and the enterprise,
ready to allow specific processes and product offerings to be
developed. Another example might be contracts for the supply of
personal computers or office supplies for the enterprise.
This process is also responsible for the establishment of commercial
agreements between the enterprise and external parties/providers on
B2B frameworks and interactions.
Party Agreement Management also manages the on-going
arrangements and processes between the enterprise and the selected
party, and manage the periodic agreement on specifications for
deliverables within the context of the negotiated agreement.
This process particularly applies when the commercial arrangements
between parties exist over an extended period, and the commercial
agreement allows for the on-going specification of deliverables within
the period of the commercial agreement. Shorter-term commercial
agreements are unlikely to require the comprehensive level of
commercial administration that these processes bring (but note that
Party Support & Readiness processes may have a role in this case).
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Prepare Party Agreement

Brief Description
Prepare an agreement between the enterprise and a party or a
template agreement that can be used as the basis for party-specific
agreements.
Prepare Party Agreement prepares an agreement between the
Page 1185 of 1540

enterprise and a party or a template agreement that can be used as

the basis for party-specific agreements. After approval of agreement
between the enterprise and the party, the party can be on-boarded.
Party or parties involved in an agreement make information available
to the enterprise, including contact information, bank information,
account information, service integration information, and so forth
available to Party Engagement Development & Retirement process.
For a product, service, or resource related agreement the party or
parties make these available to the enterprise as products in the party
catalog.
It also defines the commercial terms and conditions and requirements
for the product to comply with the technical / operational specifications
defined in the party catalog.
It can be applied with other similar processes, for example, Party Order
Handling, where the process to manage the implementation of the
established agreement is addressed.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Manage Party Agreement Commercial Negotiations

Brief Description
Manage the commercial negotiations between the enterprise
negotiation team and the selected party or parties, or with competitors
in a regulated market.
Manage Party Agreement Commercial Negotiations manages the
commercial negotiations between the enterprise negotiation team and
the selected party or parties, or with competitors in a regulated
market. These processes manage the establishment of the negotiating
strategy, and the determination of the negotiating parameters. The
Page 1186 of 1540

processes also manage the negotiating timetables and determination

of the enterprise negotiating team.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Gain Approval for Party Agreement

Brief Description
Gain enterprise and involved party (ies) commitment to the negotiated
commercial agreement or the enterprise's for a template commercial
agreement, and provide authorization to sign an agreement.
Gain Approval for Party Agreement gains enterprise and involved
party(ies) commitment to the negotiated commercial agreement or the
enterprise's for a template commercial agreement, and provide
authorization to sign an agreement. Included are all aspects of
identification of stakeholders and providing regular reporting to gain
stakeholder approval.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Manage Party Agreement Variation

Page 1187 of 1540

Brief Description
Manage changes to the commercial terms of an agreement during its
term.
Manage Party Agreement Variation manages changes to the
terms/conditions of an agreement during its term of agreement.
Variations can occur to the commercial terms themselves, (such as to
prices, or to the technical, functional and operational specifications on
which the agreement was based. In addition, changes can occur to the
list of items (modification, expansion or reduction) within the
agreement upon which processes can place orders. Manage all
activities which result in a joint agreement to vary the terms of the
original negotiated agreement.
In addition, manage any agreements between the enterprise and the
party of within agreement product volumes, their specification,
pricing and delivery timetable.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Terminate Party Agreement

Brief Description
Terminate an agreement between the enterprise and a party or parties.
Terminate Party Agreement terminates an agreement between the
enterprise and the party or parties. This process does not terminate
the entire relationship (which is handled by the Manage Party
Termination process), but just the agreement.
The process supports activities that cease the enterprise from offering
any products/services to its customers that depend on the party's or
parties' products/services.
This process also triggers any commercial settlements for this
particular agreement, the off-boarding of the offerings and
Page 1188 of 1540

specifications from the enterprise catalog and the recovery of the

resources into the party or parties inventory.
When the Manage Party Termination process is invoked, this
automatically terminates all agreements and therefore this process will
be invoked for each of the agreements.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.6.5.1 Prepare Party Agreement
Figure 296. 1.6.5.1 Prepare Party Agreement decomposition
Prepare Party Agreement

Brief Description
Prepare an agreement between the enterprise and a party or a
template agreement that can be used as the basis for party-specific
agreements.
Prepare Party Agreement prepares an agreement between the
enterprise and a party or a template agreement that can be used as
Page 1189 of 1540

the basis for party-specific agreements. After approval of agreement

between the enterprise and the party, the party can be on-boarded.
Party or parties involved in an agreement make information available
to the enterprise, including contact information, bank information,
account information, service integration information, and so forth
available to Party Engagement Development & Retirement process.
For a product, service, or resource related agreement the party or
parties make these available to the enterprise as products in the party
catalog.
It also defines the commercial terms and conditions and requirements
for the product to comply with the technical / operational specifications
defined in the party catalog.
It can be applied with other similar processes, for example, Party Order
Handling, where the process to manage the implementation of the
established agreement is addressed.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Begin Party Agreement Preparation

Brief Description
Begin the preparation of the agreement by specifying common
agreement attributes.
Begin Party Agreement Preparation prepares common agreement
attributes, such as the agreement number, its date, period, statement
of intent, locations to which the agreement applies, and so forth.
For party specific agreements it also specifies the parties engaged in
the agreement, such as an enterprise and a partner, the roles involved
in the agreement, such as various approvers or reviewers, as well as if
the role is involved in authorizing the agreement.
Page 1190 of 1540

For template agreements it specifies the types of parties that will be

engaged in an agreement based on the template as well as their role,
including involvement in authorization.
Relationships with other agreements may also be defined.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Specify Party Agreement Terms and Conditions

Brief Description
Specify terms and conditions associated with an agreement.
Specify Party Agreement Terms and Conditions for the agreement.
These are
aspects of an agreement not formally specified elsewhere in the
agreement and that cannot be captured elsewhere in a formal
notation, or automatically monitored and require a more human level
of management. Examples include definition of key words and phrases
or user rights and responsibilities.
Terms and conditions may be associated with an entire agreement or
with one or more items on an agreement.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Page 1191 of 1540

Specify Agreement Items

Brief Description
Define the types of products, services, resources and/or instances of
them associated with the agreement.
Specify Agreement Items defines the types of products, services,
resources and/or instances of them associated with the agreement. For
example, a service level agreement may include the product offerings
covered by the agreement.
Individual agreement items may also be related to terms and
conditions specific to them.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Specify Type Specific Agreement Component

Brief Description
Specify a type specific agreement component such as the product
offering price associated with an offering included in the agreement.
Specify Type Specific Agreement Component specifies a type specific
agreement component.
Type specific components may include:
specifying the product offering price associated with an offering
included in a pricing agreement
specifying the product offering price for on-boarding agreements for
another party's offerings that will be offered in some way by an
enterprise - for an on-boarding agreement the applicable on-boarding
processes will indicate the offering, and if its product specification is
Page 1192 of 1540

being initially being on-boarded, is/are tentatively on-boarded until the

agreement is approved
specifying product, service, and/or resource key quality indicators and
key performance indicators for service level agreements with another
party.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.6.5.1.1 Begin Party Agreement

Preparation
Figure 297. 1.6.5.1.1 Begin Party Agreement Preparation decomposition
Begin Party Agreement Preparation

Brief Description
Begin the preparation of the agreement by specifying common
agreement attributes.
Begin Party Agreement Preparation prepares common agreement
Page 1193 of 1540


For party specific agreements it also specifies the parties engaged in
the agreement, such as an enterprise and a partner, the roles involved
in the agreement, such as various approvers or reviewers, as well as if
the role is involved in authorizing the agreement.
For template agreements it specifies the types of parties that will be
engaged in an agreement based on the template as well as their role,
including involvement in authorization.
Relationships with other agreements may also be defined.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Prepare Common Agreement Attributes

Brief Description
Prepare common agreement attributes, such as the agreement
number, its date, period, statement of intent.
Prepare Common Agreement Attributes prepares common agreement
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Page 1194 of 1540

Specify Agreement Parties

Brief Description
Specify the parties engaged in the agreement, such as an enterprise
and a partner.
Specify Agreement Parties specifies the parties engaged in the
agreement, such as an enterprise and a partner. In cases of an
agreement with a customer a regulatory body who approves the
agreement may also be involved. The roles for parties involved in the
agreement are also defined, such as various approvers or reviewers, as
well as if the role is involved in authorizing the agreement.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Specify Template Agreement Party Types

Brief Description
Specify the types of parties that will be engaged in an agreement
based on the template.
Specify Template Agreement Party Types specifies the types of parties
that will be engaged in an agreement based on the template as well as
their role, including involvement in authorization.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Page 1195 of 1540

Interactions
N/A
Define Inter-Agreement Relationship

Brief Description
Define relationship(s) with other agreement(s), such as a group of
service level agreements.
Define Inter-Agreement Relationship defines relationship(s) with other
agreement(s). For example a service level agreement for an end-toend service may be related to individual service level agreements with
other parties who provide components of the service; or relating a
purchase agreements with the applicable service level agreement(s).
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Page 1196 of 1540

1.6.5.2 Manage Party Agreement

Commercial Negotiations
Figure 298. 1.6.5.2 Manage Party Agreement Commercial Negotiations decomposition
Manage Party Agreement Commercial Negotiations

Brief Description
Manage Party Agreement Commercial Negotiations manages the
commercial negotiations between the enterprise negotiation team and
the selected party or parties, or with competitors in a regulated
market. These processes manage the establishment of the negotiating
strategy, and the determination of the negotiating parameters. The
processes also manage the negotiating timetables and determination
of the enterprise negotiating team.
Explanatory
N/A
Mandatory
N/A
Page 1197 of 1540

Optional
N/A
Interactions
N/A
Establish Commercial Negotiating Strategy

Brief Description
Manage the establishment of the commercial negotiating strategy, and
determine the negotiating parameters. Also manage the negotiating
timetables and identify the enterprise negotiating team.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Manage Commercial Negotiations

Brief Description
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Page 1198 of 1540

Interactions
N/A
1.6.5.3 Gain Approval for Party Agreement
Figure 299. 1.6.5.3 Gain Approval for Party Agreement decomposition
Gain Approval for Party Agreement

Brief Description
Gain enterprise and involved party(ies) commitment to the negotiated
agreement, and provide authorization to sign an agreement.
Gain Approval for Party Agreement gains enterprise and involved
party(ies) commitment to the negotiated commercial agreement or the
enterprise's for a template commercial agreement, and provide
authorization to sign an agreement. Included are all aspects of
identification of stakeholders and providing regular reporting to gain
stakeholder approval.
Page 1199 of 1540

Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Report to Party Agreement Stakeholders

Brief Description
Provide regular reporting to gain internal and external stakeholder
approval.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Commit & Approve Party Agreement

Brief Description
agreement, and provide authorization to sign an agreement. In the
case of an existing template this process gains acceptance of an
agreement from another party.
agreement, and provide authorization to sign an agreement. In the
Page 1200 of 1540

case of an existing template this process gains acceptance of an

agreement from another party; for example, this may occur when a
party completes self-on-boarding and acceptance of one or more
agreements is required.
For on-boarding agreements for another party's offering the applicable
on-boarding processes will indicate that the offering, and if its product
specification is being initially being on-boarded, is/are on-boarded.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.6.6 Party Support & Readiness
Figure 300. 1.6.6 Party Support & Readiness decomposition
Party Support & Readiness

Brief Description
Party Support & Readiness processes are responsible for ensuring that
all necessary facilities related to the interaction with other parties are
ready and functioning. Moreover, these processes are responsible for
the resolution of problems related to these facilities.
Party Support & Readiness processes are responsible for ensuring that
management processes are in place to engage parties who own and
manage infrastructure, provide infrastructure capabilities, are involved
Page 1201 of 1540

in other activities that provide value to or continue to provide value to

Customers of the provider/operator. They may also be responsible for
ensuring that necessary facilities related to the interaction with parties
in delivering products and/or services to support provider/operator
owned and managed infrastructure are ready and functioning.
Parties may be engaged by the provider/operator in infrastructure level
Explanatory
Mandatory
Optional
Interactions
Support Party Requisition Management

Brief Description
The purpose of the Support Party Requisition Management processes is
twofold - to manage requisition activity with parties who own and
manage outsourced infrastructure, and to ensure that the Party
Requisition Management processes can operate effectively.
External parties are engaged by the service provider in infrastructure
level provisioning-related activities when the service provider has
outsourced the relevant infrastructure ownership and management to
parties providing this (i.e. outsourced network or IT bureau
arrangements).
The actual engagement with the party is initiated by the specific
fulfillment or provisioning enablement processes of the CRM, RM&O or
SM&O process layers.
Where Enable Party Requisition Management processes are engaged to
manage new and/or modified infrastructure deployment and/or
capacity availability, these processes are responsible to ensure on-time
and correct deployment and delivery of the requested infrastructure.
For the Party Requisition Management processes the role of the
Support Party Requisition Management processes is to make sure that
there is sufficient process capacity and capability (for example,
information, materials, systems and resources) so that the Party
Requisition Management processes can operate effectively. Examples
are: information on how to process requisitions for specific party
products, materials needed to confirm requisition requests, systems
needed to validate party product and service availability.
Page 1202 of 1540

arranging and managing external party access to appropriate service
provider infrastructure deployment support tools (including any
appropriate Inventories) and processes;
arranging and managing service provider access to appropriate
external party infrastructure deployment support tools (including any
oversight of party roll-out, in accordance with approved plans, of the
approved new and/or modified infrastructure;
reporting on deployed external party resource infrastructure capacity;
tracking and monitoring of the requested party infrastructure
deployment;
reporting on party deployment capability;
establishing and managing party requisition notification facilities and
lists to support the Party Requisition Management notification and
updating the inventories related to parties of any changes to the
party infrastructure deployment requests and progress;
updating party product and/or service information, etc. to support the
Party Requisition Management processes
undertaking, and reporting on, trend analysis on Party Requisition
Management processes, including types of associated requisition
requests, response duration, delays and other process measures.
Manage engagement with parties who own and manage outsourced
infrastructure, and to ensure that the Party Requisition Management
processes are operating effectively.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Support Party Problem Reporting & Management

Brief Description
The purpose of the Support Party Problem Reporting & Management
processes is twofold - to manage problem resolution activity with
Page 1203 of 1540

suppliers/partners who own and manage outsourced infrastructure,

and to ensure that the Support Party Problem Reporting & Management
level problem-related activities when the service provider has
external parties (i.e. outsourced network or IT bureau arrangements).
problem or trouble management support processes of the CRM, RM&O
or SM&O process layers. Where Support Party Problem Reporting &
Management processes are engaged to manage infrastructure-level
problems, these processes are responsible to ensure on-time and
correct resolution and recovery.
For the Support Party Problem Reporting & Management processes the
role of the Support Party Problem Reporting & Management processes
materials, systems and resources) so that the Support Party Problem
Reporting & Management processes can operate effectively.
Arranging and managing party access to appropriate service provider
problem and/or trouble management support tools (including any
Arranging and managing service provider access to appropriate party
problem management support tools (including any appropriate
Inventories) and processes;
Monitoring and reporting on party progress towards resolving
reported party infrastructure problems;
Initiating reviews and recommendations for party infrastructure
performance improvements;
Updating the party Inventory of any changes to the party
infrastructure problem reports and progress
Undertaking, and reporting on, trend analysis on Party Problem
Reporting & Management processes, including types of associated
problem reports, response duration, delays and other process
measures.
Manage problem resolution activity with suppliers/partners who own
and manage outsourced infrastructure, and to ensure that the Party
Problem Reporting & Management processes can operate effectively.
Explanatory
N/A
Page 1204 of 1540

Mandatory
N/A
Optional
N/A
Interactions
N/A
Support Party Performance Management

Brief Description
The purpose of the Support Party Performance Management processes
is twofold - to manage performance restoration activity with parties
who own and manage outsourced infrastructure, and to ensure that the
Party Performance Management processes can operate effectively.
level performance-related activities when the service provider has
parties (i.e. outsourced network or IT bureau arrangements).
performance support processes of the CRM, RM&O or SM&O process
layers. Where Support Party Performance Management processes are
engaged to resolve infrastructure level performance issues, these
processes are responsible to ensure on-time and correct resolution and
re-establishment of normal infrastructure operation.
For the Party Performance Management processes the role of the
Support Party Performance Management processes is to ensure that
there is capability (for example, information, materials, systems and
resources) so that the Party Performance Management processes can
performance management support tools (including any appropriate
reported infrastructure performance issues;
Page 1205 of 1540

Updating the Party Inventory of any changes to the party

infrastructure performance resolution requests and progress;
Updating party product and/or service performance information, etc.
to support the Party Requisition Management processes
Undertaking and reporting on, trend analysis on Party Performance
Management processes, including types of associated performance
resolution requests, response duration, delays and other process
measures.
Manage performance restoration activity with parties who own and
Performance Management processes can operate effectively.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Support Party Settlements & Payments Management

Brief Description
The purpose of the Support Party Settlements & Payments
Management processes is to ensure that there is capability (for
example, information, materials, systems and resources) so that the
Party Settlements & Payments Management processes can operate
settlements and payment issues with suppliers and partners, materials
needed to process payments and invoices with parties: systems
needed to create payments, handle invoices or analyze party payment
and settlement concerns, requests for provisioning of additional
timely payment preparation, and complaint handling.
level payment and settlement-related activities when the service
provider has outsourced the relevant infrastructure ownership and
management to parties (i.e. outsourced network or IT bureau
arrangements).
Page 1206 of 1540

These processes undertake trend analysis on payment and invoicing,

including problems, delays and complaints.
systems and resources) so that the Party Settlements & Payments
Management processes can operate effectively
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Support Party Interface Management

Brief Description
The purpose of the Support Party Interface Management processes is
to ensure that there is capability (for example, information, materials,
systems and resources) so that the Party Interface Management
processes can operate effectively. Examples are information on how to
handle unusual requests based on temporary situations, systems
needed to accept and track supplier/partner contacts, requests for the
provisioning of additional resources where it has been identified that
current levels will impact on timely contact handling.
changes to party interfaces. This support could be in updating agent
scripts, Web pages, etc. Support Party Interface Management
processes keep up to date all information concerning suppliers and
partners.
These processes undertake trend analysis on party contacts, e.g. type,
frequency, duration, outcome.
Ensure that there is capability so that the Party Interface Management
processes can operate effectively
Explanatory
N/A
Page 1207 of 1540

Mandatory
N/A
Optional
N/A
Interactions
N/A
Manage Party Inventory

Brief Description
The purpose of the Manage Party Inventory processes are twofold establish, manage and administer the enterprise's party inventory, as
embodied in the Party Inventory Database, and monitor and report on
the usage and access to the party inventory, and the quality of the
The supplier/partner inventory maintains records of all commercial
arrangements with parties, and any modifications to them. It also
records all details of contacts with parties as well as commercial
information, including details of party products and services, required
to support Party Requisition Management and other processes.
The party inventory is also responsible for maintaining the association
between product instances, service instances, resource instances and
party product instances, created as a result of the Party Requisition
captured to support the Party Relationship Management and other
processes;
Identifying, establishing and maintaining party inventory repository
facilities;
Establishing and managing the party inventory management and
processes to create, modify, update, delete and/or download party
data to and from the party inventory;
Ensuring the inventories related to other parties repository accurately
captures and records all identified supplier/partner details, through use
of automated or manual audits;
Tracking and monitoring of the usage of, and access to, the
supplier/partner inventory repository and associated costs, and
Page 1208 of 1540

reporting on the findings

Identifying any technical driven shortcomings of the supplier/partner
Manage the administration of the enterprise's party inventory.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.6.6.1 Support Party Requisition

Management
Figure 301. 1.6.6.1 Support Party Requisition Management decomposition
Support Party Requisition Management

Page 1209 of 1540

Brief Description
The purpose of the Support Party Requisition Management processes is
twofold - to manage requisition activity with parties who own and
Requisition Management processes can operate effectively.
level provisioning-related activities when the service provider has
parties providing this (i.e. outsourced network or IT bureau
arrangements).
fulfillment or provisioning enablement processes of the CRM, RM&O or
SM&O process layers.
Where Enable Party Requisition Management processes are engaged to
manage new and/or modified infrastructure deployment and/or
capacity availability, these processes are responsible to ensure on-time
and correct deployment and delivery of the requested infrastructure.
For the Party Requisition Management processes the role of the
Support Party Requisition Management processes is to make sure that
there is sufficient process capacity and capability (for example,
information, materials, systems and resources) so that the Party
Requisition Management processes can operate effectively. Examples
are: information on how to process requisitions for specific party
products, materials needed to confirm requisition requests, systems
needed to validate party product and service availability.
arranging and managing external party access to appropriate service
arranging and managing service provider access to appropriate
external party infrastructure deployment support tools (including any
oversight of party roll-out, in accordance with approved plans, of the
reporting on deployed external party resource infrastructure capacity;
deployment;
reporting on party deployment capability;
establishing and managing party requisition notification facilities and
lists to support the Party Requisition Management notification and
updating the inventories related to parties of any changes to the
party infrastructure deployment requests and progress;
updating party product and/or service information, etc. to support the
Party Requisition Management processes
Page 1210 of 1540


Manage engagement with parties who own and manage outsourced
infrastructure, and to ensure that the Party Requisition Management
processes are operating effectively.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Arrange and Manage Access from external parties to Service Provider

Provisioning Tools and Processes
Brief Description
Arranging and managing external party access to appropriate service
Performing the supervision of the interfaces from external parties to
Service Provider support tools in order to keep always up and running
the accessibility.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Supervise Party Rollout & and Report Party Capacity

Page 1211 of 1540

Brief Description
Oversight of party roll-out, in accordance with approved plans, of the
reporting on deployed supplier/partner resource infrastructure
capacity;
Supervising the rollout activities of new and/or modified resource
infrastructure.
Monitoring and reporting on party capacity and capability.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Monitoring Party Requested Infrastructure Deployment

Brief Description
deployment;
Tracking and monitoring of the requested party infrastructure
deployment in order to provide inputs to the Inventory.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Reporting Party Deployment Capability

Page 1212 of 1540

Brief Description
reporting on party deployment capability; establishing and
managing party requisition notification facilities and lists to support the
party Requisition Management notification and reporting processes;
Supporting the deployment of these support tools and any problem
resolution to their functionality.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Detect impact on Party Inventory Infrastructure and Update

Brief Description
updating the party Inventory of any changes to the party
infrastructure deployment requests and progress;
updating supplier/partner product and/or service information, etc. to
support the Party Requisition Management processes
Receiving and sending related information over communication
channel in order to update the party Inventory.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Analyzing Party Requisition Processes Performance

Page 1213 of 1540

Brief Description
Analyzing trend analysis reports and managing requisition processes
performance.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.6.6.2 Support Party Problem Reporting

& Management
Figure 302. 1.6.6.2 Support Party Problem Reporting & Management decomposition
Support Party Problem Reporting & Management

Brief Description
The purpose of the Support Party Problem Reporting & Management
processes is twofold - to manage problem resolution activity with
suppliers/partners who own and manage outsourced infrastructure,
Page 1214 of 1540

and to ensure that the Support Party Problem Reporting & Management
level problem-related activities when the service provider has
external parties (i.e. outsourced network or IT bureau arrangements).
problem or trouble management support processes of the CRM, RM&O
or SM&O process layers. Where Support Party Problem Reporting &
Management processes are engaged to manage infrastructure-level
problems, these processes are responsible to ensure on-time and
correct resolution and recovery.
For the Support Party Problem Reporting & Management processes the
role of the Support Party Problem Reporting & Management processes
materials, systems and resources) so that the Support Party Problem
Reporting & Management processes can operate effectively.
Updating the party Inventory of any changes to the party
infrastructure problem reports and progress
measures.
Manage problem resolution activity with suppliers/partners who own
and manage outsourced infrastructure, and to ensure that the Party
Problem Reporting & Management processes can operate effectively.
Explanatory
N/A
Page 1215 of 1540

Mandatory
N/A
Optional
N/A
Interactions
N/A
Arrange and Manage Access for Party to Service Provider Problem Mgmt. Tools
and Processes
Brief Description
Performing the supervision of the interfaces from party to Service
Provider support tools in order to keep always up and running the
accessibility.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Arrange and Manage Access to Party Tools and Processes

Brief Description
Supervising of the interfaces from Service Provider to party support
tools in order to keep always up and running the accessibility.
Page 1216 of 1540

Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Monitor, Report for Party Performance and Provide Recommendations

Brief Description
Supervising party problem resolution progress and planning for the
necessary improvements.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Analyzing Party Problem Processes Performance

Brief Description
measures.
Page 1217 of 1540

Analyzing trend analysis reports and managing party problem reporting
and mgmt. processes performance.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.6.6.3 Support Party Performance

Management
Figure 303. 1.6.6.3 Support Party Performance Management decomposition
Support Party Performance Management

Brief Description
The purpose of the Support Party Performance Management processes
is twofold - to manage performance restoration activity with parties
who own and manage outsourced infrastructure, and to ensure that the
Party Performance Management processes can operate effectively.
level performance-related activities when the service provider has
parties (i.e. outsourced network or IT bureau arrangements).
performance support processes of the CRM, RM&O or SM&O process
layers. Where Support Party Performance Management processes are
Page 1218 of 1540

engaged to resolve infrastructure level performance issues, these

processes are responsible to ensure on-time and correct resolution and
re-establishment of normal infrastructure operation.
For the Party Performance Management processes the role of the
Support Party Performance Management processes is to ensure that
there is capability (for example, information, materials, systems and
resources) so that the Party Performance Management processes can
measures.
Manage performance restoration activity with parties who own and
Performance Management processes can operate effectively.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Page 1219 of 1540

Arrange and Manage Access for Party to Service Performance Mgmt. Tools and
Processes
Brief Description
Performing the supervision of the interfaces from Party to Service
Provider performance support tools in order to keep always up and
running the accessibility.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Arrange and Manage Access to Party Service Performance Mgmt. Tools and
Processes
Brief Description
Supervising of the interfaces from Service Provider to party support
tools in order to keep always up and running the accessibility.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Page 1220 of 1540

Interactions
N/A
Monitor and Report Party Performance Issues and Provide Recommendations

Brief Description
Supervising party performance issues resolution progress and planning
for the necessary improvements.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Detect Change on Party Inventory Infrastructure and Update

Brief Description
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Page 1221 of 1540

Interactions
N/A
Analyzing Party Performance Processes' Performance

Brief Description
measures.
Analyzing trend analysis reports and managing Party performance
reporting and mgmt. processes performance.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Page 1222 of 1540

1.6.6.4 Support Party Settlements &

Payments Management
Figure 304. 1.6.6.4 Support Party Settlements & Payments Management decomposition
Support Party Settlements & Payments Management

Brief Description
The purpose of the Support Party Settlements & Payments
Management processes is to ensure that there is capability (for
example, information, materials, systems and resources) so that the
Party Settlements & Payments Management processes can operate
settlements and payment issues with suppliers and partners, materials
needed to process payments and invoices with parties: systems
needed to create payments, handle invoices or analyze party payment
and settlement concerns, requests for provisioning of additional
timely payment preparation, and complaint handling.
level payment and settlement-related activities when the service
provider has outsourced the relevant infrastructure ownership and
management to parties (i.e. outsourced network or IT bureau
arrangements).
Page 1223 of 1540


systems and resources) so that the Party Settlements & Payments
Management processes can operate effectively
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Arrange Facilities, Tools and Systems to Support Processes

Brief Description
Making sure that there is capability (for example, information,
materials, systems and resources) so that the Party Settlements &
Payments Management processes can operate effectively.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Analyze Party Settlements & Payments Process Performance

Brief Description
Page 1224 of 1540

Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.6.6.5 Support Party Interface

Management
Figure 305. 1.6.6.5 Support Party Interface Management decomposition
Support Party Interface Management

Brief Description
The purpose of the Support Party Interface Management processes is
to ensure that there is capability (for example, information, materials,
systems and resources) so that the Party Interface Management
processes can operate effectively. Examples are information on how to
handle unusual requests based on temporary situations, systems
needed to accept and track supplier/partner contacts, requests for the
Page 1225 of 1540

provisioning of additional resources where it has been identified that

current levels will impact on timely contact handling.
changes to party interfaces. This support could be in updating agent
scripts, Web pages, etc. Support Party Interface Management
processes keep up to date all information concerning suppliers and
partners.
These processes undertake trend analysis on party contacts, e.g. type,
Ensure that there is capability so that the Party Interface Management
processes can operate effectively
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Check Interface List, Status and Availability

Brief Description
Checking the interface process capability (e.g. interconnection
system availability, information system functionality and capacity,
automated procedures between interface support tools, etc.);
Making sure that the interface contact list contains all the related
information used to communicate with party e.g. the name of
interface, description, technical parameters, reference to
documentation etc.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Page 1226 of 1540

Interactions
N/A
Identify Contact Changes and Update

Brief Description
Implementing generic and specific changes to party interfaces
(example: updating agent scripts, Web pages, etc.
Gathering all the information available related to the contact
identified and keep up to date all information concerning parties.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Assess Party Interface Performance

Brief Description
Undertaking the trend analysis on party contacts, e.g. type,
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Page 1227 of 1540

1.6.6.6 Manage Party Inventory
Figure 306. 1.6.6.6 Manage Party Inventory decomposition
Manage Party Inventory

Brief Description
The purpose of the Manage Party Inventory processes are twofold establish, manage and administer the enterprise's party inventory, as
embodied in the Party Inventory Database, and monitor and report on
the usage and access to the party inventory, and the quality of the
The supplier/partner inventory maintains records of all commercial
arrangements with parties, and any modifications to them. It also
records all details of contacts with parties as well as commercial
information, including details of party products and services, required
to support Party Requisition Management and other processes.
The party inventory is also responsible for maintaining the association
between product instances, service instances, resource instances and
party product instances, created as a result of the Party Requisition
processes;
facilities;
Page 1228 of 1540

processes to create, modify, update, delete and/or download party

data to and from the party inventory;
Ensuring the inventories related to other parties repository accurately
captures and records all identified supplier/partner details, through use
of automated or manual audits;
Tracking and monitoring of the usage of, and access to, the
supplier/partner inventory repository and associated costs, and
reporting on the findings
Identifying any technical driven shortcomings of the supplier/partner
Manage the administration of the enterprise's party inventory.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Manage S/P Inventory Repository

Brief Description
processes;
facilities;
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Page 1229 of 1540

Interactions
N/A
Manage and Administer Party Inventory

Brief Description
processes to create, modify, update, delete and/or download external
party data to and from the party inventory;
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Perform Audit Tests

Brief Description
Ensuring the party inventory repository accurately captures and
records all identified party details, through use of automated or manual
audits;
Explanatory
N/A
Mandatory
N/A
Page 1230 of 1540

Optional
N/A
Interactions
N/A
Track and Monitor Party Inventory

Brief Description
Tracking and monitoring of the usage of, and access to, the party
findings
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Identify Issues and Provide Reports

Brief Description
Identifying any technical driven shortcomings of the party inventory
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Page 1231 of 1540

Interactions
N/A
1.6.7 Party Privacy Management
Figure 307. 1.6.7 Party Privacy Management decomposition
Party Privacy Management

Brief Description
Manage the Privacy of Data Subject Party Information in accordance
with privacy regulations and the Data Subjects explicit wishes. Create
and define the Privacy Profile Type, manage the definition of the
Privacy Profile with the Data Subject Party as well as the evolution of
this profile if required, and ensure that the Data Controller Party can
demonstrate compliance by itself and any other Party.
The Party Privacy Management processes manage the Privacy between
a Data Controller Party, a Data Subject Party and the Data Processor
Party. These processes are used :
- to define the Privacy Management scope
- to define the information that constitutes Personally Identifiable
Information (PII) where Privacy Policy applies, to define a default
privacy setting for each type of PII and the values possible to be
set/modified by the Data Subject
- to capture the Data Subjects explicit consent and define with him a
Privacy Policy according to their wishes and the Data Controller default
Privacy Policy possible values, and to modify/update this Policy
according to future needs or requirements
- to enforce the Privacy Policy and ensure that Party information is
managed correctly according to privacy policies established by the
Page 1232 of 1540

Party
- to communicate the relevant PII processing standards to any third
parties with whom the information is shared"
Data Subject : User, an identified natural person or a natural person
who can be identified, directly or indirectly, by means reasonably likely
to be used by the controller or by any other natural or legal person, in
particular by reference to an identification number, location data,
online identifier or to one or more factors specific to the physical,
physiological, genetic, mental, economic, cultural or social identity of
that person.
Data Processor : a natural or legal person, public authority, agency or
any other body which processes personal data on behalf of the
controller.
Data Controller : the natural or legal person, public authority, agency
or any other body which alone or jointly with others determines the
purposes and means of the processing of personal data; where the
purposes and means of processing are determined by national or
Community laws or regulations, the controller or the specific criteria for
his nomination may be designated by national or Community law.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Party Privacy Management Definition

Brief Description
Define the Privacy Management that applies to the category of Data
Subject Party (i.e. a ProfileType of a PartyRole)
The Party Privacy Management Definition processes manage the
definition of the Privacy Management that applies to a particular
category of Data Subject Party. It is used to determine the legal
Page 1233 of 1540

elements the Data Controller Party wants to apply and use, such as
jurisdiction, location, Regulation, and standards.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Party Privacy Profile Type Development

Brief Description
Develop the Privacy Profile Type for a Party Profile Type (i.e. a type of
Data Subject), including the Information from the SID concerned by the
Privacy Management, as well as the default values for each Privacy
Policy and potential values the Data Subject Party can use.
Establishes the Privacy Profile Type for a Party Profile. The Data
Controller Party defines for a category of Data Subject Party the
different elements that constitute the Privacy Profile :
- the locations and jurisdictions that PII will be processed in, the
regulations that must be complied with in those locations and
jurisdictions.
- according to the previous point, the information that constitutes PII
- the standards that must be applied to the processing of PII for the
different elements of the Privacy Policy
- the default values, and possible values which can be set by the Data
Subject"
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Page 1234 of 1540

Party Privacy Profile Management

Brief Description
Manage the Privacy Profile for each Privacy Profile Type, including the
enforcement of the Party Privacy Profile, processes to display, modify
the Privacy Profile and the import/export of the Privacy Profile Rules.
The Party privacy Profile Management processes are used to handle
the life cycle of the Privacy Profile. This set of processes is crucial to
Party Privacy Management, because it helps the Data Processor Party
to conform with Laws & Regulation and privacy by design principles. It
is composed of:
- the enforcement of the Party Privacy Profile, meaning the application
of the Privacy Rules for each purpose/retention, both internal and
external, of a Data Subjects PII.
- the processes to import/export the Privacy Profile for each element of
PII received or sent from or to another Party
- the process to modify a Privacy Profile, through the Dashboard
or consents
- the process required to meet other requirements from regional Laws
& Regulations, such as the demonstration of compliance, the Right of
Erasure or Right to be forgotten
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Party Privacy Profile Agreement

Brief Description
Establish the agreement between the Data Controller and the Data
Subject
Page 1235 of 1540

The Party Privacy Profile Agreement and Amendment processes aims to
provide processes to Data Subject Party to create the agreement
between the Data Controller and the Data Subject on Privacy Policy
Rules values, initialized by default in the Privacy Profile Type
Development, and potentially modified by the Data Subject within
Consent screens or Dashboard.
This Process is used to prove the conformance with Laws & Regulation,
particularly showing the explicit consent and information about the
Purposes and Retention of any PII"
It creates the agreement regarding the Privacy Management of a Data
Subject. When subscribing to a service or product, or when a
relationship is created with any Engaged Party, this Party has to agree
with a Privacy Policy, originally coming from the default privacy policy
of the company. Depending on the flexibility of the PII privacy
attributes, the Party can agree on some parameters or change the
setting to increase or decrease the Rules openness. It corresponds to
the electronic version of the Terms of Service and Privacy Policy related
to a Company and Service provided by this Company.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Page 1236 of 1540

1.6.7.1 Party Privacy Management

Definition
Figure 308. 1.6.7.1 Party Privacy Management Definition decomposition
Party Privacy Management Definition

Brief Description
Define the Privacy Management that applies to the category of Data
Subject Party (i.e. a ProfileType of a PartyRole)
The Party Privacy Management Definition processes manage the
definition of the Privacy Management that applies to a particular
category of Data Subject Party. It is used to determine the legal
elements the Data Controller Party wants to apply and use, such as
jurisdiction, location, Regulation, and standards.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Page 1237 of 1540

Interactions
N/A
Define Party Privacy Location, Jurisdiction and Regulation

Brief Description
define how the relevant privacy regulations that must be followed are
to be identified. This will include the geographical region which a
product will be offered to customers; the location of the Data Controller
and any Data Processors.
The Define Party Privacy Location, Jurisdiction and Regulation process
is used:
- to identify the countries that a product will be offered in
- to define the countries where Data Controller and Data Processors will
be located
- to define the privacy regulations that apply in those countries
- to define the dominant regulation
- If multiple legislations apply then to define the highest standards in
each regulation for each part
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Define Party PII Privacy Standards

Brief Description
define the standards that must be applied to PII (Personally Identifiable
Information) during the retention, storage and processing. This
Page 1238 of 1540

includes roles, responsibilities, obligations and privileges of all Engaged

Parties
The Define Party PII Privacy Standards process is used :
- to define the roles of each engaged party
- to define the responsibilities of each engaged party
- to define the obligations of each engaged party
- to define the privileges of each engaged party
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.6.7.2 Party Privacy Profile Type

Development
Figure 309. 1.6.7.2 Party Privacy Profile Type Development decomposition
Party Privacy Profile Type Development

Page 1239 of 1540

Brief Description
Develop the Privacy Profile Type for a Party Profile Type (i.e. a type of
Data Subject), including the Information from the SID concerned by the
Privacy Management, as well as the default values for each Privacy
Policy and potential values the Data Subject Party can use.
Establishes the Privacy Profile Type for a Party Profile. The Data
Controller Party defines for a category of Data Subject Party the
different elements that constitute the Privacy Profile :
- the locations and jurisdictions that PII will be processed in, the
regulations that must be complied with in those locations and
jurisdictions.
- according to the previous point, the information that constitutes PII
- the standards that must be applied to the processing of PII for the
different elements of the Privacy Policy
- the default values, and possible values which can be set by the Data
Subject"
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Define Default Privacy Information

Brief Description
Define what Information on the Data Subject Party from the SID can be
considered PII and where Privacy Management applies.
The Define Default Privacy Information process identifies the
information contained in the SID that can be considered Personally
Identifiable Information. That information can be :
- information explicitly defined in the SID model, such as first or last
name, address, email address
- information about Service Usage, for example the Product Usage
Record
- information very specific to a service, such as Party Demographic
Page 1240 of 1540

Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Define Default Privacy Profile Rules

Brief Description
Define the default values for the Privacy Profile Rules based for each
Personally Identifiable Information defined by the Define Default
Privacy Information process.
The Define Default Privacy Profile Rules processes is used by the Data
Controller to define the default values for the Privacy Policy Rules
based for each element of Personally Identifiable Information identified
by the Define Default Privacy Information process:
- the Internal Purpose Rule : the purpose behind each possible use of a
PII element within/by the Data Controller Party (i.e. Data Processor)
- the External Purpose Rule : the purpose behind each possible use of a
PII element outside the Data Controller Party
- the Internal Retention Rule : possible retention times for each PII
element within the Data Controller Party
- the External Retention Rule : possible retention times for each PII
element outside the Data Controller Party (by a third party)
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Page 1241 of 1540

Define Privacy Policy Rules Values

Brief Description
Define the values possible for each Privacy Profile Rule that can be
chosen by the Data Subject Party, through Consent and in later
versions, the Dashboard.
Define the values possible for each Privacy Profile Rule
(Internal/External Purpose Rules, Internal/External Retention Rules) that
can be chosen by the Data Subject Party, through Consent and in later
versions, the Dashboard. The values can decrease or increase the
permissions defined in the default value.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.6.7.3 Party Privacy Profile Management
Figure 310. 1.6.7.3 Party Privacy Profile Management decomposition
Page 1242 of 1540

Party Privacy Profile Management

Brief Description
Manage the Privacy Profile for each Privacy Profile Type, including the
enforcement of the Party Privacy Profile, processes to display, modify
the Privacy Profile and the import/export of the Privacy Profile Rules.
The Party privacy Profile Management processes are used to handle
the life cycle of the Privacy Profile. This set of processes is crucial to
Party Privacy Management, because it helps the Data Processor Party
to conform with Laws & Regulation and privacy by design principles. It
is composed of:
- the enforcement of the Party Privacy Profile, meaning the application
of the Privacy Rules for each purpose/retention, both internal and
external, of a Data Subjects PII.
- the processes to import/export the Privacy Profile for each element of
PII received or sent from or to another Party
- the process to modify a Privacy Profile, through the Dashboard
or consents
- the process required to meet other requirements from regional Laws
& Regulations, such as the demonstration of compliance, the Right of
Erasure or Right to be forgotten
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Enforce Party Privacy Profile

Brief Description
Enforce the Party Privacy Profile, i.e. apply the Privacy Profile Rules for
each element of PII defined in the Party Privacy Profile Type.
Page 1243 of 1540

The Enforce Party Privacy Profile process manages the application of
the Data Subject Privacy Profile so that the Data Processor can comply
with mandatory legislation, and the agreed wishes of the Data Subject,
on each occasion involving the use of that Data Subjects PII.. For each
action performed by the Data Controller Party on the PII defined, the
Data Controller must ensure this action is compliant with the Rules set
by default and validated or amended by the Data Subject.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Send Party Privacy Profile

Brief Description
Communicate a Privacy Policy Profile attached to a PII to a Data
Processor Party so that the Privacy of PII is still protected outside of the
Data Controller and when with the Data Processor. Ensuring the end-toend protection of the PII, ensuring privacy, is an essential requirement
to avoid flaws in the data processing processes.
The Send Party Privacy Profile process manages the application of
External Privacy Policy Rules when a PII must be sent to a Data
Processor Party. It applies the External Rules, then transforms the
existing Party Privacy Profile External Rules into Internal Rules, in order
the Data Processor Party can import it into its Privacy Management.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Page 1244 of 1540

Receive Party Privacy Profile

Brief Description
Receive a Data Subjects Privacy Profile from a Data Processor.
The Receive Party Privacy Profile process is used to receive a Party
Profile from a Data Controller. In this process, the Data Processor can
then become a Data Controller for this PII, with permissions defined by
the rules defined in the Privacy Profile.
This process checks if all the authorization required are agreed by the
DataSubject, else a request for changing it will be triggered.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Request Party Privacy Profile Extension

Brief Description
Offer the possibility for the Data Processor to request modification of a
Privacy Profile by the Data Subject.
The Request Party Privacy Profile Extension process is used by the Data
Controller to request the change of Privacy Profile rule after its
agreement between Data Controller and Data Subject. Those
modifications typically occur in the Consent Screen, at the moment the
evolution of the settings are required to deliver a new service, in the
case a PII must be sent to a new Processor Party, etc.
If the External Rules prevent the sending of an element of PII
- that is required to deliver a Service
- to a Data Processor party, the Data Controller can request an
extension of the Privacy Policy through the Request Party Privacy
Profile extension process.
Page 1245 of 1540

Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Modify Party Privacy Policy

Brief Description
offer the possibility for the Data Subject to modify an existing Party
Privacy Profile.
The Modify Party Privacy Profile process is used to modify the Rules of
Privacy Profiles through the Privacy Dashboard after the agreement of
the Privacy Profile between Data Controller and Data Subject. Those
modifications typically occur in the Dashboard. Those modifications are
done according to the values authorized by the Privacy Policy Type.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Erase Party Privacy Profile Information

Brief Description
Enforce the right of erasure of Party Privacy Profile Information
Delete all information referenced in the Privacy Profile according to
Data Processor Rules.
It can be done according to Data Subject request or retention rules.
Page 1246 of 1540

Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Import Data Subject Party Privacy Profile

Brief Description
import the Privacy Profile pre-defined by a Data Subject Party and
integrate it into the Privacy Profile
import the Privacy Profile pre-defined by a Data Subject Party and
integrate it into the Privacy Profile
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.6.8 Party Order Handling
Figure 311. 1.6.8 Party Order Handling decomposition
Page 1247 of 1540

Party Order Handling

Brief Description
Track, monitor and report on an order to another party to ensure that
the interactions are in accordance with the agreed commercial
agreements with the other party.
The Party Order Handling processes track, monitor and report on an
order to another party to ensure that the interactions are in
accordance with the agreed commercial agreements with the other
party.
External parties are engaged when:
specific resources need to be purchased and delivered to satisfy
resource orders;
the enterprise has outsourced specific activities to another party that
are required to be utilized as part of an activity (i.e. outsourced
installation activities);
the specific service is purchased from another party (as in an
interconnect service);
the specific product and/or service, or specific product and/or service
component, is owned and delivered by an another party, or
previously issued orders for specific resources or services need to be
modified or cancelled.
Explanatory
Mandatory
Optional
Interactions
Select External Party for Party Order

Brief Description
Identify the most appropriate party or parties amongst those with
whom an appropriate agreement exists.
The responsibility of the Select External Party processes is to identify
Page 1248 of 1540

the most appropriate external party or parties amongst those with

Based on the particular product, service and/or resource requirements,
select the most appropriate party from the range of parties with whom
an agreement exists.
Explanatory
Mandatory
Optional
Interactions
Determine Party Pre-Order Feasibility

Brief Description
Determine the ability of parties to deliver the specific resources,
services or products, within the specified requirements.
The Determine Party Pre-Order Feasibility processes are responsible for
determining the ability of parties to deliver the specific resources,
These processes query a set of candidate parties to check for party
specific resource, service or product availability and ability to meet
delivery volumes, delivery time-scales and schedules, locations,
specific technical and other requirements (including relevant
standards), etc. The candidate parties will have been defined during
the Select Order Party processes.
Once a supplier/partner is chosen, it must be established that the
specific resource, service or product is available (in stock / or that
sufficient capacity is available), and that the delivery volumes and
conditions can be met. There may be some negotiation with the
supplier regarding delivery scheduling and party specific resource,
service or product availability.
There may be a number of suppliers who in principle can meet the
business need, and so, within the confines of existing commercial
agreements, there may be a process of evaluating each party's specific
resource, service or product offering (and options) against the business
need.
Page 1249 of 1540

Explanatory
Mandatory
Optional
Interactions
Track & Manage Party Orders

Brief Description
Ensure a party's orders are being processed and delivered efficiently
and effectively.
The objective of the Track & Manage Party Orders processes is to
ensure a party's orders are being processed and delivered efficiently
and effectively, and that escalation is being invoked as required for any
open party orders in jeopardy.
Managing regular interaction with the party to establish progress of
party orders;
Modifying information in an existing party order based on feedback of
progress from the party
Modifying the party order status;
Cancelling a party order when the specific order requirements are no
longer required as notified by the other processes
Monitoring the jeopardy status of open party orders, and initiating
escalation of party orders as necessary.
These processes track progress with the party, either periodically, or at
defined points according to a project or program plan. This tracking
may be driven from the enterprise, or triggered by reports from the
party (e.g. periodically or at key events). These processes also initiate
jeopardy and risk management in relation to the supplied specific
resources, services and products, their availability and delivery
schedule.
These processes also manage notifications or requests from parties
regarding forced or requested changes to the party order or delivery
schedule. These change requests may be caused by the party or may
Page 1250 of 1540

be outside its control. Change requests are sent to the originating

processes where a resolution is agreed.
The Track & Manage Party Order processes will also inform the Close
Party Order process by modifying the party order status to completed
when the party order has been successfully delivered.
Explanatory
Mandatory
Optional
Interactions
Receive & Accept Party Order

Brief Description
Records delivery of a party order and arranges for any acceptance
testing or commissioning required.
Receive & Accept Party Order records delivery of a party order and
arranges for any acceptance testing or commissioning required.
These processes facilitate and support coordination of internal
activities with activities performed by the party, that are required to:
Configure a bought-in party product;
Bring a bought-in party product into service; or
Restore a bought-in party product to service.
The actual performance of any acceptance testing and/or
commissioning activities by the enterprise is managed within the
appropriate process(es) as required.
These processes also manage negotiations with a party where there
have been problems with a party product's supply, and determine
through dialogue with the party, how best to resolve such issues.
The party delivery acceptance may involve co-ordination with internal
processes, where the supplied specific resource, service or product
forms part of a composite, or is to be onward shipped.
These processes report and document on acceptance, and record final
acceptance of party deliveries.
Page 1251 of 1540

Explanatory
Mandatory
Optional
Interactions
Issue Party Order

Brief Description
Generate a correctly formatted and specified party order and issue this
to the selected party.
Initiate Party Order processes is responsible for generating a correctly
formatted and specified Party order and issuing this to the selected
party. A request for an order is passed to the from the Track & Manage
processes in the Customer, Service, and Resource domains. The
Initiate Party Order contains the originating request identifier to allow
for appropriate linking to the processes which originally caused the
party order to be initiated.
Explanatory
Mandatory
Optional
Interactions
Report Party Orders

Brief Description
Monitor the status of party orders, provide notifications of any changes
and provide management reports
Page 1252 of 1540

The objective of the Report Party processes is to monitor the status of
party orders, provide notifications of any changes and provide
management reports.
of party orders and managing notifications to processes and other
Notification lists are managed and maintained by the Support Party
Order processes.
These processes record, analyze and assess the party order status
summaries of the efficiency and effectiveness of the overall Party
Order process. These specialized summaries could be specific reports
required by specific audiences.
Explanatory
Mandatory
Optional
Interactions
Close Party Order

Brief Description
Close a party order when it has been successfully completed
The objective of the Close Party Order processes is to close a party
order when it has been successfully completed.
These processes monitor the status of all open party orders, and
recognize that a party order is ready to be closed when the status is
Explanatory
Mandatory
Optional
Page 1253 of 1540

Interactions
1.6.8.1 Select External Party for Party

Order
Figure 312. 1.6.8.1 Select External Party for Party Order decomposition
Select External Party for Party Order

Brief Description
The responsibility of the Select External Party processes is to identify
the most appropriate external party or parties amongst those with
Based on the particular product, service and/or resource requirements,
select the most appropriate party from the range of parties with whom
an agreement exists.
Page 1254 of 1540

Explanatory
Mandatory
Optional
Interactions
Identify External Party for Order

Brief Description
Explanatory
Mandatory
Optional
Interactions
Select Most Appropriate Party

Brief Description
Select the most appropriate party from the range of party with whom
an appropriate agreement exists for particular product, service and/or
resource requirements.
Explanatory
Page 1255 of 1540

Mandatory
Optional
Interactions
1.6.8.2 Determine Party Pre-Order

Feasibility
Figure 313. 1.6.8.2 Determine Party Pre-Order Feasibility decomposition
Determine Party Pre-Order Feasibility

Brief Description
Determine the ability of parties to deliver the specific resources,
The Determine Party Pre-Order Feasibility processes are responsible for
determining the ability of parties to deliver the specific resources,
These processes query a set of candidate parties to check for party
specific resource, service or product availability and ability to meet
delivery volumes, delivery time-scales and schedules, locations,
specific technical and other requirements (including relevant
Page 1256 of 1540

standards), etc. The candidate parties will have been defined during
the Select Order Party processes.
Once a supplier/partner is chosen, it must be established that the
specific resource, service or product is available (in stock / or that
sufficient capacity is available), and that the delivery volumes and
conditions can be met. There may be some negotiation with the
supplier regarding delivery scheduling and party specific resource,
service or product availability.
There may be a number of suppliers who in principle can meet the
business need, and so, within the confines of existing commercial
agreements, there may be a process of evaluating each party's specific
resource, service or product offering (and options) against the business
need.
Explanatory
Mandatory
Optional
Interactions
Assess Party Delivery Capabilities

Brief Description
Query a set of candidate parties to check for party specific resource,
service or product availability and ability to meet delivery volumes,
delivery time-scales and schedules, locations, specific technical and
other requirements (including relevant standards).
Explanatory
Mandatory
Optional
Interactions
Page 1257 of 1540

Verify Party Inventory Availability

Brief Description
Establish that the specific resource, service or product is available (in
stock / or that sufficient capacity is available), and that the delivery
volumes and conditions can be met. There may be some negotiation
with the party regarding delivery scheduling and party specific
resource, service or product availability.
Explanatory
Mandatory
Optional
Interactions
Evaluate Party Against Business Needs

Brief Description
Evaluate each party's specific resource, service or product offering
(and options) against the business needs as there may be a number of
parties who in principle can meet the business need, and so, within the
confines of existing commercial agreements.
Explanatory
Mandatory
Optional
Interactions
Page 1258 of 1540

1.6.8.3 Track & Manage Party Orders
Figure 314. 1.6.8.3 Track & Manage Party Orders decomposition
Track & Manage Party Orders

Brief Description
Ensure a party's orders are being processed and delivered efficiently
and effectively.
The objective of the Track & Manage Party Orders processes is to
ensure a party's orders are being processed and delivered efficiently
and effectively, and that escalation is being invoked as required for any
open party orders in jeopardy.
Managing regular interaction with the party to establish progress of
party orders;
Modifying information in an existing party order based on feedback of
progress from the party
Modifying the party order status;
Cancelling a party order when the specific order requirements are no
longer required as notified by the other processes
Monitoring the jeopardy status of open party orders, and initiating
escalation of party orders as necessary.
party (e.g. periodically or at key events). These processes also initiate
jeopardy and risk management in relation to the supplied specific
resources, services and products, their availability and delivery
schedule.
These processes also manage notifications or requests from parties
Page 1259 of 1540

regarding forced or requested changes to the party order or delivery

schedule. These change requests may be caused by the party or may
be outside its control. Change requests are sent to the originating
processes where a resolution is agreed.
The Track & Manage Party Order processes will also inform the Close
Party Order process by modifying the party order status to completed
when the party order has been successfully delivered.
Explanatory
Mandatory
Optional
Interactions
Modify Party Order

Brief Description
Modify information in an existing party order based on feedback of
progress from the party.
Explanatory
Mandatory
Optional
Interactions
Cancel Party Order

Page 1260 of 1540

Brief Description
Cancel a party order when the specific order requirements are no
longer required as notified by the other processes.
Explanatory
Mandatory
Optional
Interactions
Escalate Party Order

Brief Description
Initiate escalation of a party order as required for any open party
orders in jeopardy.
Explanatory
Mandatory
Optional
Interactions
Manage Party Orders

Brief Description
Processes ensure party orders are being processed and delivered
efficiently and effectively.
Page 1261 of 1540

Manage Party Orders processes manages orders to ensure they are
being processed and delivered efficiently and effectively. These
processes also manage notifications or requests from patties regarding
forced or requested changes to the order or delivery schedule. These
change requests may be caused by the party or may be outside their
control. Change requests are provided to the originating process(es)
where a resolution is agreed.
Explanatory
Mandatory
Optional
Interactions
Monitor Jeopardy Status

Brief Description
Monitor the jeopardy status of open party orders.
Explanatory
Mandatory
Optional
Interactions
Track Party Orders

Brief Description
Page 1262 of 1540


party (such as periodically or at key events). These processes also
initiate jeopardy and risk management in relation to the supplied
specific resources, services and products, their availability and delivery
schedule.
Explanatory
Mandatory
Optional
Interactions
Complete Party Order

Brief Description
Inform the Close Party Order process by modifying the party order
status to completed when the order has been successfully delivered.
Explanatory
Mandatory
Optional
Interactions
Page 1263 of 1540

1.6.8.4 Receive & Accept Party Order
Figure 315. 1.6.8.4 Receive & Accept Party Order decomposition
Receive & Accept Party Order

Brief Description
Records delivery of a party order and arranges for any acceptance
testing or commissioning required.
Receive & Accept Party Order records delivery of a party order and
arranges for any acceptance testing or commissioning required.
These processes facilitate and support coordination of internal
activities with activities performed by the party that are required to:
Configure a bought-in party product;
Bring a bought-in party product into service; or
Restore a bought-in party product to service.
commissioning activities by the enterprise is managed within the
These processes also manage negotiations with a party where there
have been problems with a party product's supply, and determine
through dialogue with the party, how best to resolve such issues.
Explanatory
Page 1264 of 1540

Mandatory
Optional
Interactions
Receive Party Order

Brief Description
Receive party order and arrange for any acceptance testing or
commissioning required.
Explanatory
Mandatory
Optional
Interactions
Accept Party Order

Brief Description
commissioning activities by the service provider is managed within the
Page 1265 of 1540


Explanatory
Mandatory
Optional
Interactions
Negotiate Party Order Problem

Brief Description
Manage negotiations with party where there is problem with party
products supply and resolve such issues. Generate report and
document on acceptance.
Explanatory
Mandatory
Optional
Interactions
Facilitate Party Product Configuration

Brief Description
Configure a bought-in party product, bring a bought-in party product
into service, and restore a bought-in party product to service.
Page 1266 of 1540

Explanatory
Mandatory
Optional
Interactions
1.6.8.6 Report Party Orders
Figure 316. 1.6.8.6 Report Party Orders decomposition
Report Party Orders

Brief Description
Monitor the status of party orders, provide notifications of any changes
and provide management reports
The objective of the Report Party processes is to monitor the status of
party orders, provide notifications of any changes and provide
management reports.
of party orders and managing notifications to processes and other
Page 1267 of 1540

Order processes.
These processes record, analyze and assess the party order status
Order process. These specialized summaries could be specific reports
required by specific audiences.
Explanatory
Mandatory
Optional
Interactions
Monitor Party Orders Status

Brief Description
Continuously monitor the status of party orders.
Explanatory
Mandatory
Optional
Interactions
Manage Party Order Status Notification

Brief Description
Manage notifications to processes and other parties registered to
Page 1268 of 1540

Explanatory
Mandatory
Optional
Interactions
Report Party Orders Status

Brief Description
Record, analyze and assess the party orders status changes to provide
and effectiveness of the overall Party Order Handling process, including
Explanatory
Mandatory
Optional
Interactions
Page 1269 of 1540

1.6.9 Party Interaction Management
Figure 317. 1.6.9 Party Interaction Management decomposition
Party Interaction Management

Brief Description
Manage interactions between parties and the enterprise. Interactions
can be triggered by the enterprise (as a result of a query or complaint)
or by a party (for example sending bills or other notifications.)
The purpose of this process is to manage interactions between a party
and the enterprise. Interactions can be triggered by the enterprise (as
a result of a query or complaint) or by the party (for example sending
bills or other notifications.) All interactions are logged by the enterprise
in order to provide a full track record of the activity to the enterprise
representatives. Interactions may be short lived (such as in the case of
a query that is answered immediately) or may take long time to
complete (such as in the case of complex orders or requests
concerning back office intervention). When interactions are long the
process is in charge of making sure the party and enterprise are
notified in a timely manner about the progress of the request.
Interaction history may be used by BI systems in order to gather
information about party profile and satisfaction. Interactions can span
over multiple channels (such as: phone calls, web self-service and
devices.) each party involved in the interaction has a role that
mandates its credentials. For some interactions users may need to
Page 1270 of 1540

login/authenticate themselves in order to get the appropriate role

assigned to them.
Explanatory
Mandatory
Optional
Interactions
Log Party Interaction

Brief Description
Record and maintain all information about the Party interaction.
about the Party interaction. This information can be used in future
Explanatory
Mandatory
Optional
Interactions
Notify Party
Brief Description
Notify the Party when interesting events related to an ongoing
interaction is happening.
The purpose of this process is to notify the Party when events related
to existing interactions or to significant Party experience happen. Some
Page 1271 of 1540

notifications can be sent immediately using interactive media (such as

SMS, Push to applications, etc.) and other notifications can be sent
later using asynchronous media such as mail.
Explanatory
Mandatory
Optional
Interactions
Track and Manage Party Interaction

Brief Description
Ensure that Party Interactions are managed and tracked efficiently to
meet the Party interaction policies and SLA requirements.
The purpose of this process is to ensure that Party Interactions are
managed and tracked efficiently across all interaction channels in order
to meet the agreed SLA with the Party. Responsibilities of these process
include but are not limited to:
Ensure interactions are completed and closed in a timely manner
Monitor the interaction and Notify the Party when SLA or deadlines
cannot be met
Track Party responses when these are required
Measure KPIs in order to improve the Interactions efficiency
Explanatory
Mandatory
Optional
Interactions
Handle Party Interaction (Including Self Service)

Page 1272 of 1540

Brief Description
Handle all interactions (inbound and outbound) made by potential and
existing Parties
outbound) made by potential and existing Parties. It receives the
terminated.
Explanatory
Mandatory
Optional
Interactions
Analyze & Report Party Interactions

Brief Description
Perform all required analysis on closed requests and on Party contacts
and generate related reports
The purpose of this process is to perform all required analysis on
closed (completed or unfulfilled) requests and on Party contacts and it
definition, etc.
Explanatory
Mandatory
Page 1273 of 1540

Optional
Interactions
Mediate & Orchestrate Party Interactions

Brief Description
agreed or externally defined standards used by the enterprise and its
Parties
The purpose of the Mediate & Orchestrate Party Interactions is to
Parties. Increasingly transactions with external parties (e.g. Parties
using RosettaNet or Web Services standards) will need to conform to
organizations. Based on the specific transaction type and involved
external party, this conformance will require the identification of the
necessary data formats to be sent externally, and conversion of
Support Party Interface Management and Support Selling L3s.
Explanatory
Mandatory
Optional
Interactions
Page 1274 of 1540

1.6.9.1 Log Party Interaction
Figure 318. 1.6.9.1 Log Party Interaction decomposition
Log Party Interaction

Brief Description
Record and maintain all information about the Party interaction.
about the Party interaction. This information can be used in future
Explanatory
Mandatory
Optional
Interactions
Page 1275 of 1540

Create Party Interaction Log

Brief Description
Create a record that logs the Party interaction.
The purpose of this process is to create a record that logs the Party
interaction. The Party interaction can be initiated by the Party or by the
enterprise.
Explanatory
Mandatory
Optional
Interactions
Update Party Interaction

Brief Description
Update the Party interaction log
The purpose of this process is to update the Party interaction, typically
when additional action is carried out during long-lived interactions.
When the Party should be notified about the update, this process
triggers the Notify Party process to perform the notification.
Explanatory
Mandatory
Optional
Interactions
Page 1276 of 1540

1.6.9.5 Handle Party Interaction (Including

Self Service)
Figure 319. 1.6.9.5 Handle Party Interaction (Including Self Service) decomposition
Handle Party Interaction (Including Self Service)

Brief Description
Handle all interactions (inbound and outbound) made by potential and
existing Parties
outbound) made by potential and existing Parties. It receives the
terminated.
Explanatory
Mandatory
Optional
Interactions
Page 1277 of 1540

Handle Interaction
Brief Description
Receive the interaction requests and authenticate the party contact.
Either enable its originator to automatically fulfill it, or identify and
activate the opportune process to accomplish the request.
Receive the interaction requests and authenticate the party contact.
Either enable its originator to automatically fulfill it, or identify and
activate the opportune process to accomplish the request.
Explanatory
Mandatory
Optional
Interactions
Monitor Interaction Status

Brief Description
Manages the status of the ongoing interactions and is able to provide
status information at any moment in which the request is active
The purpose of this process is to monitor the status of a Party
interaction. These processes analyze and assess the Party interaction
status changes to initiate notifications or reports.
Explanatory
Mandatory
Optional
Interactions
Page 1278 of 1540

Close Interaction
Brief Description
Formally closes the interaction when all related activities have been
terminated
The purpose of this process is to close the Party interaction when both
parties agree that the interaction is closed, or according to party
interaction policies when an interaction is regarded as timed out.
Explanatory
Mandatory
Optional
Interactions
Page 1279 of 1540

1.6.9.6 Analyze & Report Party

Interactions
Figure 320. 1.6.9.6 Analyze & Report Party Interactions decomposition
Analyze & Report Party Interactions

Brief Description
Perform all required analysis on closed requests and on Party contacts
and generate related reports
closed (completed or unfulfilled) requests and on Party contacts and it
definition, etc.
Explanatory
Mandatory
Optional
Page 1280 of 1540

Interactions
Analyze Party Interactions

Brief Description
Perform all required analysis on closed (completed or unfulfilled)
requests and on Party contacts
closed (completed or unfulfilled) requests and on Party contacts.
Explanatory
Mandatory
Optional
Interactions
Report Party Interaction

Brief Description
Generates related reports, to be utilized for process improvement
definition, etc.
The purpose of this process is to generate related reports, to be
utilized for process improvement activities, proactive problems
prevention, up-sell opportunities definition, etc.
Explanatory
Mandatory
Optional
Page 1281 of 1540

Interactions
1.6.9.7 Mediate & Orchestrate Party

Interactions
Figure 321. 1.6.9.7 Mediate & Orchestrate Party Interactions decomposition
Mediate & Orchestrate Party Interactions

Brief Description
Parties
The purpose of the Mediate & Orchestrate Party Interactions is to
organizations. Based on the specific transaction type and involved
external party, this conformance will require the identification of the
necessary data formats to be sent externally, and conversion of
Page 1282 of 1540


Support Party Interface Management and Support Selling L3s.
Explanatory
Mandatory
Optional
Interactions
Identify Party Interactions Data Formats

Brief Description
Identifies the necessary data formats to be sent externally according to
the agreement.
externally. Increasingly transactions with external parties (e.g. Parties
organizations. The actual agreement between the parties to use
specific interaction standards is part of the Support Party Interface
Management and Support Selling L3s.
Explanatory
Mandatory
Optional
Interactions
Orchestrate Party Interactions

Page 1283 of 1540

Brief Description
Where required, orchestrates interactions with external parties so that
message exchange.
The purpose of Orchestrate Party Interactions is to ensure that the
messages are orchestrated according to the agreed message exchange
patterns.
Explanatory
Mandatory
Optional
Interactions
Mediate Party Interactions

Brief Description
internal enterprise formats, and manages conversion to agreed
externally send message formats.
The purpose of the Mediate Party Interactions is to ensure that
transaction message structure and interactions conform to agreed or
externally defined or agreed standards used by the enterprise and its
organizations.
Explanatory
Mandatory
Optional
Page 1284 of 1540

Interactions
1.6.10 Party Problem Handling
Figure 322. 1.6.10 Party Problem Handling decomposition
Party Problem Handling

Brief Description
Track, monitor and report on the problems to ensure that the
interactions are in accordance with the agreed commercial
arrangements between the enterprise and another party.
The Party Problem Handling processes track, monitor and report on
party problems to ensure that the interactions are in accordance with
the agreed commercial arrangements between the enterprise and
another party.
In addition, external parties may report discovered problems to the
enterprise which may impact resources, services and/or customers.
External parties are engaged by the enterprise in correction and
recovery activities when:
resolve the service problem or resource trouble, (which may be
automatic in the case of highest priority service problems or resource
troubles);
the enterprise has outsourced specific activities to another party
which are needed as part of problem management resolution (i.e.
outsourced field maintenance);
the specific service has been purchased from another party (as in an
interconnect service); or
component, is owned and maintained by an external party.
Page 1285 of 1540

Explanatory
Mandatory
Optional
Interactions
Initiate Party Problem

Brief Description
Report specific problems to the party.
The Initiate Party Problem processes are responsible for reporting
specific problems to a party. These problems are passed to this
processes from either the RM&O or the SM&O Track & Manage
processes.
The party problem contains the originating resource trouble or service
problem identifier to allow for appropriate linking to the processes
which originally caused the problem to be initiated.
Explanatory
Mandatory
Optional
Interactions
Receive Party Problem

Brief Description
Receive notification of problems detected by the party and notify other
processes of this.
Page 1286 of 1540

processes of this. These notifications will be passed on to the

appropriate Track & Manage processes in the RM&O and/or SM&O
process layers depending on the nature of the notified problem.
Explanatory
Mandatory
Optional
Interactions
Track & Manage Party Problem Resolution

Brief Description
Manage regular interaction about resolution progress with the party.
Establish resolution progress for party problems. When the specific
problem discovered is not related to the supplier/partner cancel a party
problem.
Monitoring the jeopardy status of open problems, initiating escalation
of unresolved problems as necessary
Modifying information in an existing party problem based on feedback
of progress from the party.
Explanatory
Mandatory
Optional
Interactions
Report Party Problem Resolution

Page 1287 of 1540

Brief Description
Monitor the status of party problems, provide notifications of any
changes, and provide management reports.
The objective of the Report Party Problem Resolution processes is to
monitor the status of party problem, provide notifications of any
of party problems and managing notifications to processes and other
Problem Handling processes.
These processes record, analyze and assess the party problem status
Problem Handling process.
specific audiences.
Explanatory
Mandatory
Optional
Interactions
Close Party Problem

Brief Description
Close a party problem report when the problem has been resolved
The objective of the Close Party Problem processes is to close a party
problem when the problem has been resolved.
These processes monitor the status of all open party problems, and
Page 1288 of 1540

recognize that a problem is ready to be closed when the status is

changed to cleared.
Explanatory
Mandatory
Optional
Interactions
1.6.10.1 Initiate Party Problem
Figure 323. 1.6.10.1 Initiate Party Problem decomposition
Initiate Party Problem

Brief Description
Report specific problems to the party.
Page 1289 of 1540

The Initiate Party Problem processes are responsible for reporting
specific problems to a party. These problems are passed to this
processes from either the RM&O or the SM&O Track & Manage
processes.
The party problem contains the originating resource trouble or service
problem identifier to allow for appropriate linking to the processes
which originally caused the problem to be initiated.
Explanatory
Mandatory
Optional
Interactions
Generate Party Problem

Brief Description
This process generates the party problem which contains the
originating resource trouble or service problem identifier to allow for
appropriate linking to the processes which originally caused the
problem to be initiated.
Explanatory
Mandatory
Optional
Interactions
Communicate Party Problem

Page 1290 of 1540

Brief Description
This process communicates the problem to the party.
Explanatory
Mandatory
Optional
Interactions
1.6.10.2 Receive Party Problem
Figure 324. 1.6.10.2 Receive Party Problem decomposition
Receive Party Problem

Page 1291 of 1540

Brief Description
processes of this.
processes of this. These notifications will be passed on to the
appropriate Track & Manage processes in the RM&O and/or SM&O
process layers depending on the nature of the notified problem.
Explanatory
Mandatory
Optional
Interactions
Receive Party Problem Notification

Brief Description
Receive notification of problems detected by the party.
Explanatory
Mandatory
Optional
Interactions
Forward Party Problem Notification

Brief Description
This process passes the notification to the appropriate Track & Manage
Page 1292 of 1540

processes in the RM&O and/or SM&O process layers depending on the

nature of the notified problem. The problem is update to reflect this.
Explanatory
Mandatory
Optional
Interactions
1.6.10.3 Track & Manage Party Problem

Resolution
Figure 325. 1.6.10.3 Track & Manage Party Problem Resolution decomposition
Track & Manage Party Problem Resolution

Brief Description
Establish resolution progress for party problems. When the specific
problem discovered is not related to the supplier/partner cancel a party
problem .
Monitoring the jeopardy status of open problems, initiating escalation
of unresolved problems as necessary
Page 1293 of 1540

Modifying information in an existing party problem based on feedback

of progress from the party.
Explanatory
Mandatory
Optional
Interactions
Modify Party Problem

Brief Description
Modify information in an existing problem based on feedback of
progress from the party.
Explanatory
Mandatory
Optional
Interactions
Cancel Party Problem

Brief Description
Cancel a party problem when the specific performance issue is
discovered to not be related to the party or when informed by the
party to cancel the problem.
Page 1294 of 1540

Explanatory
Mandatory
Optional
Interactions
Escalate Party Problem Resolution

Brief Description
Initiate escalation of party problem as necessary. Ensure that
escalation is being invoked as required for any open problems in
jeopardy.
Explanatory
Mandatory
Optional
Interactions
Manage Party Problem Resolution

Brief Description
Ensure testing, repair and restoration activities are being assigned and
coordinated for a party problem and managing the party problem
status.
Explanatory
Page 1295 of 1540

Mandatory
Optional
Interactions
Monitor Party Problem Jeopardy Status

Brief Description
Monitor the jeopardy status of open party problems to ensure that any
open problems in jeopardy are identified and reported.
Explanatory
Mandatory
Optional
Interactions
Clear Party Problem

Brief Description
Modify the party problem status to cleared when the problem has been
resolved and inform the Close Party Problem process.
Explanatory
Mandatory
Page 1296 of 1540

Optional
Interactions
1.6.10.4 Report Party Problem Resolution
Figure 326. 1.6.10.4 Report Party Problem Resolution decomposition
Report Party Problem Resolution

Brief Description
Monitor the status of party problems, provide notifications of any
The objective of the Report Party Problem Resolution processes is to
monitor the status of party problem, provide notifications of any
of party problems and managing notifications to processes and other
Problem Handling processes.
These processes record, analyze and assess the party problem status
Problem Handling process.
Page 1297 of 1540


specific audiences.
Explanatory
Mandatory
Optional
Interactions
Monitor Party Problem

Brief Description
of party problems and flagging status changes.
Explanatory
Mandatory
Optional
Interactions
Provide Party Problem Management Summaries

Brief Description
These processes issue specialized summaries of the efficiency and
effectiveness of the overall Party Problem Handling process. These
audiences.
Page 1298 of 1540

Explanatory
Mandatory
Optional
Interactions
Provide Party Problem Management Reports

Brief Description
These processes record analyze and assess party problem status
changes to provide management reports.
Explanatory
Mandatory
Optional
Interactions
Provide Party Problem Status Change Notification

Brief Description
These processes are responsible for managing notifications to
processes and other parties registered to receive notifications of any
status changes to party problems. Notification lists are managed and
maintained by the Support Party Problem Handling processes.
Explanatory
Page 1299 of 1540

Mandatory
Optional
Interactions
1.6.11 Party Performance Management
Figure 327. 1.6.11 Party Performance Management decomposition
Party Performance Management

Brief Description
Track, monitor and report on performance to ensure that the
interactions are in accordance with the agreed commercial
arrangements between the service provider and another party.
The Party Performance Management processes track, monitor and
report on performance to ensure that the interactions are in
accordance with the agreed commercial arrangements between the
service provider and another party.
Parties are engaged by the service provider in performance related
activities when:
resolve the product performance, service performance or resource
performance issues;
the service provider has outsourced specific activities to another
party which are needed as part of performance improvement activity
(i.e. outsourced field maintenance);
Page 1300 of 1540

the specific product and/or service are purchased from an external

party (as in an interconnect service); or
component, are owned and delivered by an external party.
Explanatory
Mandatory
Optional
Interactions
Monitor & Control Party Performance

Brief Description
Monitor & Control Party Performance processes control the
performance measurement activities, collect performance data on a
specified product, analyze this against the relevant SLA for the party
and report performance data and any SLA violations to other
processes. These processes also carry out impact analysis on any SLA
violations and initiate corrective actions.
Collect and analyze performance of a product delivered by a party.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Track & Manage Party Performance Resolution

Brief Description
Track & Manage Party Performance Resolution ensures improvement
Page 1301 of 1540

and restoration activities are being assigned, coordinated and tracked

efficiently, and that escalation is being invoked as required for any
open party performance degradation reports in jeopardy.
Managing regular interaction with the party to establish resolution
progress for party performance degradation reports
Modifying information in an existing party performance degradation
report based on feedback of progress from the party
Modifying the party performance degradation report status
Canceling a party performance degradation report when the specific
performance issue is discovered to not be related to the party
Monitoring the jeopardy status of open party performance
degradation reports, and initiating escalation of party performance
The Track & Manage Party Performance Resolution process also informs
the Close Party Performance Degradation Report processes by
modifying the party performance degradation report status to cleared
when the party performance issue has been resolved.
Track progress of the performance resolution as advised by the party.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Report Party Performance

Brief Description
Report Party Performance monitors the status of party performance
degradation reports, provide notifications of any changes and provide
management reports.
Continuously monitor the status of party performance degradation
reports and manage notifications to processes and other parties
lists are managed and maintained by the Support Party Performance
Management process.
Record, analyze and assess the party performance degradation report
Page 1302 of 1540


Performance Management process. These specialized summaries
Monitor the status of party performance degradation reports, provide
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Close Party Performance Degradation Report

Brief Description
Close Party Performance Degradation Report closes a party
performance degradation report when the performance of the party
product has been resolved.
These processes monitor the status of all open party performance
degradation reports, and recognize that a party performance
cleared.
Close a party performance degradation report when the performance
of the party product has been resolved.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Page 1303 of 1540

Initiate Party Performance Degradation Report

Brief Description
Initiate Party Performance Degradation Report reports specific
performance issues to a party. These performance issues are passed to
the Party Performance Management processes from either the Service
Quality Management and Resource Performance Management Track
and Manage processes as well as from Monitor & Control Party
Performance.
The party performance degradation report contains the originating
service and/or resource performance degradation report or
performance degradation report identifier to allow for appropriate
linking to the processes which originally caused the party performance
degradation report to be initiated.
Report specific performance issues to a party.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Page 1304 of 1540

1.6.11.1 Monitor & Control Party

Performance
Figure 328. 1.6.11.1 Monitor & Control Party Performance decomposition
Monitor & Control Party Performance

Brief Description
Monitor & Control Party Performance processes control the
performance measurement activities, collect performance data on a
specified product, analyze this against the relevant SLA for the party
and report performance data and any SLA violations to other
processes. These processes also carry out impact analysis on any SLA
violations and initiate corrective actions.
Collect and analyze performance of a product delivered by a party.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Collect Party Performance Data

Page 1305 of 1540

Brief Description
Collects performance data on a specified party's product.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Analyze Party Performance Data

Brief Description
Analyze performance data against the relevant SLA for the party and
report performance data and any party SLA violations to other
processes. These processes also carry out impact analysis on any party
SLA violations.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Initiate Party Performance Corrective Actions

Page 1306 of 1540

Brief Description
Based on impact analysis of any party SLA violations, initiate corrective
actions.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.6.11.2 Track & Manage Party

Figure 329. 1.6.11.2 Track & Manage Party Performance Resolution decomposition
Track & Manage Party Performance Resolution

Brief Description
Track & Manage Party Performance Resolution ensures improvement
and restoration activities are being assigned, coordinated and tracked
efficiently, and that escalation is being invoked as required for any
open party performance degradation reports in jeopardy.
Managing regular interaction with the party to establish resolution
progress for party performance degradation reports
Modifying information in an existing party performance degradation
report based on feedback of progress from the party
Modifying the party performance degradation report status
Page 1307 of 1540

Canceling a party performance degradation report when the specific

performance issue is discovered to not be related to the party
Monitoring the jeopardy status of open party performance
degradation reports, and initiating escalation of party performance
The Track & Manage Party Performance Resolution process also informs
the Close Party Performance Degradation Report processes by
modifying the party performance degradation report status to cleared
when the party performance issue has been resolved.
Track progress of the performance resolution as advised by the party.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Modify Party Performance Degradation Report

Brief Description
Modify information in an existing party performance degradation report
based on feedback of progress from the party.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Cancel Party Performance Degradation Report

Page 1308 of 1540

Brief Description
Cancel a party performance degradation report when the specific
performance issue is discovered to not be related to the party.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Escalate Party Performance Degradation Report

Brief Description
Initiate escalation of party performance degradation reports as
necessary.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Manage Party Performance Degradation Report

Brief Description
Page 1309 of 1540

Ensure improvement and restoration activities are being assigned and
coordinated for party performance degradation reports and managing
the party performance degradation reports status.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Monitor Party Performance Jeopardy Status

Brief Description
Monitor the jeopardy status of open party performance degradation
reports.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Modify Party Performance Degradation Report Status

Brief Description
Modify the party performance degradation report status to cleared
Page 1310 of 1540

when the party performance issue has been resolved. Inform the Close
Party Performance Degradation Report process about the modification.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.6.11.3 Report Party Performance
Figure 330. 1.6.11.3 Report Party Performance decomposition
Report Party Performance

Brief Description
Report Party Performance monitors the status of party performance
degradation reports, provide notifications of any changes and provide
management reports.
Continuously monitor the status of party performance degradation
reports and manage notifications to processes and other parties
lists are managed and maintained by the Support Party Performance
Management process.
Page 1311 of 1540


Performance Management process. These specialized summaries
Monitor the status of party performance degradation reports, provide
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Monitor Party Performance

Brief Description
Monitor the status of party performance degradation reports and
manage notifications to processes and other parties registered to
managed and maintained by the Support Party Performance
Management process.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Distribute Party Performance Management Summaries

Page 1312 of 1540

Brief Description
Provide specialized summaries of the efficiency and effectiveness of
the overall Party Performance Management process. These specialized
summaries could be specific reports required.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Distribute Party Performance Management Reports

Brief Description
status changes to provide management reports.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Page 1313 of 1540

1.6.11.4 Close Party Performance

Degradation Report
Figure 331. 1.6.11.4 Close Party Performance Degradation Report decomposition
Close Party Performance Degradation Report

Brief Description
Close Party Performance Degradation Report closes a party
performance degradation report when the performance of the party
product has been resolved.
These processes monitor the status of all open party performance
degradation reports, and recognize that a party performance
cleared.
Close a party performance degradation report when the performance
of the party product has been resolved.
Explanatory
N/A
Mandatory
N/A
Page 1314 of 1540

Optional
N/A
Interactions
N/A
Monitor Party Performance Degradation Report

Brief Description
Monitors the status of all open party performance degradation reports
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Close Cleared Party Performance Degradation Report

Brief Description
Closes a party performance degradation report when status is changed
to cleared.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Page 1315 of 1540

1.6.11.5 Initiate Party Performance

Degradation Report
Figure 332. 1.6.11.5 Initiate Party Performance Degradation Report decomposition
Initiate Party Performance Degradation Report

Brief Description
Initiate Party Performance Degradation Report reports specific
performance issues to a party. These performance issues are passed to
the Party Performance Management processes from either the Service
Quality Management and Resource Performance Management Track
and Manage processes as well as from Monitor & Control Party
Performance.
The party performance degradation report contains the originating
service and/or resource performance degradation report or
performance degradation report identifier to allow for appropriate
linking to the processes which originally caused the party performance
degradation report to be initiated.
Page 1316 of 1540

Report specific performance issues to a party.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Create Party Performance Degradation Report

Brief Description
Generate a correctly formatted and specified party performance
degradation report.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Issue Party Performance Degradation Report

Brief Description
Report specific issues to a party.
Explanatory
N/A
Page 1317 of 1540

Mandatory
N/A
Optional
N/A
Interactions
N/A
1.6.12 Party Settlements & Payments

Management
Figure 333. 1.6.12 Party Settlements & Payments Management decomposition

Page 1318 of 1540

Brief Description
N/A
N/A
Explanatory
Mandatory
Optional
Interactions
Party Settlements & Payments Management

Brief Description
Party Settlements & Payments Management processes manage all
settlements and payments for the enterprise, including invoice
validation and verification and payment authorization.
For a value fabric, and particularly for service providers, settlements
and payments management is complex. In many cases, the cost can
be the largest single cost and incorrect settlement or payments can
mean the difference between profit and loss.
Work is in progress to address Revenue Management extensions for
eTOM for Corporate, Wholesale, Partner, Dealer Billing .It suggests a
breakdown structure for Wholesale & Corporate Billing in contrast to
retail Billing.
The contents covers aspects like 3rd Party Billing, Billing on Behalf,
Reconciliation, Interconnection, Roaming, Carrier Memo's, Embargo,
Disputes, Clearing House, Remittance, Dealer Commissions and
describes the difference between an Invoice and a Bill from a Financial
Accounting Perspective.
Explanatory
Mandatory
Optional
Page 1319 of 1540

Interactions
1.6.13 Party Bill Inquiry Handling
Figure 334. 1.6.13 Party Bill Inquiry Handling decomposition
Party Bill Inquiry Handling

Brief Description
Ensure the timely and effective resolution of all bill inquiries or
complaints sent to parties.
The purpose of Party Bill Inquiry Handling process is to ensure the
timely and effective resolution of all bill inquiries and complaints sent
to parties. This process is responsible for managing the interaction as it
relates to an enterprises billing relationship with another party. This
includes the creation of inquiries against the enterprises billing
account(s), and management of changes to its billing account structure
and details, the managing of all party bill inquiry lifecycle, reporting
changes and updates and closing of the party bill inquiry when all
activities have been accomplished. This process can be viewed via
traditional means, with an enterprise representative managing the
party or via e-business means. In the latter case, inquiries, complaints
and changes to details would be handled via electronic media without
the intervention of a representative.
Page 1320 of 1540

Explanatory
Mandatory
Optional
Interactions
Prepare & Submit Party Bill Inquiry

Brief Description
Create a new party bill inquiry.
The objective of the Create Party Bill Inquiry process is to create a new
party bill inquiry ,
A new party bill inquiry report may be created as a result of a bill
inquiry or complaint notifications initiated by the enterprise.
If the party bill inquiry is created, the Create Party Bill Inquiry
processes are responsible for converting the established information
into a form suitable for the Party Bill Inquiry Handling processes, and
for supplying additional information if required.
Explanatory
Mandatory
Optional
Interactions
Track & Manage Party Bill Inquiry Resolution

Brief Description
Efficiently assign, coordinate and track specific party bill inquiry
Page 1321 of 1540


processes activities, and escalate any open party bill inquiries in
jeopardy.
The objective of the Track & Manage Party Bill Inquiry Resolution
processes is to efficiently coordinate and track specific party bill
inquiry analysis, bill adjustments and ensuring that appropriate credits
and/or other requested adjustments are granted or rejected with
reasonable explanation and escalate any open party bill inquiries
exceeding the time defined in business agreement.
- Scheduling and coordinating specific party bill inquiry/complaint
adjustment activities;
- Tracking the party bill inquiry/complaint status;
- Canceling a party bill inquiry when the specific request was related to
a false claim; and
- Monitoring status of open party bill inquiries against agreed resolution
time, and escalating party bill inquiries as necessary.
The Track & Manage Party Bill Inquiry Resolution processes will also
inform the Close Party Bill Inquiry processes by tracking the party bill
inquiry status to resolved when the specific party bill inquiry/complaint
Explanatory
Mandatory
Optional
Interactions
Receive & Process Party Bill Inquiry Notifications and Responses

Page 1322 of 1540

Brief Description
Report on the partys bill inquiry.
The objective of the Receive & Process Party Bill Inquiry Notifications
and Responses processes is to receive and process the notifications
and responses from other party in regard to party bill inquiry submitted
by the enterprise
These processes are responsible for continuously monitoring and
managing notifications from other processes and from other parties, as
well as responding the notification back to the other processes and to
the other parties.
Explanatory
Mandatory
Optional
Interactions
1.6.13.1 Prepare & Submit Party Bill

Inquiry
Figure 335. 1.6.13.1 Prepare & Submit Party Bill Inquiry decomposition
Prepare & Submit Party Bill Inquiry

Brief Description
Create a new party bill inquiry.
Page 1323 of 1540

The objective of the Create Party Bill Inquiry process is to create a new
party bill inquiry ,
A new party bill inquiry report may be created as a result of a bill
inquiry or complaint notifications initiated by the enterprise.
If the party bill inquiry is created, the Create Party Bill Inquiry
processes are responsible for converting the established information
into a form suitable for the Party Bill Inquiry Handling processes, and
for supplying additional information if required.
Explanatory
Mandatory
Optional
Interactions
Generate Party Bill Inquiry

Brief Description
Generate a new party bill inquiry.
Explanatory
Mandatory
Optional
Interactions
Submit Bill Inquiry Information

Page 1324 of 1540

Brief Description
Submit party bill inquiry information or send additional information
Explanatory
Mandatory
Optional
Interactions
Verify party Bill Inquiry

Brief Description
Verify whether the information supplied by a party is correct.
Explanatory
Mandatory
Optional
Interactions
Determine Automated Bill Adjustment

Brief Description
Determination of whether policy allows for automated adjustment of a
party bill invoice, and approving any resultant adjustments.
Page 1325 of 1540

Explanatory
Mandatory
The purpose of Determine Automated Bill Adjustment process is to
determine whether policy allows for automated adjustment of the
customer bill invoice and approving any resulting adjustments. When
the authorization is approved, this process is responsible for notifying
the relevant process to apply the adjustment
Optional
Interactions
Analyze Detailed Bill Inquiry

Brief Description
Analyze and investigate to determine whether a bill adjustment is
acceptable.
Explanatory
Mandatory
The purpose of Analyze Detailed Bill Inquiry process is to undertake
more detailed analysis and investigation to determine whether a bill
adjustment is acceptable, including gaining appropriate management
authority to make the adjustment. These processes rely on the
availability of appropriate adjustment policies, which are created within
the Support Bill Inquiry Handling processes, for the timely resolution of
major billing disputes.
Optional
Page 1326 of 1540


Interactions
Record Party Bill Invoice Adjustment

Brief Description
Record the results of the adjustment if approved into the records
relating to the partys bill invoice.
Explanatory
Mandatory
Optional
Interactions
1.6.13.2 Track & Manage Party Bill Inquiry

Resolution
Figure 336. 1.6.13.2 Track & Manage Party Bill Inquiry Resolution decomposition
Page 1327 of 1540

Track & Manage Party Bill Inquiry Resolution

Brief Description
Efficiently assign, coordinate and track specific party bill inquiry
processes activities, and escalate any open party bill inquiries in
jeopardy.
The objective of the Track & Manage Party Bill Inquiry Resolution
processes is to efficiently coordinate and track specific party bill
inquiry analysis, bill adjustments and ensuring that appropriate credits
and/or other requested adjustments are granted or rejected with
reasonable explanation and escalate any open party bill inquiries
exceeding the time defined in business agreement.
- Scheduling and coordinating specific party bill inquiry/complaint
adjustment activities;
- Tracking the party bill inquiry/complaint status;
- Canceling a party bill inquiry when the specific request was related to
a false claim; and
- Monitoring status of open party bill inquiries against agreed resolution
time, and escalating party bill inquiries as necessary.
The Track & Manage Party Bill Inquiry Resolution processes will also
inform the Close Party Bill Inquiry processes by tracking the party bill
inquiry status to resolved when the specific party bill inquiry/complaint
Explanatory
Mandatory
Optional
Page 1328 of 1540

Interactions
Schedule Party Bill Inquiry Analysis and Adjustment Activities

Brief Description
Schedule the specific party bill inquiry/complaint adjustment activities
Explanatory
Mandatory
Optional
Interactions
Coordinate Party Bill Inquiry and Adjustment Activities

Brief Description
Coordinate specific party bill inquiry/complaint adjustment activities.
Explanatory
Mandatory
Optional
Interactions
Monitor Party Bill Inquiry Status

Page 1329 of 1540

Brief Description
Monitor the status of open party bill inquiries
Explanatory
Mandatory
Optional
Interactions
Modify Party Bill Inquiry

Brief Description
Modify existing party bill inquiries
Explanatory
Mandatory
Optional
Interactions
Cancel Party Bill Inquiry

Brief Description
Request cancellation of existing party bill inquiry reports
The objective of the Cancel Party Bill Inquiry processes is to cancel a
Page 1330 of 1540

party bill inquiry when the bill inquiry/complaint has been resolved by
parties themselves or no longer exists.
Explanatory
Mandatory
Optional
Interactions
1.6.13.3 Receive & Process Party Bill

Inquiry Notifications and Responses
Page 1331 of 1540

Figure 337. 1.6.13.3 Receive & Process Party Bill Inquiry Notifications and Responses decomposition
Receive & Process Party Bill Inquiry Notifications and Responses

Brief Description
Report on the partys bill inquiry.
The objective of the Receive & Process Party Bill Inquiry Notifications
and Responses processes is to receive and process the notifications
and responses from other party in regard to party bill inquiry submitted
by the enterprise
These processes are responsible for continuously monitoring and
managing notifications from other processes and from other parties, as
well as responding the notification back to the other processes and to
the other parties.
Explanatory
Mandatory
Optional
Interactions
Monitor Party Bill Inquiry Notifications

Brief Description
Monitor the status of party bill inquiry notifications continuously.
Explanatory
Mandatory
Optional
Page 1332 of 1540

Interactions
1.7.1.1 Strategic Business Planning
Figure 338. 1.7.1.1 Strategic Business Planning decomposition
Strategic Business Planning

Brief Description
Provide strategic business direction to the enterprise.
Strategic Business Planning processes provide strategic business
direction to the enterprise. These processes encompass all of the
functions required to provide strategic business direction to the
enterprise, to create actionable plans based on the business strategy
and to provide high-level program management of their
implementation.
Explanatory
Mandatory
Optional
Page 1333 of 1540

Interactions
Provide Strategic Business Direction

Brief Description
Provide strategic business direction to the enterprise
Explanatory
Mandatory
Optional
Interactions
Create Actionable Strategy

Brief Description
Create actionable plans based on the business strategy
Explanatory
Mandatory
Optional
Interactions
Program-manage Strategy Implementation

Page 1334 of 1540

Brief Description
Provide high-level program management of strategic business plan
implementation.
Explanatory
Mandatory
Optional
Interactions
1.7.1.2 Business Development
Figure 339. 1.7.1.2 Business Development decomposition
Business Development
Brief Description
Broaden the scope of the enterprise activities through expansion, or
sharpening of the enterprises focus through divestment or outsourcing
of non-critical activities.
Business Development processes develop concepts for new revenue
streams, diversification of revenue streams and focusing or broadening
of the customer base via investigating new markets, as well as
Page 1335 of 1540

different products and services for the enterprise. The focus is on

broadening the scope of the enterprise activities through expansion, or
sharpening the enterprise focus through divestment or outsourcing of
non-critical activities. The Marketing & Offer Management processes
are responsible for the development of markets and products within
the existing scope of the enterprise. Business Development processes
understand what processes are critical to the identity of the enterprise
as priority processes and look for higher quality and lower cost
solutions for these high priority processes. In many cases, these
processes would identify the opportunity for a surgical outsourcing of
a function or process that is not a priority of the enterprise, or is a
process the enterprise cannot deliver at competitive benchmarks.
Business Development processes are closely related to Strategic
Planning. To realize certain enterprise strategies, Business
Development processes manage investigation of potential merger and
acquisition options and facilitate negotiation and implementation of
mergers or acquisitions.
Explanatory
Mandatory
Optional
Interactions
Develop Concepts for Revenue Streams

Brief Description
Develop concepts for new revenue streams, and diversification of
revenue streams. The focus is on broadening the scope of the
enterprise activities through expansion, or sharpening the enterprise
focus through divestment or outsourcing of non-critical activities. The
Marketing & Offer Management processes are responsible for the
development of markets and products within the existing scope of the
enterprise. Business Development processes understand what
processes are critical to the identity of the enterprise as priority
processes and look for higher quality and lower cost solutions for these
high priority processes. Business Development processes are closely
related to Strategic Planning.
Page 1336 of 1540

Explanatory
Mandatory
Optional
Interactions
Focus or Broaden Customer Base

Brief Description
Focus or broaden the customer base via investigating new markets, as
well as different products and services for the enterprise. The focus is
on broadening the scope of the enterprise activities through expansion,
or sharpening the enterprise focus through divestment or outsourcing
of non-critical activities. The Marketing & Offer Management processes
solutions for these high priority processes. Business Development
processes are closely related to Strategic Planning.
Explanatory
Mandatory
Optional
Interactions
Identify Outsourcing Opportunities

Page 1337 of 1540

Brief Description
Identify the opportunity for a surgical outsourcing of a function or
process that is not a priority of the enterprise, or is a process the
enterprise cannot deliver at competitive benchmarks. The focus is on
broadening the scope of the enterprise activities through expansion, or
sharpening the enterprise focus through divestment or outsourcing of
non-critical activities. The Marketing & Offer Management processes
Explanatory
Mandatory
Optional
Interactions
Investigate Potential Mergers & Acquisitions

Brief Description
Manage investigation of potential merger and acquisition options to
realize certain enterprise strategies. The focus is on broadening the
scope of the enterprise activities through expansion, or sharpening the
enterprise focus through divestment or outsourcing of non-critical
activities. The Marketing & Offer Management processes are
responsible for the development of markets and products within the
existing scope of the enterprise. Business Development processes
Page 1338 of 1540

Explanatory
Mandatory
Optional
Interactions
Facilitate Negotiation & Implementation of Potential Mergers & Acquisitions

Brief Description
Facilitate negotiation and implementation of mergers or acquisitions.
Explanatory
Mandatory
Optional
Interactions
1.7.1.3 Enterprise Architecture

Management
Page 1339 of 1540

Figure 340. 1.7.1.3 Enterprise Architecture Management decomposition
Enterprise Architecture Management

Brief Description
Define, develop, manage and maintain the enterprise architecture.
Enterprise Architecture Management processes define, develop,
manage and maintain the enterprise architecture, which is the model
describing the enterprise in all its facets. These processes
define/select, develop and deploy the enterprise architecture
methodology, which is a framework that identifies the reference
models, their relationships to each other, and the architecture
management processes used to establish and maintain the enterprise
architecture. The framework contains the policies, guidelines,
documentation templates and approaches to be used throughout the
enterprise. In addition Enterprise Architecture Management details the
processes used to capture, modify, communicate, and review the
enterprise architecture and manage exceptions to it. These processes
define and select the toolsets used to capture the enterprise
architecture (e.g. UML tools), and develop any required standards or
reference framework to be used with the tools. The processes define,
develop and maintain the repositories and associated repository metamodels to be used to capture architecture details, and manage and
administer the capture processes.
In addition enterprise architecture management processes define the
skill sets require for architects, develop training programs and manage
any certification process for architects across the enterprise.
Enterprise Architecture Management provides the reference source for
the enterprise Standard Operating Environment that is the collection of
applications, hardware, software and network components that have
been standardized for use across the enterprise.
Lastly, enterprise architecture management provides a point of review
for strategy and tactical/solution architecture, and defines and
manages the review processes.
The business strategies and plans provide a key starting point for the
development and direction provide by the Enterprise Architecture
Management.
Note that enterprise architecture management covers both IT and
network technologies.
The Enterprise Architecture Management processes impact other areas
within the eTOM model, such as Knowledge Management and Process
Architecture Management.
Explanatory
Page 1340 of 1540

Mandatory
Optional
Interactions
Manage Enterprise Architecture Methodology

Brief Description
Define/select, develop and deploy the enterprise architecture
methodology, which is a framework that identifies the reference
models, their relationships to each other, and the architecture
management processes used to establish and maintain the enterprise
architecture. The framework contains the policies, guidelines,
documentation templates and approaches to be used throughout the
enterprise. Enterprise Architecture Management processes define,
develop, manage and maintain the enterprise architecture, which is
the model describing the enterprise in all its facets.
Explanatory
Mandatory
Optional
Interactions
Co-ordinate Enterprise Architecture

Brief Description
Details the processes used to capture, modify, communicate, and
review the enterprise architecture and manage exceptions to it.
Page 1341 of 1540

Explanatory
Mandatory
Optional
Interactions
Manage Enterprise Architecture Toolsets and Associated Standards

Brief Description
Define and select the toolsets used to capture the enterprise
architecture (e.g. UML tools), and develop any required standards or
reference framework to be used with the tools.
Explanatory
Mandatory
Optional
Interactions
Manage & Administer Architecture Repositories

Brief Description
define, develop and maintain the repositories and associated
repository meta-models to be used to capture architecture details, and
manage and administer the capture processes.
Explanatory
Page 1342 of 1540

Mandatory
Optional
Interactions
Manage Architecture Skillsets

Brief Description
Define the skill sets require for architects, develop training programs
and manage any certification process for architects across the
enterprise.
Explanatory
Mandatory
Optional
Interactions
Provide Reference Source for Standard Operating Environment

Brief Description
Provides the reference source for the enterprise Standard Operating
Environment that is the collection of applications, hardware, software
and network components that have been standardized for use across
the enterprise. The business strategies and plans provide a key
starting point for the development and direction provided. Note that
enterprise architecture management covers both IT and network
technologies, and the processes impact other areas within the eTOM
model, such as Knowledge Management and Process Architecture
Management.
Page 1343 of 1540

Explanatory
Mandatory
Optional
Interactions
Co-ordinate Architecture Review

Brief Description
Provides a point of review for strategy and tactical/solution
architecture, and defines and manages the review processes.
Explanatory
Mandatory
Optional
Interactions
Page 1344 of 1540

1.7.1.4 Group Enterprise Management
Figure 341. 1.7.1.4 Group Enterprise Management decomposition
Group Enterprise Management

Brief Description
Plan and manage coordination across business units within the
enterprise, and between the enterprise and its subsidiaries.
Group Enterprise Management processes are responsible for planning
and management of coordination across business units within the
enterprise, and between the enterprise and its subsidiaries (note that
similar interactions concerning outsourcing involving other parties is
handled elsewhere, processes located in the Engaged Party domain).
The focus is on processes concerned with the co-ordination within the
enterprises own organization, including subsidiaries, from an
Enterprise-wide point of view.
This includes planning and implementation of cross-business unit
operations, harmonization of processes and communication systems;
funding and cross-subsidies, investment for business development
planning, execution and management of existing and new business
activities.
Explanatory
Mandatory
Optional
Interactions
Plan & Implement Cross-Business Unit Operation

Page 1345 of 1540

Brief Description
Planning and implementation of cross-business unit operation. These
processes are responsible for planning and management of
coordination across business units within the enterprise, and between
the enterprise and its subsidiaries (note that similar interactions
concerning outsourcing involving other parties is handled elsewhere,
through processes located in the Engaged Party Domain). The focus is
on processes concerned with the co-ordination within the enterprises
own organization, including subsidiaries, from an Enterprise-wide point
of view.
Explanatory
Mandatory
Optional
Interactions
Harmonize Processes & Communication Systems across Business Units

Brief Description
Harmonization of processes and communication systems;
Explanatory
Mandatory
Optional
Interactions
Page 1346 of 1540

Manage Funding & Cross-Subsidies across Business Units

Brief Description
Funding and cross-subsidies
Explanatory
Mandatory
Optional
Interactions
Manage Investment for Business Development

Brief Description
Investment for business development
Explanatory
Mandatory
Optional
Interactions
Co-ordinate Business Activities

Brief Description
Planning, execution and management of existing and new business
activities.
Page 1347 of 1540

Explanatory
Mandatory
Optional
Interactions
1.7.2.1 Business Continuity Management
Figure 342. 1.7.2.1 Business Continuity Management decomposition
Business Continuity Management

Brief Description
Manage the development of strategies, policies, plans, organizational
roles & responsibilities, and escalation procedures for ensuring
continuation of business processes and activities in the event of
serious and/or sustained interruption
Business Continuity Management processes manage the development
of strategies, policies, plans, organizational roles & responsibilities, and
escalation procedures for ensuring continuation of business processes
and activities in the event of serious and/or sustained interruption.
These processes ensure that appropriate plans and procedures are
established and tested to provide continuous operation, or controlled
re-establishment, of key business processes and activities, to provide
for a controlled recovery of infrastructure capability to normal levels,
Page 1348 of 1540

and for determination of operational accountability and processes until

the abnormal circumstances are resolved. These processes have four
major aspects:
Business continuity planning which provides for the proactive
planning and testing of business and operational procedure continuity;
Infrastructure recovery planning which provides for the pro-active
determination of recovery and backup procedures for all key
infrastructure capabilities, and their proactive testing;
Serious incident management planning which defines the operational
roles and responsibilities, and proactively defines the operational
procedures and escalation criteria which are initiated when abnormal
operation circumstances occur
Business continuity management methodologies, which ensure
consistent application of business continuity management across the
enterprise.
Note that business continuity management is an extended process
structure which incorporates disaster recovery planning.
Note that serious incident management is used instead of crisis
management as serious disruption can occur to the business through
events which would not normally be classified as a crisis.
Explanatory
Mandatory
Optional
Interactions
Co-ordinate Business Continuity

Brief Description
Manage the development of strategies, policies, plans, organizational
roles & responsibilities, and escalation procedures for ensuring
continuation of business processes and activities in the event of
serious and/or sustained interruption. These processes ensure that
appropriate plans and procedures are established and tested to
provide continuous operation, or controlled re-establishment, of key
business processes and activities, to provide for a controlled recovery
of infrastructure capability to normal levels, and for determination of
operational accountability and processes until the abnormal
circumstances are resolved.
Page 1349 of 1540

Explanatory
Mandatory
Optional
Interactions
Plan Business Continuity

Brief Description
Business continuity planning which provides for the proactive planning
and testing of business and operational procedure continuity
Explanatory
Mandatory
Optional
Interactions
Plan Infrastructure Recovery

Brief Description
Infrastructure recovery planning which provides for the pro-active
determination of recovery and backup procedures for all key
infrastructure capabilities, and their proactive testing
Page 1350 of 1540

Explanatory
Mandatory
Optional
Interactions
Plan Serious Incident Management

Brief Description
Serious incident management planning which defines the operational
roles and responsibilities, and proactively defines the operational
procedures and escalation criteria which are initiated when abnormal
operation circumstances occur. Note that serious incident management
is used instead of crisis management as serious disruption can occur to
the business through events which would not normally be classified as
a crisis.
Explanatory
Mandatory
Optional
Interactions
Manage Business Continuity Methodologies

Brief Description
Business continuity management methodologies, which ensure
consistent application of business continuity management across the
enterprise. Note that business continuity management is an extended
process structure which incorporates disaster recovery planning
Page 1351 of 1540

Explanatory
Mandatory
Optional
Interactions
1.7.2.2 Security Management
Figure 343. 1.7.2.2 Security Management decomposition
Security Management
Brief Description
Security Management processes assess threats to the enterprise and
provide capabilities and controls to minimize the threats identified.
These processes are responsible for setting Security Management
corporate policies, guidelines, best practices and auditing for
compliance by the enterprise. In the information and communications
technology (ICT) service provider domain, Security Management is a
systematic and continuous series of processes and behaviors which
assure the confidentiality, availability, and integrity of the Enterprises
critical ICT assets.
Security Management processes assess threats to the enterprise and
provide capabilities and controls to minimize the threats identified.
These processes are responsible for setting Security Management
Page 1352 of 1540

corporate policies, guidelines, best practices and auditing for

compliance by the enterprise. In the information and communications
technology (ICT) service provider domain, Security Management is a
systematic and continuous series of processes and behaviors which
assure the confidentiality, availability, and integrity of the Enterprises
critical ICT assets. For ICT service providers, such assets can also
include customer and partner data and resources. Effective Security
Management is essential for an ICT service provider to meet its
fiduciary and legal obligations, business/mission objectives, and
customer expectations. Security Management addresses both internal
and external sources of security threats as it provides computer
network protection and defensive services. Security Management
processes include:1) Prevention; 2) Monitoring ; 3) Analysis; 4)
Detection 5) Incident Management.
Security management deals with enterprise exposure to loss of value
or reputation through threats or security violations. Proactive Security
Management processes identify areas of threat to the enterprise
(covering both internal and external sources of threat), and monitor
industry trends and best practice approaches to ensure that the
enterprise remains at the forefront of security management threat
minimization. Areas of threat can be physical (e.g. break-ins or terrorist
incident, inappropriate use of network) or logical (e.g. inappropriate
access to and use of information technology). The processes support
the categorization and prioritization of areas of threat. These processes
define the policies, guidelines, practices and procedures to be followed
and provide assistance to the enterprise operational areas to deploy
appropriate physical infrastructure, procedures and monitoring
capabilities. Reactive Security management processes deal with the
establishment of tools and data collection capabilities to capture
details of operation activity, analysis of monitored activity to detect
potential threats/security violations, and forensic investigations to
determine whether the potential threat is imminent or a security
violation has occurred, and the potential or actual perpetrators.
Security Management processes interface to external security, police
and/or investigative organizations. These processes strongly interact
with Fraud Management and have common elements and information
services and communications specific elements. Security
Management processes are implemented at many levels of the
enterprise and at the user, system/network, etc. levels. Note that the
actual security monitoring, control and management procedures and
facilities are embedded in the operational infrastructure and processes
defined and deployed within the SIP and Operations process areas.
Note that Audit Management processes provide assurance that the
necessary control structures are in place, and provide an estimate to
the extent to which the procedures are followed and are effective.
Page 1353 of 1540

Explanatory
Mandatory
Optional
Interactions
Manage Proactive Security Management

Brief Description
identify areas of threat to the enterprise (covering both internal and
external sources of threat). Areas of threat can be physical (e.g. breakins or terrorist incident, inappropriate use of network) or logical (e.g.
inappropriate access to and use of information technology). The
processes support the categorization and prioritization of areas of
threat, and deal with enterprise exposure to loss of value or reputation
through threats or security violations. These processes strongly
interact with Fraud Management and have common elements and
information services and communications specific elements.
Explanatory
Mandatory
Optional
Interactions
Monitor Industry Trends for Security Management

Brief Description
Monitor industry trends and best practice approaches to ensure that
Page 1354 of 1540

the enterprise remains at the forefront of security management threat

minimization.
Explanatory
Mandatory
Optional
Interactions
Define Security Management Policies & Procedures

Brief Description
Define the policies, guidelines, practices and procedures to be
followed. Responsible for setting Security Management corporate
policies, guidelines, best practices and auditing for compliance by the
enterprise. Security Management addresses internal and external
sources of security violations. . Note that Audit Management processes
provide assurance that the necessary control structures are in place,
and provide an estimate to the extent to which the procedures are
followed and are effective.
Explanatory
Mandatory
Optional
Interactions
Assist with Security Management Deployment

Page 1355 of 1540

Brief Description
Provide assistance to the enterprise operational areas to deploy
appropriate physical infrastructure, procedures and monitoring
capabilities. Security Management processes are implemented at many
levels of the enterprise and at the user, system/network, etc. levels.
Explanatory
Mandatory
Optional
Interactions
Manage Reactive Security Management

Brief Description
Deal with the establishment of tools and data collection capabilities to
capture details of operation activity. Note that the actual security
monitoring, control and management procedures and facilities are
embedded in the operational infrastructure and processes defined and
deployed within the SIP and Operations process areas. These processes
strongly interact with Fraud Management and have common elements
and information services and communications specific elements.
Explanatory
Mandatory
Optional
Interactions
Page 1356 of 1540

Detect Potential Security Threats & Violations

Brief Description
analysis of monitored activity to detect potential threats/security
violations
Explanatory
Mandatory
Optional
Interactions
Investigate Potential Security Threats & Violations

Brief Description
Forensic investigations to determine whether the potential threat is
imminent or a security violation has occurred, and the potential or
actual perpetrators.
Explanatory
Mandatory
Optional
Interactions
Define Security Management Prevention

Page 1357 of 1540

Brief Description
The specification of baseline security controls and operational policies
to be deployed to the Enterprise. In this process, the organization
makes decisions (funding, staffing, R&D, testing, monitoring, etc. about
what assets (tangible and intangible) to protect, using what particular
means, and at what target assurance levels. These decisions must be
informed not only be technical options, but also by perceived asset
value and threat probability.
These is typically done by conducting
Vulnerability Management, Threat Assessment, and Risk Mitigation
processes. Within the Prevention process the organization selects,
designs and specifies a baseline set of security controls, including
operational policies, to be applied to its managed resources and
services to include Secure Configuration policies and procedures.
Explanatory
Mandatory
Optional
Interactions
Define Monitoring to Facilitate Security Management

Brief Description
Policy-based multimodal (active/passive, dynamic/scheduled)
collection, filtering, aggregation, distribution, and retention of relevant
data. Within the Monitoring process the organization collects and
retains relevant data emanating from or associated with a given set of
managed resources and services. Baseline Monitoring policies are best
developed as an integral part of the Prevention process, and applied as
part of the Configuration process. Such policy-based Monitoring will
tend to reflect the multi-modal nature of the activity to include, for
example, active and/or passive collection methodologies and dynamic
and/or scheduled temporal constraints.
Page 1358 of 1540

Explanatory
Mandatory
Optional
Interactions
Define Security Management Analysis

Brief Description
Policy-based assessment of collected/correlated data for events or
trends of interest. Analysis may apply correlation and other functions
over the collected data to form a more complete and accurate picture
of events and conditions for example, to detect patterns and trends
that would not otherwise be visible. Ideally, policy-based assessment
methodologies are used in analysis, with those policies also being
specified as an integral part of the Prevention process.
Explanatory
Mandatory
Optional
Interactions
Define Security Management policies & procedures to facilitate detection

incidents
Brief Description
Policy-based recognition of a possible incident. Within the Detection
process the organization gains an awareness that Analysis has
detected an anomaly relative to expected results -- and that a
possible incident may be occurring or may have occurred. At this
Page 1359 of 1540

stage, automated policy-based remediation may still be possible i.e.,

without invoking Incident Management.
Explanatory
Mandatory
Optional
Interactions
Define Incident Management policies and procedures

Brief Description
ITSM-based incident management practices. Within the Incident
Management process the organization leverages ITSM-based incident
management practices in response to a Warning. Incident
Management will identify necessary Response & Recovery actions that
may be conducted by Business Continuity Mgmt. processes or within
Operations/Assurance.
Explanatory
Mandatory
Optional
Interactions
Page 1360 of 1540

1.7.2.3 Fraud Management
Figure 344. 1.7.2.3 Fraud Management decomposition
Fraud Management
Brief Description
The Fraud Management process entry point is further disseminated
into 2 sub functions: Policy Management and Operations Support
Fraud Management is chartered within an operator to conduct 2
primary functions within the operators business model: Create and
maintain a fraud policy (enabling methods, activities, and other
procedures to detect, prevent, and manage discovered fraud instances
within the operator), and support of fraud operations (creation and
management of rules, lists, tools/solutions used for detections, staff
education, etc.).
The objective of the Fraud Management in general is to detect fraud
risks, activities, and other violations, as well as to detect and prevent
the re-surfacing of known fraudulent activities, individuals, and
syndicates. Proactive detection processes are preferable to reactive
mitigation and management of existing fraud, hence the importance of
policy and support functions to provide tools to operational
components in the enterprise to prevent fraud before it becomes
harmful to the business. Inevitably, reactive processes must also be
supported, as fraud tactics are in a continual state of change, posing a
constant threat to operators.
Explanatory
Page 1361 of 1540

Mandatory
Optional
Interactions
Fraud Policy Management

Brief Description
Establish and manage all intra-team, enterprise-wide, and external
facing policies to facilitate detection, management, and prevention of
fraudulent activities
The objective of Fraud Policy Management is to manage and maintain
all policies necessary for successful fraud program operations within a
carrier. Depending on the product offerings, geographic region served,
demographics of the subscriber base, partner (e.g., wholesale)
environment, internal network structure, budget, and other factors,
fraud policies will vary across operators, with unique requirements for
fraud policies prevalent in each case. Practices and processes for
detection, investigation, ongoing education, tool uses, feedback of
identified frauds, external interactions (partners, LEAs), etc. comprise
areas within scope of Fraud Policy Management.
Explanatory
Mandatory
Optional
Interactions
Fraud Operations Support

Brief Description
Fraud Operations Support serves as the enabling function for fraud
Page 1362 of 1540

prevention, ongoing fraud detection, and overall threat reduction

practices.
Fraud Operations Support has a primary role as a preventative entity
within Fraud Operations overall. The Support process objective is to
enable the ongoing detection, investigation and actions functions of
Fraud Operations but also to support, in a proactive manner, the
threats identification and Fraud avoidance functions through
preventative information collection, monitoring the business for
changes (and counsel the business when those changes expose a
threat for fraud) and to manage fraud learnings back into the business
via list management, rule enhancements, etc.
Explanatory
Mandatory
Optional
Interactions
Fraud Operations Management

Brief Description
Fraud Operations is the core functional team tasked with the detection,
investigation, resolution, quantification, and prevention actions to deal
with suspicious and fraudulent activities and entities.
While fraud operations is responsible for the 24x7 actions associated
with protecting the business from existing and future fraud threats, the
team also will provide communications to additional audiences of fraud
activities, including:
1. Internal audiences: Other departments as necessary to support
fraud investigations and corrective actions, and senior business
owners, stakeholders, and executives to illustrate progress, risks, and
needs to increase effective protection around the business
2. External audiences: Other operators through the course of
information sharing (e.g., fraud types and tactics to protect,
investigative needs, etc.), and LEAs for purposes of managing more
significant threats and fraud generating individuals and syndicates.
Page 1363 of 1540

Fraud Operations is divided into 3 primary functional groups:

Information and Data Processing, Fraud Analysis, and Fraud Actions.
Each functional group will be defined further in the following process
sections.
Explanatory
Mandatory
Optional
Interactions
1.7.2.3.1 Fraud Policy Management
Figure 345. 1.7.2.3.1 Fraud Policy Management decomposition
Fraud Policy Management

Brief Description
Establish and manage all intra-team, enterprise-wide, and external
facing policies to facilitate detection, management, and prevention of
fraudulent activities
Page 1364 of 1540

The objective of Fraud Policy Management is to manage and maintain
all policies necessary for successful fraud program operations within a
carrier. Depending on the product offerings, geographic region served,
demographics of the subscriber base, partner (e.g., wholesale)
environment, internal network structure, budget, and other factors,
fraud policies will vary across operators, with unique requirements for
fraud policies prevalent in each case. Practices and processes for
detection, investigation, ongoing education, tool uses, feedback of
identified frauds, external interactions (partners, LEAs), etc. comprise
areas within scope of Fraud Policy Management.
Explanatory
Mandatory
Optional
Interactions
Tool Policy Management

Brief Description
Establish and manage all policies related to the employment, use, and
maintenance of tools and/or solution platforms used in fraud detection,
investigation, and management.
The objective of Tool Policy Management is to provide oversight to the
entire lifecycle of a fraud tool or solution within the organization. This
includes several key components:
1. Identification of the need for a tool or solution. This will include the
creation of business case materials needed to support the need for
investment in technology to replace manual operations or enhance
volumes of data being analyzed, etc. This process will also be the
origination point for requirements vetting, collecting, and aggregation
into RFx issuance, and the subsequent review and scoring of responses
received.
2. Deployment scope and project management of any tool or solution.
While the operator often contains an internal PMO for deployment
activities/oversight, actual requirements needed by the Fraud program
Page 1365 of 1540

must be represented and ensured by the policy process.

3. Staff preparation. Use of technology requires training in both the
use of the technology and the fraud domain itself to understand rules
and processes being employed by tools. The policy process must
identify and maintain the necessary staff requirements to operate tools
to the full extent of their deployed capabilities.
4. Ongoing process and rule enhancement. Tools are subject to
modifications and enhancements necessary to address constant
changes within the fraud environment. The policy process must
maintain guidelines on when rules and processes may be enhanced or
updated.
5. Access to fraud tools and systems. Tools within the fraud
environment have access to particularly sensitive information that
require increased levels of security. Policies must be in place to
determine who is allowed access to these tools, and specifically, what
actions they are allowed to perform within these fraud tools. For
example, configuration of rules for detection should be performed by
appropriate staff to ensure fair yet thorough application of any given
rule. General staff within an organization should not have access to
this information or configuration capability.
6. Roadmap development. As needs of the fraud program change, tool
support inevitably must also evolve. In cases where tool capabilities
do not meet the needs for growth, requirements for enhancements
must be maintained within the policy process, and made available to
tool developers and/or to subsequent RFx issuing. It is important to
examine existing tools within other departments for possible
integration or re-use as part of this process.
Explanatory
Mandatory
Optional
Interactions
Analysis and Identification Policies

Brief Description
This process serves as a repository of M&P (Methods and Procedures)
information that maintains best practices for fraud analysis and
identification work.
Page 1366 of 1540

Within the fraud practice, certain processes are formulated to provide
consistency and control around analysis of suspected fraud and the
supporting investigative work to determine whether a given case is, in
fact, fraud. Analysis and identification procedure policies may include
M&P information covering:
- When an issue is eligible for investigation (e.g., meeting certain
alarming criteria, having a high enough financial value, etc.).
- How issues are prioritized once deemed eligible for investigation
(ranking in work queue, assignment to rapid teams vs. longer term
investigation teams, etc.)
- What investigative processes are involved (e.g., internal process
investigation, external agency investigation, internal network or
system investigation, etc.)
- Which individuals should conduct specific investigative steps (some
steps may involve managerial levels for information access, etc.)
- What supporting information may be necessary to conduct
investigative analysis
- What criteria should be met to deem an incident as actual fraud
- What follow-up actions or steps are taken at the close of an incident
(rules changes, policy changes, process changes, etc.)
The Analysis and Identification policies should not only contain this
information, but also be able to provide this information as a guide to
analysts, readily available and easily employed.
Explanatory
Mandatory
Optional
Interactions
Fraud Classification Management

Brief Description
This process serves as a repository of all fraud classifications pertinent
to the operators business model.
Page 1367 of 1540

The management and control of fraud classification information is an
ongoing effort within any operator. Not only is this information
constantly growing internally within any given operator, but the
available information externally is growing even more rapidly (other
operators, industry standards and bodies, LEAs, etc.). Management of
this information is critical to the success and efficiency of any fraud
protection program.
Internal management tasks:
1. Collection and version control of detected and confirmed frauds
2. Management of M&Ps (Methods and Procedures) around each fraud
type to:
a. Detect (e.g., applicable rules)
b. Investigate
c. Resolve (external interactions with LEAs, service interruptions, etc.)
External management tasks:
1. Access to fraud classifications and detection practices within the
industry
2. Access to fraud types that do not match the operators business
model - fraud appearing in mobile technology may soon arrive in
varied form in IPTV, for instance. Access to a library of other fraud
information will only benefit an operator over time. Examples that may
be shared within a library include:
a. Hotlist B Database
b. New fraud patterns
c. New security and/or business loopholes exploited by fraudsters
Explanatory
Mandatory
Optional
Interactions
Internal Process Policies

Brief Description
Page 1368 of 1540

information that maintains best practices for internal process

navigation.
Through the course of fraud program operations, other areas within the
business will often need to be engaged as part of investigative actions,
corrective actions, etc. This process serves as the set of guidelines
needed to understand at what points external support (outside of a
fraud core team) is necessary, and what actions could be expected to
be performed by those external teams. This process will also contain
pertinent contact information of trusted, qualified individuals within
those external teams that may be used for fraud program work.
Explanatory
Mandatory
Optional
Interactions
LEA (Law Enforcement Agency) Interaction Policies

Brief Description
information for interactions with Law Enforcement Agencies (LEAs).
Fraud teams will, from time to time, find it necessary to interact with
LEAs for the purposes of investigating suspected fraud, understanding
the scope of a fraud, understanding the legality of a fraud, assisting
LEAs in placing a financial value on a fraud (to determine level of
prosecution available), and to understand the syndicated network that
may be involved. Several pieces of information must be maintained
within this process, including:
1. Criteria for when LEAs should be involved in fraud response
activities, including materials that may be supplied to support
investigations without breaching confidentiality, etc.
2. Criteria under which the operator can and should assist LEAs in their
investigations (not initiated by the operator), including materials that
may be supplied, confidentiality restrictions, SLAs, cost sharing, etc.
3. Specific contacts within LEAs that may be utilized as liaisons
Page 1369 of 1540

4. Cases under which certain LEA jurisdictions should be contacted

(e.g., city, regional, national, or international LEAs)
5. Cases under which multiple levels of LEAs may be required to be
engaged
In situations where simple service interruption or collection actions are
not enough to resolve the magnitude of a fraud case, LEAs serve as a
valuable asset to not only compel fraudsters to cease activities and
provide restitution, but to also prosecute more serious offenses and
seize equipment, technology, and information that may have been
used to perpetrate the fraud.
Explanatory
Mandatory
Optional
Interactions
External Operator Interaction Policies

Brief Description
information for interactions with External Operators.
One of the key preventative measures available to any operator is
information sharing with other operators. Considering the number of
operators globally today, there is a vast amount of information around
fraud types, methods, detection practices, etc, that (if available
between operators) could save considerable time, money, and effort
within any given operator. However, policies do need to be in place to
guard against the sharing of sensitive information that could, in fact,
harm the sharing operator. This may include information that could
benefit a competitor or trading partner, causing financial loss,
decrease in market share, or exposure of competitive advantage.
Explanatory
Mandatory
Page 1370 of 1540

Optional
Interactions
Internal Ethics Policies

Brief Description
This process contains specific policies relating to internal staff conduct,
and outlines what may be determined as a breach of that conduct and
associated penalties.
The success of an operator is determined by many factors. One of the
key factors relates to the experience and conduct of the internal staff.
Certain actions by internal staff could result in harm to the operator in
terms of financial loss, loss of customers, or loss of sensitive internal
information. Policies need to be constructed and maintained within the
operator that outline the conduct that is expected of employees, and
also what is considered a breach, or violation, of that conduct.
Additionally, penalties associated with breach or violation should also
be explained within these policies (e.g., prosecution, termination, etc.).
Specific policy areas to address include, but are not limited to:
1.
2.
3.
4.
Internal communications
Partner communications
Customer communications
System access and use
This overall set of policies should be in the form of a document signed

by all employees, and maintained within their employee records.
Additional policies should also be maintained for Fraud Team members
within the operator. These policies should be included within an
addendum document, signed by each Fraud Team member. While all
employees will have signed conduct agreements, staff working within a
Fraud department will have access to particularly sensitive systems
and information relating to internal and external fraud issues, which
will require an increased level of confidentiality, privacy, and most
importantly, security, beyond what general staff will be held
accountable.
Explanatory
Page 1371 of 1540

Mandatory
Optional
Interactions
1.7.2.3.2 Fraud Operations Support
Figure 346. 1.7.2.3.2 Fraud Operations Support decomposition
Fraud Operations Support

Brief Description
Fraud Operations Support serves as the enabling function for fraud
prevention, ongoing fraud detection, and overall threat reduction
practices.
Fraud Operations Support has a primary role as a preventative entity
within Fraud Operations overall. The Support process objective is to
enable the ongoing detection, investigation and actions functions of
Fraud Operations but also to support, in a proactive manner, the
threats identification and Fraud avoidance functions through
preventative information collection, monitoring the business for
changes (and counsel the business when those changes expose a
Page 1372 of 1540

threat for fraud) and to manage fraud learnings back into the business
via list management, rule enhancements, etc.
Explanatory
Mandatory
Optional
Interactions
Intelligence Gathering
Brief Description
Intelligence Gathering is the process by which threats to the business
are understood via information analysis from a variety of sources, both
internal and external.
Intelligence Gathering is one of two primary proactive process groups
by which fraud management practices are able to aggressively address
fraud issues, preferably before those issues are executed against the
operator. Intelligence gathering processes and methods serve as one
of the operators first lines of defense to fraud attacks, and are a
critical path to understanding threats currently outside the operators
business. Four sub processes comprise Intelligence Gathering:
1. External Sources: Intelligence about fraud attacks, methods to
detect, methods to correct, and possible legality issues are collected
and managed within this process step. Sources may include:
a. Other operators: Collective information about fraud attacks is
frequently shared between operators as a best practice to help protect
everyone
b. LEAs: Law Enforcement Agencies where information about legality
of the threats, punishment available by law, methods to detect, etc.,
may be obtained
c. Industry support bodies: Fraud protection forums including TM
Forum, GSM Fraud Forum, CFCA, FIINA; Credit bureaus
d. Other industries: General utilities, healthcare, insurers, etc., where
identity theft practices and other frauds also occur
2. Customer Behavior Analysis: By understanding behaviors that lead
to fraud activity, patterns associated with these behaviors can be
Page 1373 of 1540

identified and isolated. Once isolated, patterns of activities across all

customers may be monitored for similar patterning that would lead to
alarms and analysis much earlier in an attempted fraud activity.
3. Customer Contacts: Frequently fraud activities conducted by an
individual or syndicate (defined for this instance as an organized
group) will also involve other parties that may not be directly
associated with the fraud, but are knowledgeable of the activity. While
the individual(s) initiating the fraud may be isolated and the attack
halted, care should be taken to understand the associated parties
within the communications patterns of the initiating fraudsters.
Attacks may resume via these individuals, and therefore close
monitoring of this chain of parties is warranted. Note that none of
these individuals (that either started the attack or were part of the
communications patterns) may be direct customers of the targeted
operator.
4. Whistleblower: A Whistleblower is defined as an individual that
identifies fraud activity to an operator. This individual is most often an
internal employee (revealing internal fraud activity), but may also be
an external party otherwise unaffiliated with the operator. Several
operators have encouraged internal whistle blowing by offering
incentives as part of normal operator policy to reward those people
that bring fraud attacks to the attention of the fraud management
team.
Explanatory
Mandatory
Optional
Interactions
Threat Reduction and Avoidance

Brief Description
Threat Reduction and Avoidance is the process by which threats are
identified in a proactive manner, to minimize risk to the business prior
to an attempted attack.
Threat Reduction and Avoidance is the second of two primary proactive
processes (along with the aforementioned Intelligence Gathering) to
Page 1374 of 1540

minimize the risk of possible fraud attacks. Within this process several
protective steps are taken to ensure risk to the business is mitigated as
much as possible as an ongoing practice. Three sub processes
comprise the carriers ability to reduce and avoid threats:
1. Propagate Black Lists: As fraud attacks are identified and confirmed,
those individual(s) and any aliases are collected and managed within
black lists. These lists should be used as a tool to protect the operator
against re-issue of services to those on the list. Understanding that
the list will be in a constant state of growth over time, an operator will
undoubtedly encounter a black listed name belonging to a completely
unassociated and innocent individual. Consequently, operators should
consider investigation of those cases prior to denial of services, in
hopes of not excluding legitimate, non-fraud customers.
2. Staff Vetting: Operators should conduct thorough background and
security checks on individuals that will have access to sensitive and
otherwise vulnerable areas within the operators business (access to
network systems, billing systems, customer records and accounts,
financial data, etc.). Internal fraud is a substantial threat to every
operator, and depending on the employees area of access, periodic rechecks of backgrounds of existing employees is not unreasonable.
3. Customer Education: Certain fraud types are often unable to be
blocked by operators, and may victimize an operators customer base
while also causing loss to the operator (e.g., customer credits given).
In these situations, proactive steps should be initiated by the operator
to educate their customer base on behavioral changes and/or methods
that will help to prevent these fraud types from occurring. This may be
in the form of press releases, PSAs (Public Service Announcements),
and even direct customer contacts.
4. Risk Reviews: Risk Reviews are conducted throughout the business
on recurring, non-standard intervals. Risk reviews should focus on
threats and vulnerabilities across (at least) the following targets within
the operators business:
a. Current operations and processes
b. Proposed new operational processes
c. Current products
d. Proposed new products
e. New systems within the network
f. Etc.
Explanatory
Mandatory
Optional
Page 1375 of 1540

Interactions
System Configuration Management

Brief Description
System Configuration Management serves as the support process to
maintain critical reference and configuration data. This process applies
to operators with manual and automated fraud management data
analysis capabilities.
System Configuration Management is responsible for generating,
implementing, and maintaining all critical lists and rules libraries. This
process must remained tightly interfaced with the fraud analysis and
determination activities to ensure lists are maintained as current, and
that rules are properly deployed and utilized. Three primary sub
processes are driven within System Configuration Management:
1. Hot Lists: Hot lists contain patterns of activity and behavior of past
fraudsters. These patterns may be analyzed against current patterns
of activities within the network to detect re-emergence of fraud
activity.
2. Black Lists: These list(s) contain names/identities of prior known
fraudsters, and should be continually checked against new subscribers.
This should also include altered identities through a variety of
methods.
3. Rules Library and Configurations: All rules associated with fraud
detection are maintained within this sub process. The challenge facing
operators with rules management goes beyond the simple
configuration of rules; an operator must also continue to review rule
performance (ability to capture fraud, sensitivity to capture fraud vs.
creating false positive alerting, etc.). Additionally, rules are
constantly changing and growing based on changing dynamics in
networks, products, systems, internal processes, subscriber base, etc.
4. Alarm threshold management: Based on results of Fraud
Determination (within process identifier 1.2.2), threshold adjustments
will need to made to either correct for false positive alarming, or to
increase threshold sensitivity to detect additional suspected fraud
situations. This process connection is illustrated within figure 5
Overall Process Diagram.
Explanatory
Page 1376 of 1540

Mandatory
Optional
Interactions
1.7.2.3.3 Fraud Operations Management
Figure 347. 1.7.2.3.3 Fraud Operations Management decomposition
Information and Data Processing

Brief Description
This process is the ongoing processing of information and data against
rules designed to detect threats, and the subsequent alerts and alarms
resulting from rule violations and other detection processes.
Fraud operations in general should be receiving data almost
continuously, and analysis of the received data should take place
without delay where possible. Earlier processing and/or analysis of
datasets enables not only more rapid detection of fraud, but also the
subsequent ability to take meaningful action to stop fraudulent
activities before (any) damage is incurred by the business. There are 3
primary functional areas within this process to address and define:
Page 1377 of 1540

1. Rule Processing: During rule processing activities, information and

data is passed through rules either through automated (technologybased) means or other manual processes. Depending on the volume
of data and the complexity of the rules (interdependencies, aggregated
or weighted triggering, etc.), increasing levels of technology will be
necessary to quickly implement rules against data and determine the
results.
2. Alert Generation: Configuration of alerts. Alerts may be generated
when certain expected conditions are not met, including missing
dataset delivery, failure to act on investigation requests (escalations),
etc. Alerts may also be issued when certain conditions are exceeded,
including excessive alarm quantities resulting from loose rules
producing false positive results.
3. Alarm Generation: Configuration of alarms. Alarms are typically the
result of detected events or activities that are suspicious and should be
investigated as possible fraud. Alarms may be the result of single rule
violations, or of multiple rule violations that contribute to weighted
levels of suspicion (more complex scenario) etc.
Other functions may also include the configuration of supplementary
reports for scenarios not configured through rules and alarms as listed
above.
The configuration of rules, alerts, and alarms should be governed by
policies as described in the 1.1.x processes for Fraud Management.
Additionally, the procedures that should be followed as a result of the
issuance of an alert or alarm should be governed by policies as
described within the 1.1.x processes for Fraud Management.
Explanatory
Mandatory
Optional
Interactions
Fraud Analysis
Brief Description
This process is the ongoing activity of investigating, diagnosing, and
Page 1378 of 1540

implementing controls to both prevent fraud and minimize existing

fraud impacts.
Fraud Analysis is comprised of a series of sub processes that act as
guidelines for activities conducted by the analysis team. Each sub
process is part of a linear flow that also includes feedback into action
and support processes, as described below.
1. Alarm Assessment: As data processing triggers alarms of suspected
fraud, the assessment activity is the first point at which initial triage of
the alarm(s) is conducted. During the assessment, the analyst should
determine, based on business rules, the initial validity of the alarm, a
priority of the alarm (based on value, affected systems, or other
criteria), and the appropriate team that would need to address the
alarm (e.g., billing, wholesale partner, network, etc.).
2. Alarm Investigation: Once initial assessment has occurred, the
alarm is then forwarded to an investigation activity that typically
begins as an internal function. During investigation additional data
may be accessed, scope of the issue may be ascertained, and an
overall understanding of the issue will need to be achieved before
determining whether the issue is, in fact, fraud. During this process
initial actions may be invoked (e.g., disrupted service) to prevent
further loss/risk prior to customer contact and/or fraud determination
work.
3. Contact Customer: Once internal investigations have gathered all
information available, a customer contact may be necessary to
understand customer intention, validity of the subscriber, etc. This is
the final process performed prior to reaching a fraud decision. If no
customer is directly involved, this step may not be necessary (e.g.,
Dealer Fraud, Internal Fraud).
4. Fraud Determination: Once all information is collected from internal
and external investigations, a fraud determination is made. If the
decision is that the issue is not fraud, all investigative materials and
findings are then passed onto the Fraud Actions process (1.2.3) for
closure, and the Support process (1.3.3) for enhancement of rules and
configurations to possibly avoid recurrence of this alarm condition. If
the decision is that the issue is, in fact fraud, similar subsequent
activities will occur: First, the issue is referred to the Fraud Actions
(1.2.3) process to properly handle actions to stop the fraud, initiate
collections and legal actions, etc. Second, all investigative materials
and findings are then passed onto the Support process (1.3.3) for
enhancement of rules and configurations to hotlists, blacklists, and any
refinement needed to possibly capture the issue more rapidly.
5. Recording and Reporting: After the determination is made as fraud
or not fraud, activities associated with the analysis are finally passed
Page 1379 of 1540

into recording of actions, and reporting of recoveries, time to capture

and correct, and preventative actions now in process.
Explanatory
Mandatory
Optional
Interactions
Fraud Actions
Brief Description
This process contains all possible actions necessary to manage an
issue following determination as fraud or not fraud.
Fraud Actions is comprised of a series of sub processes that act as
guidelines for activities to be performed based on the issue being
determined as fraud or not fraud. Each sub process is capable of being
a stand-alone process (not dependent on other Actions sub processes),
however more than one of these Actions may be used to help bring any
given issue to appropriate closure.
1. No Action: If an issue is determined to not be fraud, the issue is
closed and archived as part of this process. Concurrent flows to
Support and Reporting have also occurred to adjust rules, etc, as a
result. No further action is required. Note: A feedback to the System
Configuration Management process should be considered in this case,
for possible alarm threshold adjustment, whitelist updates, etc. This
process path is denoted in Figure 5: Overall Process.
2. Adjust Customer Billing: Certain fraud instances result in customers
being the victim in addition to the operator. In these cases, extent of
customer damage needs to be quickly ascertained and corrected in the
customers billing and/or services. While the determination of the
damage is typically performed by the fraud team, the actual Customer
Billing corrective action is usually performed by a Customer Care Team,
based on information forwarded by the Fraud Team.
3. Legal or LEA (Law Enforcement Agency) Action: If an issue is
determined to be fraud and significant financial loss, contract breach,
or other illegal activities have occurred, the operator may seek
Page 1380 of 1540

recourse via the legal system. This may be via civil reparations and/or
criminal charges. This sub process will utilize the operators policies
(1.1.5) to determine whether attorney, law enforcement, or other
assistance is needed. This sub process will also use the same policies
to determine and collect supporting information that will be necessary
for those external agencies to properly pursue their activities.
4. Terminate Customer: If an issue is determined to be fraud and the
operator deems the issue to be of enough magnitude to warrant
termination, this process will conduct the termination of the customer
(e.g., initiate the disconnect order).
5. Dismiss Staff: If an issue is determined to be fraud and/or a
substantial violation of internal operator policies and internal staff have
been found responsible, termination of the staff may be initiated at this
step. Fraud team findings for ethics policy violations, fraud
investigative results, etc, should be forwarded to Human Resources,
where appropriate actions will be initiated. Of important note: Staff
negligence resulting in fraud is sometimes inappropriately diagnosed
as intentional when, in fact, accidental actions may have exposed the
operator to the fraud. Care should be taken to fully understand the
circumstances around which the internal employees actions caused or
help cause the fraud.
6. Process Change: If an issue is determined to be fraud, future
preventative steps may include business process change in addition to
fraud detection rule enhancements. Business process may have, in
fact, allowed the fraud to occur, therefore the first step in prevention
should happen well before a rule should capture the condition. This
process will need to interface with the business to identify candidates
for process change and present those to the appropriate business
stakeholders.
Explanatory
Mandatory
Optional
Interactions
Fraud Operations Management

Brief Description
Fraud Operations is the core functional team tasked with the detection,
Page 1381 of 1540

investigation, resolution, quantification, and prevention actions to deal

with suspicious and fraudulent activities and entities.
While fraud operations is responsible for the 24x7 actions associated
with protecting the business from existing and future fraud threats, the
team also will provide communications to additional audiences of fraud
activities, including:
1. Internal audiences: Other departments as necessary to support
fraud investigations and corrective actions, and senior business
owners, stakeholders, and executives to illustrate progress, risks, and
needs to increase effective protection around the business
2. External audiences: Other operators through the course of
information sharing (e.g., fraud types and tactics to protect,
investigative needs, etc.), and LEAs for purposes of managing more
significant threats and fraud generating individuals and syndicates.
Fraud Operations is divided into 3 primary functional groups:
Information and Data Processing, Fraud Analysis, and Fraud Actions.
Each functional group will be defined further in the following process
sections.
Explanatory
Mandatory
Optional
Interactions
1.7.2.4 Audit Management
Figure 348. 1.7.2.4 Audit Management decomposition
Page 1382 of 1540

Audit Management
Brief Description
Provide assurance to senior management and the enterprise Board
that the enterprise processes and controls are effective and conform to
relevant adopted standards.
Audit Management processes provide assurance to senior
management and the enterprise Board that the enterprise operational
processes and controls are effective and conform to relevant adopted
standards (which may be externally imposed or internally adopted).
Audit Management processes may be managed by external
independent organizations, or by internal groups within the enterprise,
but in either case are designed to support senior management/Board
assurance. They can also be used proactively to develop risk
assessment methodologies, scoring systems, and advice to operational
groups who are responsible for the operations processes. However, the
assurance role of the processes is more related to reactive assessment.
The processes identify, prioritize and manage audit programs, define
the audit policies and procedures, assess operational activities to
ensure necessary or mandated control structures are in place, and
provide an estimate to the extent to which the procedures are followed
and are effective. The processes ensure that appropriate reports
relating to compliance and capability are provided to senior
management/Board within appropriate defined timeframes. The
processes define the audit approach to be used depending on the
circumstances, as well as the risk assessment methodology and
scoring approach to be used.
Explanatory
Mandatory
Optional
Interactions
Define Audit Policy

Page 1383 of 1540

Brief Description
Define the audit policies and procedures
Explanatory
Mandatory
Optional
Interactions
Define Audit Mechanism

Brief Description
Define the audit approach to be used depending on the circumstances,
as well as the risk assessment methodology and scoring approach to
be used. Identify, prioritize and manage audit program
Explanatory
Mandatory
Optional
Interactions
Assess Operational Activities

Brief Description
Assess operational activities to ensure necessary or mandated control
structures are in place
Page 1384 of 1540

Explanatory
Mandatory
Optional
Interactions
Evaluate Operational Activities

Brief Description
Provide an estimate to the extent to which the procedures are followed
and are effective
Explanatory
Mandatory
Optional
Interactions
Report Audits
Brief Description
Provide assurance to senior management and the enterprise Board
that the enterprise operational processes and controls are effective
and conform to relevant adopted standards (which may be externally
imposed or internally adopted). Audit Management processes may be
managed by external independent organizations, or by internal groups
within the enterprise, but in either case are designed to support senior
management/Board assurance. T However, the assurance role of the
Page 1385 of 1540

processes is more related to reactive assessment. The processes

ensure that appropriate reports relating to compliance and capability
are provided to senior management/Board within appropriate defined
timeframes.
Explanatory
Mandatory
Optional
Interactions
Apply Audit Mechanisms Proactively

Brief Description
Use audit mechanisms proactively to develop risk assessment
methodologies, scoring systems, and advice to operational groups who
are responsible for the operations processes.
Explanatory
Mandatory
Optional
Interactions
Page 1386 of 1540

1.7.2.5 Insurance Management
Figure 349. 1.7.2.5 Insurance Management decomposition
Insurance Management
Brief Description
Assess and manage the insurable risks within an enterprise.
Insurance Management processes are responsible for assessing and
managing the insurable risks within an enterprise. These processes
identify areas and activities within the enterprise where risk aspects
are insurable, and analyze the cost/benefits of undertaking specific
insurance. These processes provide advice and consultancy to the
enterprise relating to insurance of local activities and programs. These
processes manage the engagement with the external insurance
industry, and administer insurance policies and portfolios. Depending
on the nature of the risk being insured, the Supply Chain Development
and Management processes are used to select an appropriate insurer,
in other cases where the number of insurance providers is small, the
negotiation process may be directly managed by these processes.
Explanatory
Mandatory
Optional
Interactions
Page 1387 of 1540

Identify Insurable Risks

Brief Description
Identify areas and activities within the enterprise where risk aspects
are insurable. Responsible for assessing the insurable risks within an
enterprise.
Explanatory
Mandatory
Optional
Interactions
Analyze Insurance Cost/Benefits

Brief Description
Analyze the cost/benefits of undertaking specific insurance
Explanatory
Mandatory
Optional
Interactions
Provide Insurance Advice

Page 1388 of 1540

Brief Description
Provide advice and consultancy to the enterprise relating to insurance
of local activities and programs
Explanatory
Mandatory
Optional
Interactions
Manage Insurance Portfolio

Brief Description
Manage the engagement with the external insurance industry, and
administer insurance policies and portfolios. Depending on the nature
of the risk being insured, the Supply Chain Development and
Management processes are used to select an appropriate insurer, in
other cases where the number of insurance providers is small, the
negotiation process may be directly managed by these processes.
Explanatory
Mandatory
Optional
Interactions
Page 1389 of 1540

1.7.2.6 Revenue Assurance Management
Figure 350. 1.7.2.6 Revenue Assurance Management decomposition
Revenue Assurance Management

Brief Description
Establish an enterprise-wide revenue assurance policy framework, and
an associated operational capability aimed at minimizing revenue
leakage within the enterprise, without influencing demand.
The objective of the Revenue Assurance Management processes is to
establish an enterprise-wide revenue assurance policy framework, and
an associated operational capability to resolve any detected revenue
assurance degradations and violations. Revenue Assurance
Management processes identify areas of revenue leakage risk within
the enterprise, and monitor industry trends and best practice
approaches to ensure that the enterprise remains at the forefront of
revenue leakage minimization. These processes support the
categorization and prioritization of areas of revenue leakage risk. To
achieve this, these processes define the policies, guidelines, practices
and procedures to be followed and provide assistance to the enterprise
operational areas to deploy appropriate procedures and monitoring
capabilities.
Revenue Assurance Management processes deal with the
establishment of tools and data collection capabilities to capture
details of operation activity, analysis of monitored activity to detect
and correct actual revenue leakage. These processes work in
conjunction with operational and other process elements to guide them
in supporting the specific needs of Revenue Assurance Management.
Where appropriate, Revenue Assurance Management processes
Page 1390 of 1540

supplement the capabilities of these other process elements, to control

and analyze the enterprise behavior relevant to Revenue Assurance
needs,
Establishing and managing a revenue assurance policy framework,
including identification of controls and measures
Establishing and managing an operational process capability able to
detect and resolve revenue assurance degradations and violations
Establishing and managing a capacity to regularly review the revenue
assurance policy framework to ensure it meets the enterprises
changing objectives.
Explanatory
Mandatory
Optional
Interactions
Manage Revenue Assurance Policy Framework

Brief Description
Establish and manage a framework of policies and measurable controls
that are used to manage the risk associated with revenue assurance
The objective of the Manage Revenue Assurance Framework process is
to establish and manage a framework of policies and measurable
controls that are used to manage the risk associated with revenue
assurance, and to optimize the enterprises appetite for revenue
assurance risk.
Establishing and managing a revenue assurance policy framework
which is aligned with the overall enterprise goals and objectives;
Developing a framework of controls and KPIs which achieves the
defined revenue assurance goals and objectives
Gaining enterprise-wide commitment to and knowledge of the
framework
Regularly reviewing the revenue assurance framework to ensure that
its outcomes remain aligned with the enterprises objectives.
The Manage Revenue Assurance Framework process has a specific
Page 1391 of 1540

responsibility in developing and defining controls and Key Performance

Indicators (KPIs) used for RA, in conjunction with operational and other
processes elsewhere in the enterprise. Where processes elsewhere in
the enterprise have an intrinsic capability to instrument their own
performance and behavior (as an aspect of operating effectively within
the business), the Manage Revenue Assurance Framework process
makes use of this capability, but can also provide guidance to these
processes in the form of modified, or additional, KPIs, required to
support the overall role of Revenue Assurance Management. This can
involve individual process elements throughout the enterprise (as
appropriate for the various aspects of Revenue Assurance Management
that apply), or may involve co-ordination across a number of process
elements where Revenue Assurance Management acts to provide an
integrated or coordinated view of the overall situation.
With regard to KPI definition, the Manage Revenue Assurance
Framework process establishes the objectives used to identify the
minimum level of satisfactory performance required for a given control
point or a process from an RA perspective, and works with other
process element in the enterprise to effect this.
With regard to development of Revenue Assurance controls, the
Manage Revenue Assurance Framework process applies policy-based
rules that represent the logical definition of comparisons performed on
entities, such as bills and call detail records. These are used together
with Revenue Assurance KPIs, to identify discrepancies from an RA
perspective.
Explanatory
Mandatory
Optional
Interactions
Manage Revenue Assurance Operations

Brief Description
Measure the actual revenue assurance performance at defined control
points against the expected performance, report anomalies and
manage resolution.
Page 1392 of 1540

Manage Revenue Assurance Operations processes measure the actual
revenue assurance performance at defined control points against the
expected performance, report anomalies and manage resolution.
Manage Revenue Assurance Operations processes encompass
managing, tracking, monitoring, analyzing, controlling and reporting on
revenue assurance performance as determined by assessing defined
KPIs measured against revenue assurance control points.
If the analysis identifies that a revenue assurance KPI violation has
occurred, this causes a Revenue Assurance violation to be raised, that
may in turn raise a Revenue Assurance Trouble Report. Following on
from this, processes are put in place to manage the resolution of the
performance violation
The Manage Revenue Assurance Operations processes will continue to
track the revenue assurance trouble report, ensuring that performance
is restored to a level required as defined by the acceptable range for
the KPIs.
Explanatory
Mandatory
Optional
Interactions
Support Revenue Assurance Operations

Brief Description
Support the Manage Revenue Assurance Operations processes by
managing requirements for infrastructure to support the operational
processes, and monitoring, managing and reporting on the capability
of the Manage Revenue Assurance Operations processes.
The objectives of the Support Revenue Assurance Operations
processes are twofold:
support the Manage Revenue Assurance Operations processes by
managing requirements for infrastructure to support the operational
processes, and
monitoring, managing and reporting on the capability of the Manage
Revenue Assurance Operations processes.
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Developing and maintaining a repository of revenue assurance KPIs to
support the Manage Revenue Assurance Operations processes;
Monitoring and analyzing the report produced by Operations
processes to identify potential revenue assurance problems that may
be arising across operational processes as a whole;
Establishing and managing revenue assurance data collection
requests from Manage Revenue Assurance Operations processes for
additional data to support revenue assurance performance analysis;
Monitoring of the Manage Revenue Assurance Operations processes
and associated costs (including where the processes extend to
infrastructure deployed and managed by third parties), and reporting
on the capability of the Manage Revenue Assurance Operations
processes;
Establishing and managing resource performance notification facilities
and lists to support the Manage Revenue Assurance Operations
notification and reporting processes;
Creating, deploying, modifying and/or upgrading of revenue
assurance infrastructure deployment support tools and processes for
new and/or modified revenue assurance infrastructure
Testing and acceptance of new and/or modified revenue assurance
infrastructure support tools as part of the handover procedure from the
Resource Development & Management processes
Detecting revenue assurance infrastructure operational limitations
and/or deployment incompatibilities and providing requirements to
address these aspects to Resource Development & Management
processes;
Explanatory
Mandatory
Optional
Interactions
Page 1394 of 1540

1.7.2.6.2 Manage Revenue Assurance

Operations
Figure 351. 1.7.2.6.2 Manage Revenue Assurance Operations decomposition
Manage Revenue Assurance Operations

Brief Description
Measure the actual revenue assurance performance at defined control
points against the expected performance, report anomalies and
manage resolution.
Manage Revenue Assurance Operations processes measure the actual
revenue assurance performance at defined control points against the
expected performance, report anomalies and manage resolution.
Manage Revenue Assurance Operations processes encompass
managing, tracking, monitoring, analyzing, controlling and reporting on
revenue assurance performance as determined by assessing defined
KPIs measured against revenue assurance control points.
If the analysis identifies that a revenue assurance KPI violation has
occurred, this causes a Revenue Assurance violation to be raised, that
may in turn raise a Revenue Assurance Trouble Report. Following on
from this, processes are put in place to manage the resolution of the
performance violation
The Manage Revenue Assurance Operations processes will continue to
track the revenue assurance trouble report, ensuring that performance
is restored to a level required as defined by the acceptable range for
the KPIs.
Page 1395 of 1540

Explanatory
Mandatory
Optional
Interactions
Monitor Revenue Assurance Controls

Brief Description
Monitor defined revenue assurance control points and undertake firstin detection of any violations or degradations of KPIs associated with
the control points.
The objective of the Monitor Revenue Assurance Controls processes is
to monitor defined revenue assurance control points and undertake
first-in detection of any violations or degradations of KPIs associated
with the control points.
Undertake the role of first in detection by monitoring the defined
revenue assurance control points;
Comparing the received specific revenue assurance related data
received from the control points to the KPIs associated with the control
points;
Assessing and recording received specific revenue assurance related
data received from the control points which is within tolerance limits
for the KPIs associated with the control points, and for which
continuous monitoring and measuring of specific revenue assurance
tolerances is required;
Prioritize revenue assurance KPI violations on whats considered the
most critical function of the system from a data integrity and revenue
assurance perspective in circumstances where multiple revenue
assurance violations are detected;
through the Report Revenue Assurance processes;
Detecting revenue assurance threshold violations which represent
specific revenue assurance failures due to abnormal performance;
Detecting KPI degradation for specific revenue assurance control
points which provide early warning of potential issues;
Creating and forwarding event notifications for detected degradations
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and violations to the Create Revenue Assurance Trouble Report

processes
Logging specific revenue assurance performance degradation and
violation details to ensure historical records are available to support
the needs of other processes.
Note that the focus of the Monitor Revenue Assurance Controls is
usually cross-process, as it supplements the process monitoring
capabilities already established elsewhere within the eTOM business
process framework.
Explanatory
Mandatory
Optional
Interactions
Create Revenue Assurance Trouble Report

Brief Description
Create a new revenue assurance trouble report.
The objective of the Create Revenue Assurance Trouble Report process
is to create a new revenue assurance trouble report, and based on
requests from other processes, either create and forward modification
requests for existing revenue assurance trouble reports or create and
forward cancellation requests for existing revenue assurance trouble
reports.
A new revenue assurance trouble report may be created as a result of
event notifications forwarded by the Monitor Revenue Assurance
Controls process, or by requests arriving from other processes which
have detected performance or fault conditions which may give rise to a
revenue assurance leakage.
If the revenue assurance trouble report is created, the Create Revenue
Assurance Trouble Report processes are responsible for converting the
received information into a form suitable for the Revenue Assurance
processes, and for requesting additional information if required. Each
revenue assurance trouble report should contain knowledge about the
originator, the perceived severity level, the type of revenue assurance
performance issue, any associated data on the revenue assurance
Page 1397 of 1540

performance issue, associated data on the possible cause and due

date.
Explanatory
Mandatory
Optional
Interactions
Assess Revenue Assurance Trouble

Brief Description
Analyze the information received to determine the nature and the root
cause of the revenue assurance violation or degradation.
The objective of the Assess Revenue Trouble processes is to analyze
the information received to determine the nature and the root cause of
the revenue assurance violation or degradation.
Undertaking analysis as required on specific revenue assurance
violation/degradation information received;
Developing and undertaking specific detailed analysis to discover the
root cause.
Comparing the data received to baseline and historical data, including
data associated with other open or historical revenue assurance
trouble tickets;
Initiating, modifying and cancelling revenue assurance data collection
as required to further analyze the revenue assurance degradation or
violation;
Determining the root causes of the revenue assurance degradations
and violations;
Recording the results of the analysis and intermediate updates for
historical analysis and for use as required by other processes
Updating the results of the analysis, together with any
recommendations as to further action, in the revenue assurance
trouble report.
Explanatory
Page 1398 of 1540

Mandatory
Optional
Interactions
Resolve Revenue Assurance Trouble

Brief Description
Undertake actions as directed to resolve detected revenue assurance
violations and degradations.
The objective of the Resolve Revenue Assurance Trouble processes is
to undertake actions as directed to resolve detected revenue
assurance violations and degradations.
These processes undertake resolution activities within the bounds of
the organizational capability associated with revenue assurance. The
resolution activities are likely to lead to process and/or procedural
changes which can be managed to fruition by these processes.
Where the analysis has indicated that resolution requires changes to
specific resource and/or service configurations, these later resolution
activities are managed by the specific resolution processes associated
these resources and services. They are outside of the scope of this
Resolve Revenue Assurance Trouble process.
Explanatory
Mandatory
Optional
Interactions
Track & Manage Revenue Assurance Trouble Resolution

Brief Description
Efficiently assign, coordinate and track specific revenue assurance
Page 1399 of 1540

trouble analysis, and resolution, and to manage escalation (functional

or hierarchical) as required to resolve an open revenue assurance
trouble report.
The objective of the Track & Manage Revenue Assurance Trouble
specific revenue assurance trouble analysis, and resolution, and to
manage escalation (functional or hierarchical) as required to resolve an
open revenue assurance trouble report. To the extent that jeopardy
management is associated with open revenue assurance trouble
report, the Track & Manage Revenue Assurance Trouble Resolution
process is responsible for detecting and escalating jeopardy conditions.
Scheduling, assigning and coordinating analysis and specific revenue
assurance trouble resolution activities, including further
analysis/reviews to ensure the success of the resolution activity;
Modifying the revenue assurance trouble report status;
Associating a money value to a RA trouble, when possible, in order to
better understand its revenue impact
Canceling a revenue assurance trouble report when analysis indicates
that the revenue assurance trouble report has been unnecessarily
created
Monitoring the status of open revenue assurance trouble reports, and
escalating revenue assurance trouble reports (either functionally or
hierarchically) as necessary.
owned and managed by suppliers/partners. In these cases the Track &
Manage Revenue Assurance Trouble Resolution process is responsible
for initiating requests, through - S/P Performance Management for
resolution by the supplier/partner of the specific revenue assurance
leakage aspects attributed to the supplier/partner.
appropriate sequence. The Track & Manage Revenue Assurance Trouble
Resolution processes will also inform the Close Revenue Assurance
Trouble Report processes by modifying the revenue assurance trouble
report status to cleared when the issues leading to the detected
revenue leakage have been resolved.
Explanatory
Mandatory
Optional
Page 1400 of 1540

Interactions
Report Revenue Assurance

Brief Description
Monitor and report on the status of continuous monitoring of revenue
assurance control point performance, of revenue assurance trouble
reports, to provide notifications of any changes and provide
management reports.
The objective of the Report Revenue Assurance processes is to monitor
and report on the status of continuous monitoring of revenue
assurance control point performance, of revenue assurance trouble
reports, to provide notifications of any changes and provide
management reports.
of revenue assurance trouble reports and managing notifications to
other processes and to other parties registered to receive notifications
of any status changes. Notification lists are managed and maintained
by the Support Revenue Assurance Operations processes.
These processes record, analyze and assess the revenue assurance
trouble report status changes to provide management reports and any
specialized summaries of the efficiency and effectiveness of the overall
Manage Revenue Assurance Operations processes. These specialized
summaries could be specific reports required by specific audiences
and/or customers.
Explanatory
Mandatory
Optional
Interactions
Close Revenue Assurance Trouble Report

Page 1401 of 1540

Brief Description
Close a revenue assurance trouble report when the issues leading to
the revenue leakage have been resolved.
The objective of the Close Revenue Assurance Trouble Report
processes is to close a revenue assurance trouble report when the
issues leading to the revenue leakage have been resolved.
These processes monitor the status of all open revenue assurance
trouble reports, and recognize that a revenue assurance trouble report
is ready to be closed when the status is changed to cleared.
Explanatory
Mandatory
Optional
Interactions
Page 1402 of 1540

1.7.3.2 Enterprise Quality Management
Figure 352. 1.7.3.2 Enterprise Quality Management decomposition
Enterprise Quality Management

Brief Description
Define the enterprise quality management policies and the enterprise
model for quality management
Enterprise Quality Management processes define the enterprise quality
management policies and the enterprise model for quality
management. They support all operations and lifecycle processes in
the implementation and control of this model.
Note that quality is actually assessed within each area of the
enterprise, but follows the guidelines defined by this process, which
provides a template for specific applications of quality management in
any areas of the Enterprise
Page 1403 of 1540

Explanatory
Mandatory
Optional
Interactions
Verify Consistency of Information

Brief Description
Verify consistency of independent records of information such as
customer orders, customer information or product catalogue etc. (say,
between different parts of an organization, or different organizations)
and undertake a synchronization process for identified discrepancies to
restore their consistency.
Explanatory
As a practical aspect of operation within and between organizations,
multiple representations of key business information may be held.
From a business perspective, it is vital that such information does not
get out of step through design or operational error, as this is a basis for
Better split billing between different partners especially in the new
emerging market of digital services that will increase.
Better customer experience based on consistent data shared
throughout an organisation and between different partnering
organizations
and so verification of consistency is a normal requirement, either on a
routine basis or when some mismatch is identified.
This process element represents verification of consistency for
information (be it customer information, customer order information,
installed base, product catalogue information or any other bulk
information needed) and, where any discrepancies are found,
alignment of the different records to restore consistency.
Mandatory
The responsibilities of the Verify Consistency of information process
element are:
- to verify consistency of independent records of data linked to
Page 1404 of 1540

customer, product, etc (customer order, customer installed base,

customer information or product catalogue between different parts of
an organization, or different organizations)
- to undertake a synchronization process for identified discrepancies to
restore consistency
-to report results to other processes
The scope and nature of the information verified will be agreed for
each situation, within or between the relevant organization(s). In
practical terms, the comparison and/or any corrections may involve
raw data representing customer orders, but the business impact for
orders and customers will be interpreted so that the business can take
appropriate action. The extent of corrective action may depend on
circumstances, but the goal is to restore full consistency with correct
information. At a minimum, all discrepancies will be recorded and
reported so that errors do not remain hidden.
Optional
The scope and nature of the information verified will be agreed for
each situation, within or between the relevant organization(s). The
extent of corrective action may depend on circumstances, but the goal
is to restore full consistency with correct information. At a minimum, all
discrepancies will be recorded and reported so that errors do not
remain hidden.
Interactions
Exchange and comparison of information is required between the
relevant different parts of an organization, or different organizations,
concerned. Results are reported to other process areas for further
action.
1.7.3.3 Program & Project Management
Figure 353. 1.7.3.3 Program & Project Management decomposition
Program & Project Management

Page 1405 of 1540

Brief Description
Define and manage the program and project management
methodologies, skills and tools within the enterprise.
Program & Project Management processes define and manage the
program and project management methodologies, skills and tools
within the enterprise. These processes document the program and
project methodologies to be used by all projects within the enterprise,
and provide documentation templates and any project management
tools required. The processes select any tools required to support
project and program management, using the Supply Chain
Development & Management processes as required. The skills sets and
required levels of certification, if any, are defined and managed by
these processes. If used, these processes may develop and manage an
enterprise repository of program and project information. Metrics
associated with program and project management are defined,
collected and analyzed by these processes.
Note that projects are actually managed within other areas of the
enterprise but follow the guidelines defined by this process, which
provides a template for specific applications of Program & Project
Management in any area of the enterprise.
Explanatory
Mandatory
Optional
Interactions
Deliver Program/Project Methodologies & Support

Brief Description
Document the program and project methodologies to be used by all
projects within the enterprise, and provide documentation templates
and any project management tools required. Note that projects are
actually managed within other areas of the enterprise but follow the
guidelines defined by this process, which provides a template for
specific applications of Program & Project Management in any area of
the enterprise.
Page 1406 of 1540

Explanatory
Mandatory
Optional
Interactions
Select Program/Project Management Support Tools

Brief Description
Select any tools required to support project and program management,
using the Supply Chain Development & Management processes as
required.
Explanatory
Mandatory
Optional
Interactions
Manage Program/Project Management Skill Sets

Brief Description
Skills sets and required levels of certification, if any, are defined and
managed by these processes
Page 1407 of 1540

Explanatory
Mandatory
Optional
Interactions
Manage Program/Project Management Repository

Brief Description
If used, these processes may develop and manage an enterprise
repository of program and project information.
Explanatory
Mandatory
Optional
Interactions
Manage Program/Project Management Metrics

Brief Description
Metrics associated with program and project management are defined,
collected and analyzed by these processes
Explanatory
Page 1408 of 1540

Mandatory
Optional
Interactions
1.7.3.4 Enterprise Performance

Assessment
Figure 354. 1.7.3.4 Enterprise Performance Assessment decomposition
Enterprise Performance Assessment

Brief Description
Check that the goals defined for the enterprise are on track and being
met.
Enterprise Performance Assessment processes check that the goals
defined for the enterprise are on track and being met. These processes
provide regular reporting to senior management and the Board on the
status of all defined performance metrics on a regular basis (usually
monthly). The processes define and determine the most appropriate
performance measures, collect and analyze the associated data and
produce summary reports. The measures may be internally developed,
or may be based on externally produced or collected measures.
Examples of external measures could be customer satisfaction surveys,
within or across market segments, or benchmarking studies of
particular aspects of the enterprise performance. Examples of internal
performance measures can be based on financial performance (i.e.
progress against budget), operational process performance based
metrics, or employee related measures such as employee opinion
Page 1409 of 1540

surveys.
The Enterprise Performance Assessment processes produce the
enterprise Balanced Scorecard.
These processes establish and administer relationship with external
survey companies if required to provide external measures or assist in
developing internal measures.
Note that performance is actually assessed within each area of the
enterprise, but follows the guidelines defined by this process, which
provides a template for specific applications of Performance
Assessment in any areas of the Enterprise.
Explanatory
Mandatory
Optional
Interactions
Define Enterprise Performance Measures

Brief Description
Define and determine the most appropriate performance measures.
The measures may be internally developed, or may be based on
externally produced or collected measures. Examples of external
measures could be customer satisfaction surveys, within or across
market segments, or benchmarking studies of particular aspects of the
enterprise performance. Examples of internal performance measures
can be based on financial performance (i.e. progress against budget),
operational process performance based metrics, or employee related
measures such as employee opinion surveys.
Explanatory
Mandatory
Optional
Page 1410 of 1540

Interactions
Manage Enterprise Performance Data

Brief Description
Collect and analyze the associated data. Note that performance is
actually assessed within each area of the enterprise, but follows the
guidelines defined by this process, which provides a template for
specific applications of Performance Assessment in any areas of the
Enterprise.
Explanatory
Mandatory
Optional
Interactions
Manage External Survey Companies

Brief Description
Establish and administer relationship with external survey companies if
required to provide external measures or assist in developing internal
measures.
Explanatory
Mandatory
Optional
Page 1411 of 1540

Interactions
Report Balanced Scorecard, etc.

Brief Description
Provide regular reporting to senior management and the Board on the
status of all defined performance metrics on a regular basis (usually
monthly). These processes check that the goals defined for the
enterprise are on track and being met. These processes produce the
enterprise Balanced Scorecard. Also produce summary reports.
Explanatory
Mandatory
Optional
Interactions
Metric Management
Brief Description
Manage the specification lifecycle and the operations of Metrics.
Metric Management defines and maintains the specification of Metrics:
high-level description, detailed specification (formulas, thresholds,
rules, consequences), applicability, status. Metric Management also
manages Metric measurement operations: execution of on-demand
and recurring collection jobs, rule evaluation, and consequences
(actions and notifications).
Explanatory
N/A
Mandatory
N/A
Page 1412 of 1540

Optional
N/A
Interactions
N/A
1.7.3.4.5 Metric Management
Figure 355. 1.7.3.4.5 Metric Management decomposition
Metric Management
Brief Description
Manage the specification lifecycle and the operations of Metrics.
Metric Management defines and maintains the specification of Metrics:
high-level description, detailed specification (formulas, thresholds,
rules, consequences), applicability, status. Metric Management also
manages Metric measurement operations: execution of on-demand
and recurring collection jobs, rule evaluation, and consequences
(actions and notifications).
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Page 1413 of 1540

Metric Definition Development

Brief Description
Characterize and maintain a Metric at high level: identification,
description, categorization, dependencies.
Metric Definition Development defines and maintains various
identifications and names, high-level descriptions, status data,
categories, grouping, hierarchies, and dependencies with respect to
other Metrics.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Metric Definition Measure Development

Brief Description
Specify the details for measuring a Metric, as well as the threshold
values and threshold-crossing rules and consequences.
Metric Definition Measure Development specifies detailed Metric
formulas (ratios or other equations), detailed data acquisition methods,
and measurement units. Metric Definition Measure Development also
specifies threshold values and threshold-crossing rules and
consequences.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Page 1414 of 1540

Interactions
N/A
Metric Measure Monitoring

Brief Description
Specify sets of objects to be measured for a given Metric, and specify
collection job time schedules.
Metric Measure Monitoring specifies monitoring scope (object filters),
collection time schedule, and conditions for measurement jobs
corresponding to a Metric.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Metric Measure Management

Brief Description
Manage the execution (on-demand or recurring) of Metric
measurements: collection, storage, evaluation of consequences,
notifications.
Metric Measure Management manages the on-demand or recurring
execution of Metric collection jobs for sets of selected objects,
manages storage of measured Metric values, evaluates threshold rules
(comparison to threshold values), and executes consequences if any
(perform actions, send notifications).
Explanatory
N/A
Mandatory
N/A
Page 1415 of 1540

Optional
N/A
Interactions
N/A
1.7.3.4.5.1 Metric Definition Development
Figure 356. 1.7.3.4.5.1 Metric Definition Development decomposition
Metric Definition Development

Brief Description
Characterize and maintain a Metric at high level: identification,
description, categorization, dependencies.
Metric Definition Development defines and maintains various
identifications and names, high-level descriptions, status data,
Page 1416 of 1540

categories, grouping, hierarchies, and dependencies with respect to

other Metrics.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Metric Definition Specification

Brief Description
Define a Metric (with identification and high-level description), and
maintain the status of the Metric specification.
Metric Definition Specification defines and maintains the following for
each Metric: one or multiple IDs (for different repositories or
identification schemes), one or multiple names (for different naming
schemes), high-level description, business value, comments, and
status data (entry date, last-used date, active/inactive, maturity level,
validity period, etc.).
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Metric Dimension Specification

Brief Description
Define grouping (categories, dimensions) and dependencies (including
hierarchies) of a Metric with respect to other Metrics.
Page 1417 of 1540

Metric Dimension Specification defines and maintains for each Metric:
categories (organizational or technical classifications), dimensions
(time, space, user groups, priority levels, ), cross-references,
dependencies, and tree hierarchies which characterize the Metric with
respect to other Metrics.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.7.3.4.5.2 Metric Definition Measure

Development
Figure 357. 1.7.3.4.5.2 Metric Definition Measure Development decomposition
Page 1418 of 1540

Metric Definition Measure Development

Brief Description
Specify the details for measuring a Metric, as well as the threshold
values and threshold-crossing rules and consequences.
Metric Definition Measure Development specifies detailed Metric
formulas (ratios or other equations), detailed data acquisition methods,
and measurement units. Metric Definition Measure Development also
specifies threshold values and threshold-crossing rules and
consequences.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Metric Definition Measure Specification

Brief Description
Define the detailed methodology for measuring a Metric (especially
calculation formulas).
Metric Definition Measure Specification specifies details for measuring
a Metric: prose-style and spreadsheet-style calculation formulas and
equations (possibly including other Metrics), raw data sources, raw
data capture methods (including APIs), measurement units.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Page 1419 of 1540

Interactions
N/A
Metric Definition Measure Threshold Specification

Brief Description
Define threshold values and threshold-crossing rules (actions,
consequences), applicable to a given Metric.
Metric Definition Measure Threshold Specification defines threshold
values and intervals, with comparators for direction of thresholdcrossing, applicable to a given Metric. Metric Definition Measure
Threshold Specification also specifies threshold-crossing rules and
consequences (actions to be performed, notifications to be sent).
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Page 1420 of 1540

1.7.3.4.5.3 Metric Measure Monitoring
Figure 358. 1.7.3.4.5.3 Metric Measure Monitoring decomposition
Metric Measure Monitoring

Brief Description
Specify sets of objects to be measured for a given Metric, and specify
collection job time schedules.
Metric Measure Monitoring specifies monitoring scope (object filters),
collection time schedule, and conditions for measurement jobs
corresponding to a Metric.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Page 1421 of 1540

Interactions
N/A
Metric Monitoring Criteria Specification

Brief Description
Define sets of objects selected to be measured using a given Metric.
Metric Monitoring Criteria Specification defines filters which are used to
select a scope of objects to be measured according to a Metric.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Metric Collection Job Specification

Brief Description
Define a recurrence schedule for collecting and computing data to
obtain Metric measurements for a set of objects.
Metric Collection Job Specification specifies the time schedule for a
data collection task ("job") for a Metric, applied to a selected set of
objects. Metric Collection Job Specification defines the frequency,
periodicity, or any time-based repetition of a measurement campaign.
Metric Collection Job Specification also defines any additional
constraints and conditions driving the Collection Job.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Page 1422 of 1540

Interactions
N/A
1.7.4.2 Research Management
Figure 359. 1.7.4.2 Research Management decomposition
Research Management
Brief Description
The Research Management processes plan and prioritize research and
development activities within the enterprise.
The Research Management processes plan and prioritize research and
development activities within the enterprise. These processes identify
and evaluate the business value of R&D investment. These processes
manage the commitment of financial and other resources to the
pursuit of areas of R&D, and management of R&D programs and
ongoing assessment of their value and priority. These processes
cooperate with Technology Acquisition for corporate-level decisions on
make vs. buy concerning internal or external Research &
Development investment.
Explanatory
Mandatory
Page 1423 of 1540

Optional
Interactions
Evaluate R&D Business Value

Brief Description
identify and evaluate the business value of R&D investment;
cooperate with Technology Acquisition for corporate-level decisions on
make vs. buy concerning internal or external Research &
Development investment.
Explanatory
Mandatory
Optional
Interactions
Manage R&D Investment

Brief Description
Plan and prioritize research and development activities within the
enterprise; manage the commitment of financial and other resources
to the pursuit of areas of R&D
Explanatory
Mandatory
Page 1424 of 1540

Optional
Interactions
Manage R&D Program Activities

Brief Description
Manage R&D programs and make ongoing assessment of their value
and priority
Explanatory
Mandatory
Optional
Interactions
1.7.4.3 Technology Scanning
Page 1425 of 1540

Figure 360. 1.7.4.3 Technology Scanning decomposition
Technology Scanning
Brief Description
Perform scanning and initial assessment of emerging technology from
external sources for the enterprise.
Technology Scanning processes perform scanning and initial
assessment of emerging technology from external sources for the
enterprise. This includes identification and evaluation of potential
technologies, and sources of technologies, and comparison with the
in-house research capabilities. It also includes determining the
business value of potential technology acquisitions, and provides an
initial assessment of any financial or other commitments to actually
acquire specific technologies where this is appropriate.
These processes cooperates with Research Management processes for
corporate-level decisions on internally develop vs. buy concerning
emerging technology, by providing expert assessment assistance in
making the decision. Any sourcing of the proposed technology is
delivered through the Supply Chain Capability Delivery processes
Explanatory
Mandatory
Optional
Interactions
Evaluate External Technology

Brief Description
Identify and evaluate potential technologies, and sources of
technologies, and compare with the in-house research capabilities;
perform scanning of emerging technology from external sources for the
enterprise
Page 1426 of 1540

Explanatory
Mandatory
Optional
Interactions
Determine Business Value of Potential Technology

Brief Description
Determine the business value of potential technology acquisitions
Explanatory
Mandatory
Optional
Interactions
Assess Technology Acquisition

Brief Description
Provide an initial assessment of any financial or other commitments to
actually acquire specific technologies where this is appropriate;
cooperate with Research Management processes for corporate-level
decisions on internally develop vs. buy concerning emerging
technology, by providing expert assessment assistance in making the
decision. Any sourcing of the proposed technology is delivered through
the Supply Chain Capability Delivery processes
Page 1427 of 1540

Explanatory
Mandatory
Optional
Interactions
1.7.5.3 Procurement Management
Figure 361. 1.7.5.3 Procurement Management decomposition
Procurement Management
Brief Description
Define corporate procurement and logistics policies and rules, for all
purchases, warehousing, transport, stock level management and
physical resource distribution, and supervise their application.
Procurement Management processes define corporate procurement
and logistics policies and rules, for all purchases, warehousing,
transport and physical resource distribution, and supervise their
application. These processes manage and control the acceptance of
goods from suppliers and any transport arrangements to deliver the
goods to either warehouses or site. They define the warehousing
structure (centralized and/or distributed) and the associated
management policies to be applied to purchased goods. The
logistics/transport processes develop policies related to transport of
purchased material to warehousing, to site, etc. The stock/inventory
management processes, in conjunction with Asset Management
processes which provide the inventory information resource, develop
Page 1428 of 1540

corporate policies relating to locations of, and levels of, stock/inventory

holdings.
Explanatory
Mandatory
Optional
Interactions
Manage Corporate Procurement & Logistics Policies

Brief Description
Define corporate procurement and logistics policies and rules, for all
purchases, warehousing, transport and physical resource distribution,
and supervise their application.
Explanatory
Mandatory
Optional
Interactions
Define Warehousing Policies

Brief Description
Define the warehousing structure (centralized and/or distributed) and
the associated management policies to be applied to purchased goods.
Page 1429 of 1540

Explanatory
Mandatory
Optional
Interactions
Develop Logistics/Transport Policies

Brief Description
Develop policies related to transport of purchased material to
warehousing, to site, etc.
Explanatory
Mandatory
Optional
Interactions
Develop Stock/Inventory Management Policies

Brief Description
Develop corporate policies, in conjunction with Asset Management
processes which provide the inventory information resource, relating to
locations of, and levels of, stock/inventory holdings.
Explanatory
Page 1430 of 1540

Mandatory
Optional
Interactions
Manage Goods Acceptance & Handling

Brief Description
Manage and control the acceptance of goods from suppliers and any
transport arrangements to deliver the goods to either warehouses or
site.
Explanatory
Mandatory
Optional
Interactions
Page 1431 of 1540

1.7.6.1 Corporate Communications &

Image Management
Figure 362. 1.7.6.1 Corporate Communications & Image Management decomposition
Corporate Communications & Image Management

Brief Description
Communicate the required messages to the market and industry about
the overall enterprise, and handle enquiries and other interactions with
the mass media.
Corporate Communications & Image Management processes are
responsible for communicating the required messages to the market
and industry about the overall enterprise. These include promotion of
the desired corporate image for the enterprise and its general business
and products. Areas such as sponsorship, corporate-level advertising
and general contact with industry bodies, and government and
regulatory agencies, are addressed here. These processes also assign
spokespeople for marketing topics and any corporate issues, develop
specific messages for topics of concern to the enterprise, manage
message release approval, manage media interactions with
spokespeople, and monitor market reaction to messages and
implement any necessary changes or adaptations.
Explanatory
Mandatory
Page 1432 of 1540

Optional
Interactions
Promote Desired Corporate mage

Brief Description
Promote the desired corporate image for the enterprise and its general
business and products. Areas such as sponsorship, corporate-level
advertising and general contact with industry bodies, and government
and regulatory agencies, are addressed here. Responsible for
communicating the required messages to the market and industry
about the overall enterprise
Explanatory
Mandatory
Optional
Interactions
Manage Spokespeople
Brief Description
Assign spokespeople for marketing topics and any corporate issues;
manage media interactions with spokespeople
Explanatory
Mandatory
Page 1433 of 1540

Optional
Interactions
Manage Messaging
Brief Description
Develop specific messages for topics of concern to the enterprise, and
manage message release approval, monitor market reaction to
messages and implement any necessary changes or adaptations.
Explanatory
Mandatory
Optional
Interactions
Page 1434 of 1540

1.7.6.2 Community Relations

Management
Figure 363. 1.7.6.2 Community Relations Management decomposition
Community Relations Management

Brief Description
Ensure the enterprises position within the community, or communities,
within which it operates.
Community Relations Management processes are responsible for
ensuring the enterprises position within the community, or
communities, within which it operates. This includes local activities
with, and financial and other support for, schools, libraries, hospitals,
emergency services, etc.; concern for the immediate environment;
visibility at local events; etc. This area also communicates the desired
messages about the enterprise to the community that the enterprise
operates within, as well as to employees from a global enterprise
standpoint. These processes also handle contact with customer
interest groups and customer representatives, as well as dealing with
public relations and community relations contacts made to the
enterprise. These processes also influence the privacy policy for the
enterprise.
Explanatory
Mandatory
Page 1435 of 1540

Optional
Interactions
Ensure Community Visibility

Brief Description
Responsible for ensuring the enterprises position within the
community, or communities, within which it operates. This includes
local activities with, and financial and other support for, schools,
libraries, hospitals, emergency services, etc.; concern for the
immediate environment; visibility at local events; etc.
Explanatory
Mandatory
Optional
Interactions
Communicate Community Messaging

Brief Description
Communicates the desired messages about the enterprise to the
community that the enterprise operates within, as well as to
employees from a global enterprise standpoint.
Explanatory
Mandatory
Page 1436 of 1540

Optional
Interactions
Handle Community Contacts

Brief Description
Handle contact with customer interest groups and customer
representatives, as well as dealing with public relations and community
relations contacts made to the enterprise. These processes also
influence the privacy policy for the enterprise.
Explanatory
Mandatory
Optional
Interactions
Page 1437 of 1540

1.7.6.3 Shareholder Relations

Management
Figure 364. 1.7.6.3 Shareholder Relations Management decomposition
Shareholder Relations Management

Brief Description
Manage the relationship between the enterprise and its shareholders.
Shareholder Relations Management processes manage the relationship
between the enterprise and its shareholders, consistent with all
business, financial, legal, and regulatory requirements. This includes
incoming and outgoing communication with shareholders.
Also included in these processes are the management and
administration of employee share and/or option plans. Note that the
structure and level of employee share and/or option plans is
determined within the HR Policies and Practices processes.
Explanatory
Mandatory
Page 1438 of 1540

Optional
Interactions
Manage Shareholder Relations

Brief Description
Manage the relationship between the enterprise and its shareholders,
consistent with all business, financial, legal, and regulatory
requirements. This includes incoming and outgoing communication
with shareholders.
Explanatory
Mandatory
Optional
Interactions
Manage Employee Share Plans

Brief Description
Management and administration of employee share and/or option
plans. Note that the structure and level of employee share and/or
option plans is determined within the HR Policies and Practices
processes.
Explanatory
Mandatory
Page 1439 of 1540

Optional
Interactions
1.7.6.4 Regulatory Management
Figure 365. 1.7.6.4 Regulatory Management decomposition
Regulatory Management
Brief Description
Ensure that the enterprise complies with all existing government
regulations
Regulatory Management processes ensure that the enterprise complies
with all existing government regulations. Additionally, this process is
responsible for legally influencing pending regulations and statutes for
the benefit of the enterprise and to inform the enterprise of potential
consequences of pending legislation or regulations. In addition, these
processes are responsible for tariff filings as required.
Explanatory
Mandatory
Page 1440 of 1540

Optional
Interactions
Ensure Regulatory Compliance

Brief Description
Ensure that the enterprise complies with all existing government
regulations.
Explanatory
Mandatory
Optional
Interactions
Handle Pending Regulations

Brief Description
Responsible for legally influencing pending regulations and statutes for
the benefit of the enterprise and to inform the enterprise of potential
consequences of pending legislation or regulations.
Explanatory
Mandatory
Optional
Page 1441 of 1540

Interactions
File Tariffs
Brief Description
Responsible for tariff filings as required.
Explanatory
Mandatory
Optional
Interactions
1.7.6.5 Legal Management
Figure 366. 1.7.6.5 Legal Management decomposition
Legal Management
Brief Description
Ensure that the enterprise complies with all relevant legal
requirements.
Page 1442 of 1540

Legal Management processes are responsible for ensuring that the
enterprise complies with all relevant legal requirements, including due
diligence. They are also responsible for carrying out legal requests
within the enterprise, supporting the enterprise by providing legal
advice related to business decisions, and proactively notifying the
enterprise of relevant changes or trends that can affect the legal
environment that the enterprise operates within. These processes deal
with any legal action taken on behalf of or against the enterprise.
Explanatory
Mandatory
Optional
Interactions
Ensure Legal Compliance

Brief Description
Responsible for ensuring that the enterprise complies with all relevant
legal requirements, including due diligence.
Explanatory
Mandatory
Optional
Interactions
Carry out Legal requests

Page 1443 of 1540

Brief Description
Responsible for carrying out legal requests within the enterprise
Explanatory
Mandatory
Optional
Interactions
Provide Legal Advice

Brief Description
Responsible for supporting the enterprise by providing legal advice
related to business decisions
Explanatory
Mandatory
Optional
Interactions
Notify Legal Environment Changes

Brief Description
Responsible for proactively notifying the enterprise of relevant changes
or trends that can affect the legal environment that the enterprise
operates within
Page 1444 of 1540

Explanatory
Mandatory
Optional
Interactions
Manage Legal Actions

Brief Description
Deal with any legal action taken on behalf of or against the enterprise.
Explanatory
Mandatory
Optional
Interactions
Page 1445 of 1540

1.7.6.6 Board & Shares/Securities

Management
Figure 367. 1.7.6.6 Board & Shares/Securities Management decomposition
Board & Shares/Securities Management

Brief Description
Manage all activities associated with Board administration and
securities regulation.
The Board & Shares/Securities Management processes manage all
activities associated with Board administration and securities
regulation. The Board Management processes manage Board related
activities, and communication of Board decisions throughout the
enterprise as required. Shares/Securities Management manages all
activities associated with securities/shares of the enterprise and any
securities/company regulations impacting on the company, including
the administration and management of continuous
disclosure/announcements to the securities exchange and/or
securities/company regulator. These processes manage all activities
associated with modifying the capital/equity structure of the
enterprise, including all logistics functions associated with approaching
the market for capital/increased equity. These processes manage and
administer the enterprises share/stock registry.
Explanatory
Mandatory
Optional
Page 1446 of 1540

Interactions
Manage Board Related Activities

Brief Description
Manage Board related activities, and communication of Board decisions
throughout the enterprise as required
Explanatory
Mandatory
Optional
Interactions
Manage Shares/Securities
Brief Description
Manage activities associated with securities/shares of the enterprise
and any securities/company regulations impacting on the company,
including the administration and management of continuous
disclosure/announcements to the securities exchange and/or
securities/company regulator.
Explanatory
Mandatory
Optional
Page 1447 of 1540

Interactions
Manage Capital/Equity Activities

Brief Description
Manage all activities associated with modifying the capital/equity
structure of the enterprise, including all logistics functions associated
with approaching the market for capital/increased equity.
Explanatory
Mandatory
Optional
Interactions
Manage Share/Stock Registry

Brief Description
Manage and administer the enterprises share/stock registry.
Explanatory
Mandatory
Optional
Interactions
Page 1448 of 1540

1.7.7.1 HR Policies & Practices
Figure 368. 1.7.7.1 HR Policies & Practices decomposition
HR Policies & Practices

Brief Description
Support people management throughout the enterprise.
HR Policies & Practices include the processes that support people
management throughout the enterprise, e.g., performance appraisal,
remuneration policies, remuneration levels, allowances, benefits,
occupational health and safety, equal employment opportunity,
compensation guidelines, code of conduct, hiring and termination
guidelines, employee satisfaction measurement and management, etc.
Explanatory
Mandatory
Optional
Interactions
Facilitate Performance Appraisal

Page 1449 of 1540

Brief Description
Support people management throughout the enterprise for
performance appraisal
Explanatory
Mandatory
Optional
Interactions
Facilitate Allowances & Benefits

Brief Description
Support people management throughout the enterprise for allowances,
benefits,
Explanatory
Mandatory
Optional
Interactions
Facilitate Occupational Health & Safety

Brief Description
occupational health and safety
Page 1450 of 1540

Explanatory
Mandatory
Optional
Interactions
Facilitate Equal Employment Opportunity

Brief Description
Support people management throughout the enterprise for equal
employment opportunity
Explanatory
Mandatory
Optional
Interactions
Facilitate Compensation Guidelines

Brief Description
compensation guidelines
Page 1451 of 1540

Explanatory
Mandatory
Optional
Interactions
Facilitate Code of Conduct

Brief Description
Support people management throughout the enterprise for code of
conduct
Explanatory
Mandatory
Optional
Interactions
Facilitate Hiring & Termination Guidelines

Brief Description
Support people management throughout the enterprise for hiring and
termination guidelines
Explanatory
Page 1452 of 1540

Mandatory
Optional
Interactions
Facilitate Employee Satisfaction Measurement & Management

Brief Description
Support people management throughout the enterprise for employee
satisfaction measurement and management
Explanatory
Mandatory
Optional
Interactions
Facilitate Remuneration Policies & Levels

Brief Description
remuneration policies, remuneration levels
Explanatory
Mandatory
Page 1453 of 1540

Optional
Interactions
1.7.7.3 Workforce Strategy
Figure 369. 1.7.7.3 Workforce Strategy decomposition
Workforce Strategy
Brief Description
Drives overall enterprise workforce strategies, including their
development and execution at the individual business unit level.
Workforce Strategy processes drives overall enterprise workforce
strategies, including their development and execution at the individual
business unit level. Workforce Strategy processes include
understanding the requirements of the business and defining the
competencies and skills required of the human resources. The
processes define the requirements for competency modeling,
application of profiling, overall job design, approach to employee
satisfaction, etc. These processes create the strategies needed to
ensure that the correct type, quantity and quality of employees will be
available in right locations for future business. These processes,
working with all areas of the enterprise, determine the changes
Page 1454 of 1540

required in the enterprises workforce and the strategies required to

make the necessary changes.
Explanatory
Mandatory
Optional
Interactions
Define Workforce Strategy Requirements

Brief Description
understand the requirements of the business; define the requirements
for competency modeling, application of profiling, overall job design,
approach to employee satisfaction, etc.
Explanatory
Mandatory
Optional
Interactions
Create Workforce Strategy

Brief Description
define the competencies and skills required of the human resources;
create the strategies needed to ensure that the correct type, quantity
and quality of employees will be available in right locations for future
business. And define the competencies and skills required of the
human resources
Page 1455 of 1540

Explanatory
Mandatory
Optional
Interactions
Manage Workforce Change

Brief Description
Determine the changes required in the enterprises workforce and the
strategies required to make the necessary changes, working with all
areas of the enterprise
Explanatory
Mandatory
Optional
Interactions
Page 1456 of 1540

1.7.7.4 Workforce Development
Figure 370. 1.7.7.4 Workforce Development decomposition
Workforce Development
Brief Description
Develop employees to meet the needs of the business.
Workforce Development processes focus on development of employees
to meet the needs of the business. These processes include
competency modeling, skills assessment, job and employee strength
profiling, succession planning, training development and delivery,
career development, work design, employee recruitment, etc. These
processes support both the overall enterprise and the needs of
individual business units or functions.
Explanatory
Mandatory
Optional
Interactions
Apply Competency Modeling

Page 1457 of 1540

Brief Description
Facilitate development of employees to meet the needs of the business
through competency modeling. These processes support both the
overall enterprise and the needs of individual business units or
functions.
Explanatory
Mandatory
Optional
Interactions
Apply Skills Assessment

Brief Description
through skills assessment. These processes support both the overall
enterprise and the needs of individual business units or functions.
Explanatory
Mandatory
Optional
Interactions
Apply Strength Profiling

Page 1458 of 1540

Brief Description
Development of employees to meet the needs of the business through
job and employee strength profiling. These processes support both the
functions.
Explanatory
Mandatory
Optional
Interactions
Apply Succession Planning

Brief Description
through succession planning. These processes support both the overall
Explanatory
Mandatory
Optional
Interactions
Apply Training
Page 1459 of 1540

Brief Description
through training development and delivery. These processes support
both the overall enterprise and the needs of individual business units
or functions.
Explanatory
Mandatory
Optional
Interactions
Apply Career Development

Brief Description
through career development. These processes support both the overall
Explanatory
Mandatory
Optional
Interactions
Apply Work Design

Page 1460 of 1540

Brief Description
through work design. These processes support both the overall
Explanatory
Mandatory
Optional
Interactions
Apply Employee Recruitment

Brief Description
through employee recruitment. These processes support both the
functions.
Explanatory
Mandatory
Optional
Interactions
Page 1461 of 1540

1.7.7.5 Employee & Labor Relations

Management
Figure 371. 1.7.7.5 Employee & Labor Relations Management decomposition
Employee & Labor Relations Management

Brief Description
Manage relationships with employees at an enterprise and employee
group level.
Employee & Labor Relations Management processes focus on
relationships with employees at an enterprise and employee group
level. Labor Relations processes include definition of terms of
employment, labor contracts development, union contract
negotiations, arbitration management, etc. Employee Relations
processes cover a variety of processes, e.g., counseling programs,
interface to employee groups, employee involvement in the
community and charities in the name of the company, etc.
Explanatory
Page 1462 of 1540

Mandatory
Optional
Interactions
Manage Employee Relations

Brief Description
Employee Relations processes cover a variety of processes, e.g.,
counseling programs, interface to employee groups, employee
involvement in the community and charities in the name of the
company, etc. Employee Relations processes focus on relationships
with employees at an enterprise and employee group level
Explanatory
Mandatory
Optional
Interactions
Manage Labor Relations

Brief Description
Labor Relations processes include definition of terms of employment,
labor contracts development, union contract negotiations, arbitration
management, etc. Labor Relations processes focus on relationships
with employees at an enterprise and employee group level
Explanatory
Page 1463 of 1540

Mandatory
Optional
Interactions
1.7.8.1 Data Analytics
Figure 372. 1.7.8.1 Data Analytics decomposition
Data Analytics
Brief Description
Data Analytics process provides capabilities like Data Ingestion to
import data from variety of sources, Data Management process to
manage the data within the analytics domain, Data Analysis process to
perform analytics as requested by customer, Analytics Consumer &
Distribution Management process to manage the analytics consumer
and distribute the analytic results and Data Governance process to
manage the security and privacy of customer data.
Data Analytics process aims to provide capability to import, store,
format, manage and perform analysis on the data as per the request
from the consumer of analytics. It also provides capability to protect
the privacy of customer as mandated by customer himself & regulatory
body. It must ensure that processes are in place to manage and fulfill
the privacy preferences of customer while publishing analytic results.
Data Analytics process encompasses Data Ingestion, Data
Management, Data Analysis, Analytics Consumer & Distribution
Management
and Data Governance processes.
Page 1464 of 1540

Data Analytics processes uses the advanced architecture enabled

through BDA tools and techniques to import data (Structured,
Unstructured and Semi structured) from variety of sources, perform
analytics and presentation with better data processing mechanisms
meeting the organization desire to monetize on the huge base of data.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Data Ingestion
Brief Description
This process aims is to integrate with variety of big data sources within
and outside the organization. This process will enable management of
data sources, importing data from the variety of data sources (Online
and Offline imports of data), formatting and integrating the input data
for consumption by Data Analytics processes.
Data Ingestion process is responsible for managing and integrating
with a variety of (big) data sources, importing the data into the big
data platform and formatting the data into a uniform format. Data
Ingestion process encompasses Manage Data source specification and
Integration, Perform Data Import, Format and integrate data
processes.
For Big Data, this layer is crucially important to handle the volume,
velocity and variety of the data coming into the platform. This layer is
where a number of optimizations can be implemented for Big Data.
Functional modules in this layer should not only be able to handle data
coming from offline and online sources, but also be able to handle
variety of data in terms of structured, unstructured and semi
structured data
Explanatory
N/A
Mandatory
N/A
Page 1465 of 1540

Optional
N/A
Interactions
N/A
Data Management
Brief Description
This process provides the capability to manage the data within the
analytics domain by transforming the incoming data, managing the
quality of data stored and managing the master data which can be
used by data transformation process.
Data Management process provides capability to ensure that the
quality of incoming data is maintained within the domain and
processes data using various transformations logic, mapping it to data
models in order to make it meaningful and usable by analytics
processes. It also provides capability to manage the master data which
is used by transformation logic and other processes to process the
incoming data and mapping it back to the data models. Data
Management process encompasses
Manage Data Quality, Transform Data and Manage Master Data
processes to fulfill the requirements.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Data Analysis
Brief Description
This process aims to provide advanced Big Data Analytics in both batch
and streaming modes by supporting functionalities such as calculation
of metrics, data modeling etc. Process relies on a number of data
Page 1466 of 1540

analytics techniques to generate the desired results ready for

consumption by various consumer.
Data analysis process encompasses and uses various tools and
techniques to generate the desired analytics results for consumer of
the analytics.
Data Analytics process encompasses Modeling, Processing Complex
Events, Correlation and Features Engineering, Calculate Metrics and
Interpret Insight processes to perform the analytics as requested by
the consumer.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Analytics Consumer & Distribution Management

Brief Description
The desire to monetize on the Big Data Analytics by Industry requires
data analytics to be made available not only for internal use within the
organization but also for external consumers. This process mainly
focuses on management of consumer of analytics and how the
analytics results will be made available to them. Where the consumer
could be an application, Business unit or external entity.
Analytics Consumer & Distribution Management process provides
capability to manage the consumer of analytics and how the analytics
reports will be made available to the various consumers covering both
offline and online analytics request.
The process encompasses Representation Management, Manage
Analytics Consumer and Manage Analytics Distribution processes to
ensure that the desired analytics results are made available to the
right consumer through the right channel, on right time and it is
presented in the format as expected by the consumer of analytics.
Explanatory
N/A
Page 1467 of 1540

Mandatory
N/A
Optional
N/A
Interactions
N/A
Data Governance
Brief Description
TBA
TBA
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Page 1468 of 1540

1.7.8.1.1 Data Ingestion
Figure 373. 1.7.8.1.1 Data Ingestion decomposition
Data Ingestion
Brief Description
This process aims is to integrate with variety of big data sources within
and outside the organization. This process will enable management of
data sources, importing data from the variety of data sources (Online
and Offline imports of data), formatting and integrating the input data
for consumption by Data Analytics processes.
Data Ingestion process is responsible for managing and integrating
with a variety of (big) data sources, importing the data into the big
data platform and formatting the data into a uniform format. Data
Ingestion process encompasses Manage Data source specification and
Integration, Perform Data Import, Format and integrate data
processes.
For Big Data, this layer is crucially important to handle the volume,
velocity and variety of the data coming into the platform. This layer is
where a number of optimizations can be implemented for Big Data.
Functional modules in this layer should not only be able to handle data
coming from offline and online sources, but also be able to handle
variety of data in terms of structured, unstructured and semi
structured data
Explanatory
N/A
Page 1469 of 1540

Mandatory
N/A
Optional
N/A
Interactions
N/A
Manage Data source specification and Integration

Brief Description
Manage Data source specification and Integration process aims to
provide the capability to manage the sources of data and integrating
with them thus enabling uninterrupted flow to data to the analytics
domain
The aim of Manage Data source specification and Integration process
is to provide capabilities to manage the information's related to various
data sources and how to integrate with them. The process provides
capability to identify the source in terms of whether source is internal
or external to the organization, offline or online data collection source,
security credential required to connect to the data source etc.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Perform Data Import

Brief Description
Perform Data Import process aims to provide the capability to import
data from various sources.
Perform Data Import process provides capability to continuously
Page 1470 of 1540

import data from variety of sources by using the informations of data

sources and integrating with them.
It provides seamless import of data from offline and online sources
including the various formats like text files, XML files etc.
Apart from this, the Perform Data Import process should be able to
meet inherent nature of big data by handling volume, velocity and
variety of the data coming into the platform.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Format and integrate data

Brief Description
Format and integrate data process provides various tools and
algorithms to format and integrate the incoming data to a uniform
usable format.
Format and integrate data process encompasses various tools and
technique to format and integrate the incoming data before storing it
to the underlying data stores.
Data will be ingested to BDA domain from variety of sources and could
be in variety of formats. In order to make it usable by data analysis
process it is important to format the incoming data into a uniform
format. It is also equally important to integrate the incoming data so
that it could be stored in the underlying data stores.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Page 1471 of 1540

1.7.8.1.2 Data Management
Figure 374. 1.7.8.1.2 Data Management decomposition
Data Management
Brief Description
This process provides the capability to manage the data within the
analytics domain by transforming the incoming data, managing the
quality of data stored and managing the master data which can be
used by data transformation process.
Data Management process provides capability to ensure that the
quality of incoming data is maintained within the domain and
processes data using various transformations logic, mapping it to data
models in order to make it meaningful and usable by analytics
processes. It also provides capability to manage the master data which
is used by transformation logic and other processes to process the
incoming data and mapping it back to the data models. Data
Management process encompasses
Manage Data Quality, Transform Data and Manage Master Data
processes to fulfill the requirements.
Explanatory
N/A
Mandatory
N/A
Page 1472 of 1540

Optional
N/A
Interactions
N/A
Manage Data Quality

Brief Description
Manage Data Quality process provides capabilities to manage the
quality of data within the BDA domain.
This Manage Data Quality provides capability to continuously monitor
(Both Proactive and Reactive Monitoring capabilities) the quality of
data within the analytical domain by performing data cleansing,
discarding duplicate and erroneous data etc.
This Manage Data Quality ensures quality of data is maintained with
the BDA domain in order to get the best possible analytical results.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Transform Data
Brief Description
Transform Data process provides capabilities to transform the
incoming data so that it can be stored in the underlying data stores.
Transform Data process provides capabilities and tools to perform
the required data transformations. The process must ensure that the
meaning of data is not changed while the transformation logic is
applied.
BDA domain deals with variety of data received from variety of sources
where the data itself can be structures, unstructured or semi
Page 1473 of 1540

structured therefore it is essential to transform the incoming data so

that it can be well managed in the underlying data stores.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Manage Master Data

Brief Description
Manage Master Data process provides the capability to manage the
master data within the BDA domain.
Manage Master Data process provides capabilities to manage the
master data within the BDA domain ensuring the management of
lifecycle of master data, authorizing the change of master data,
reporting discrepancy etc.
Master data within BDA domain are those data which are repeatedly
used by various processes within BDA domain to manage, import,
transform, format, perform analytics etc.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Page 1474 of 1540

1.7.8.1.3 Data Analysis
Figure 375. 1.7.8.1.3 Data Analysis decomposition
Data Analysis
Brief Description
This process aims to provide advanced Big Data Analytics in both batch
and streaming modes by supporting functionalities such as calculation
of metrics, data modeling etc. Process relies on a number of data
analytics techniques to generate the desired results ready for
consumption by various consumer.
Data analysis process encompasses and uses various tools and
techniques to generate the desired analytics results for consumer of
the analytics.
Data Analytics process encompasses Modeling, Processing Complex
Events, Correlation and Features Engineering, Calculate Metrics and
Interpret Insight processes to perform the analytics as requested by
the consumer.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Modeling
Page 1475 of 1540

Brief Description
Modeling is a process which provides capability to create data models
based on the analytical requirement.
Data modeling is a process which creates data models like data
structures, views and relationship between them based on analytical
needs.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Processing Complex Events

Brief Description
Process Complex Events provides algorithms to process the incoming
stream of events, correlating the various events to infer the pattern or
perform calculation on the incoming events.
Process Complex Events process tracks and analyze the incoming
events. It provides algorithms to infer pattern or perform various
calculations on incoming events by correlating events or by combining
informations from various sources.
Process Complex Events can be a detection-oriented or calculationoriented.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Page 1476 of 1540

Correlation and Features Engineering

Brief Description
Correlation and Feature Engineering process provides algorithm to
search for statistical relationships between variables and selection of a
subset of relevant variables for use in model construction.
Correlation and Feature Engineering process provides algorithm to
search for statistical relationships between variables and selection of a
subset of relevant variables for use in model construction.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Calculate Metrics
Brief Description
Calculate Metrics process provides capability to calculate the final
business KPIs based on the data set by using the available algorithms.
Calculate Metrics process provides capability to calculate the final
business KPIs based on the data set by using the available algorithms.
The business metrics could be standard defined for example TM Forum
Metrics or any arbitrary or ad hoc metrics as required.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Page 1477 of 1540

Interpret Insight
Brief Description
Interpret Insight process provides capability to identify/understand the
cause and its impact on specific a context for the business objects
(Customer, channels, partner etc.) based on calculated data or specific
analytic requirement.
Interpret Insight process provides capability to identify/understand the
cause and its impact on specific a context for the business objects
(Customer, channels, partner etc.) based on calculated data or specific
analytic requirement.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.7.8.1.4 Analytics Consumer &

Distribution Management
Page 1478 of 1540

Figure 376. 1.7.8.1.4 Analytics Consumer & Distribution Management decomposition
Analytics Consumer & Distribution Management

Brief Description
The desire to monetize on the Big Data Analytics by Industry requires
data analytics to be made available not only for internal use within the
organization but also for external consumers. This process mainly
focuses on management of consumer of analytics and how the
analytics results will be made available to them. Where the consumer
could be an application, Business unit or external entity.
Analytics Consumer & Distribution Management process provides
capability to manage the consumer of analytics and how the analytics
reports will be made available to the various consumers covering both
offline and online analytics request.
The process encompasses Representation Management, Manage
Analytics Consumer and Manage Analytics Distribution processes to
ensure that the desired analytics results are made available to the
right consumer through the right channel, on right time and it is
presented in the format as expected by the consumer of analytics.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Representation Management
Brief Description
Representation Management provides capabilities to present the
analytic results to subscriber in desired format.
Representation Management process ensures that the analytics results
are made available to the consumer in desired format.
It is presumed that with the increase of analytic consumers and
consumer types there will be need to make the analytic results
Page 1479 of 1540

available to them in the expected formats. The format may also vary
depending batch or streaming mode. It could be also possible to
publish the same analytic results in different formats as requested by
the consumers.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Manage Analytics Consumer

Brief Description
Manage Analytics Consumer process provides capabilities to manage
the consumer of analytics where the consumer could be an application,
Business unit or external entity.
Manage Analytics Consumer process provides capabilities to manage
the lifecycle of analytic consumers and their access to analytical
results. It ensures that the proper authorization and authentication
process are in place for consumer of analytics.
BDA monetization focuses on the need of expanding consumer of
analytics not only within the organization but also outside the
organization thus making analytic consumer management process an
essential part of domain.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Manage Analytics Distribution

Page 1480 of 1540

Brief Description
Manage Analytics Distribution process provides capabilities to
manage the distribution of analytics to various consumers where the
analytics can be consumed in both streaming and batch mode.
Manage Analytics Distribution process provides the capabilities to
manage the distribution of analytics to various consumer through
various channels. It is responsible for providing the required analytical
results to consumer through right channel and at right time.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.8.1 Cataloging
Figure 377. 1.8.1 Cataloging decomposition
Cataloging
Page 1481 of 1540

Brief Description
Develop catalog specifications (definitions), catalogs, and exchange
catalogs among parties.
Cataloging is a set of generalized processes that can be used in the
creation of product, service, and resource catalogs, their specifications
(definitions), and exchange catalogs among parties engaged in the
value fabric.
Domain specific cataloging processes, such as Product Offering
Cataloging contain only the processes specific to them. For example,
associating product offering prices with product offers in a product
catalog.
Generalized processes such as this eliminate redundant processes
used to create domain specific catalogs.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Develop Catalog Specification

Brief Description
Develop the specification (definition) for a catalog, relationships among
catalogs, and attributes associated with a catalog.
Develop Catalog Specification develops the specification (definition) for
a catalog, relationships among catalogs, and attributes associated with
a catalog.
Specifications define attributes that are shared among catalogs
described by the specification. Additional attributes, called
characteristics, can also be defined using a generalized set of
processes to create the attributes. This process focuses on associating
them with a catalog specification.
Page 1482 of 1540

Relationships among catalogs include those that specify one catalog

replaces another and those that define a group of catalogs, for
example a content catalog that contains other catalogs that contain a
specific category, such as drama movie category and a comedy drama
category.
remove various aspects of a catalog specification, such as relationships
with other catalogs, it is assumed that the "develop" processes and
their sub-processes also perform updates and removals.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Develop Catalog
Brief Description
Define, update, and remove a catalog.
Develop Catalog defines, updates, and removes a catalog. The catalog
is associated with the party who provides it, such as the enterprise,
one of its operating units, or an external party.
It sets, updates, or removes a value or values for attributes which do
not have a fixed value. Setting a value may entail selecting one or
more from a list of permitted values or entering a value. For example,
selecting web and electronic as values for the media via which a
catalog will be published.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Page 1483 of 1540

Interactions
N/A
Exchange Catalog
Brief Description
Exchange a catalog with another party.
Exchange Catalog exchanges a catalog with another party engaged in
the value fabric. The exchange may be sending a catalog to another
party or receiving one from another party.
A temporary catalog may be created and associated with the party
upon receipt of it.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Page 1484 of 1540

1.8.1.1 Develop Catalog Specification
Figure 378. 1.8.1.1 Develop Catalog Specification decomposition
Develop Catalog Specification

Brief Description
Develop the specification (definition) for a catalog, relationships among
catalogs, and attributes associated with a catalog.
Develop Catalog Specification develops the specification (definition) for
a catalog, relationships among catalogs, and attributes associated with
a catalog.
Specifications define attributes that are shared among catalogs
described by the specification. Additional attributes, called
characteristics, can also be defined using a generalized set of
processes to create the attributes. This process focuses on associating
them with a catalog specification.
Relationships among catalogs include those that specify one catalog
replaces another and those that define a group of catalogs, for
example a content catalog that contains other catalogs that contain a
specific category, such as drama movie category and a comedy drama
category.
remove various aspects of a catalog specification, such as relationships
with other catalogs, it is assumed that the "develop" processes and
their sub-processes also perform updates and removals.
Page 1485 of 1540

Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Define Catalog Specification

Brief Description
Define, update, and remove the specification for a catalog.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Define Additional Catalog Specification Attributes

Brief Description
Define, update, and remove additional attributes associated with a
catalog specification.
Define Additional Catalog Specification Attribute defines, updates, and
removes additional attributes, called characteristics, using a
generalized set of processes to create the attributes. This process
focuses on associating/disassociating them with a catalog
specification, as well as update and removal of the attributes.
Page 1486 of 1540

For example, an additional attribute may represent the media, such as

web, paper, electronic, used to publish the catalog.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Define Catalog Specification Relationship

Brief Description
Define, update, and remove one or more associations among catalog
specifications.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Page 1487 of 1540

1.8.1.2 Develop Catalog
Figure 379. 1.8.1.2 Develop Catalog decomposition
Develop Catalog
Brief Description
Define, update, and remove a catalog.
Develop Catalog defines, updates, and removes a catalog. The catalog
is associated with the party who provides it, such as the enterprise,
one of its operating units, or an external party.
It sets, updates, or removes a value or values for attributes which do
not have a fixed value. Setting a value may entail selecting one or
more from a list of permitted values or entering a value. For example,
selecting web and electronic as values for the media via which a
catalog will be published.
Explanatory
N/A
Mandatory
N/A
Page 1488 of 1540

Optional
N/A
Interactions
N/A
Define Catalog
Brief Description
Define, update, and remove a catalog. The catalog is associated with
the party who provides it, such as the enterprise, one of its operating
units, or an external party.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Define Catalog Attributes

Brief Description
Set, update, or remove a value or values for attributes which do not
have a fixed value.
Define Catalog Attributes sets, updates, or removes a value or values
for attributes which do not have a fixed value. Setting a value may
entail selecting one or more from a list of permitted values or entering
a value. For example, selecting web and electronic as values for the
media via which a catalog will be published.
Explanatory
N/A
Mandatory
N/A
Page 1489 of 1540

Optional
N/A
Interactions
N/A
1.8.2 Capacity Management
Figure 380. 1.8.2 Capacity Management decomposition
Capacity Management
Brief Description
Specify available capacity and capture capacity demand for defined
time periods. The consumption of available capacity by demand is
captured for a given time period.
Capacity Management specifies available capacity and captures
capacity demand for defined time periods. The consumption of
available capacity by demand is captured for a given time period.
Available capacity and/or capacity demand may be adjusted based on
consumption or other factors, such as reduced infrastructure
availability. Available capacity and capacity demand can be specified
as planned or actual.
Domain specific capacity management processes, such as Product
Capacity Management contain only the processes specific to them. For
example, associating product offering with capacity amounts and
capacity demand.
Generalized processes such as this eliminate redundant processes
used to create domain specific capacity management processes.
Explanatory
N/A
Page 1490 of 1540

Mandatory
N/A
Optional
N/A
Interactions
N/A
Define Capacity Time Period

Brief Description
Define a time period for which available capacity and/or capacity
demand is specified and captured.
Define Capacity Time Period defines a time period for which available
capacity and/or capacity demand is specified and captured. A time
period can be expressed in days of the week or for a from/to date.
This process also is used to modify and remove a capacity time period.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Specify Available Capacity

Brief Description
Define planned or actual capacity availability for a specific time period.
Specify Available Capacity defines planned or actual capacity
availability for a specific time period. The amount of available capacity
can be represented in various ways, including different units of
measure, such as units and terabytes, a single value, and a range of
values.
Page 1491 of 1540

Available capacity may be related to each other. For example, quarterly

available capacity may be an aggregation of the three months in the
quarter. Available capacity may also be location dependent. For
example, for a city, suburb, or geographic area.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Capture Capacity Demand

Brief Description
Capture planned or actual capacity demand for a specific time period.
Capture Capacity Demand defines planned or actual capacity demand
for a specific time period. The amount of available capacity can be
represented in various ways, including different units of measure, such
as units and terabytes, a single value, and a range of values.
Capacity demand may be related to one of more other demands. For
example, quarterly capacity demand may be an aggregation of the
three months in the quarter.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Consume Available Capacity

Page 1492 of 1540

Brief Description
Allocate planned or actual capacity availability to the respective
capacity demand for a given time period.
Consume Available Capacity allocates capacity availability to capacity
demand for a given time period. The allocation may identify the
available capacity is not enough to satisfy demand or that there is too
much capacity for a given time period. This information is
communicated to the Monitor Capacity processes.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Monitor Capacity
Brief Description
Monitor available planned and actual capacity and capacity demand.
Suggest adjustments based on monitoring results.
Monitor Capacity monitors available planned and actual capacity and
capacity demand. It suggest adjustments based on monitoring results.
Results may include differences between allocated capacity and its
associated capacity and capacity demand.
Factors that are monitored include planned and actual capacity and
capacity demand changes such as unexpected reductions or
unexpected increases in planned or actual product sales or planned or
available infrastructure.
Explanatory
N/A
Mandatory
N/A
Page 1493 of 1540

Optional
N/A
Interactions
N/A
Adjust Capacity
Brief Description
Make one or more adjustments to planned or actual capacity and
capacity demand. Communicate adjustment(s) to impacted
stakeholders.
Adjust Capacity makes one or more adjustments to planned or actual
capacity and capacity demand and communicates adjustment(s) to
impacted stakeholders.
It is important to notify stakeholders because of the relationship among
the various types of capacity and capacity demand. For example, a
change in product offering capacity demand may mean that resource
infrastructure processes, such as Resource Capability Delivery, may
need to be carried out to make any necessary resource infrastructure
adjustments based on the reduced product offering demand. This also
implies a reduction to resource capacity and resource demand.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Perform Capacity and Capacity Demand Trend Analysis

Brief Description
Undertake trend analysis on capacity and capacity demand to identify
any issues that may exist in either or both.
Page 1494 of 1540

Perform Capacity and Capacity Demand Trend Analysis undertakes
trend analysis on capacity and capacity demand to identify any issues
that may exist in either or both. For example, there could be an issue
identified that indicates the technique used for estimating planned
capacity or planned capacity demand may need to be changed.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.8.2.2 Specify Available Capacity
Figure 381. 1.8.2.2 Specify Available Capacity decomposition
Specify Available Capacity

Brief Description
Specify Available Capacity defines planned or actual capacity
Page 1495 of 1540

availability for a specific time period. The amount of available capacity

can be represented in various ways, including different units of
measure, such as units and terabytes, a single value, and a range of
values.
Available capacity may be related to each other. For example, quarterly
available capacity may be an aggregation of the three months in the
quarter. Available capacity may also be location dependent. For
example, for a city, suburb, or geographic area.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Define Available Capacity

Brief Description
The amount of available capacity can be represented in various ways,
including different units of measure, such as units and terabytes, a
single value, and a range of values.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Associate Related Available Capacity

Page 1496 of 1540

Brief Description
Associate available planned or actual capacity to another available
capacity. For example, quarterly available capacity may be an
aggregation of the three months in the quarter.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Specify Available Capacity Location

Brief Description
Associate available planned or actual capacity with a location such as a
city, suburb, or geographic area.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Page 1497 of 1540

1.8.2.3 Capture Capacity Demand
Figure 382. 1.8.2.3 Capture Capacity Demand decomposition
Capture Capacity Demand

Brief Description
Capture planned or actual capacity demand for a specific time period.
Capture Capacity Demand defines planned or actual capacity demand
for a specific time period. The amount of available capacity can be
represented in various ways, including different units of measure, such
as units and terabytes, a single value, and a range of values.
Capacity demand may be related to one of more other demands. For
example, quarterly capacity demand may be an aggregation of the
three months in the quarter.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Page 1498 of 1540

Interactions
N/A
Define Capacity Demand

Brief Description
Define planned or actual capacity demand for a specific time period.
The amount of available capacity can be represented in various ways,
including different units of measure, such as units and terabytes, a
single value, and a range of values.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Associate Related Capacity Demand

Brief Description
Associate planned or actual capacity demand to another capacity
demand. For example, quarterly available capacity may be an
aggregation of the three months in the quarter.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Page 1499 of 1540

Interactions
N/A
1.8.2.5 Monitor Capacity
Figure 383. 1.8.2.5 Monitor Capacity decomposition
Monitor Capacity
Brief Description
Monitor available planned and actual capacity and capacity demand.
Suggest adjustments based on monitoring results.
Monitor Capacity monitors available planned and actual capacity and
capacity demand. It suggest adjustments based on monitoring results.
Results may include differences between allocated capacity and its
associated capacity and capacity demand.
Factors that are monitored include planned and actual capacity and
capacity demand changes such as unexpected reductions or
unexpected increases in planned or actual product sales or planned or
available infrastructure.
Page 1500 of 1540

Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Monitor Available Capacity

Brief Description
Monitor available planned and actual capacity and provide results to
the Suggest Available Capacity Adjustment process.
Monitor Available Capacity monitors available planned and actual
capacity and provide results to the Suggest Available Capacity
Adjustment process.
Factors that are monitored include planned and actual demand
changes caused by events such as unexpected reductions or
unexpected increases in planned or actual product sales. Availability
can also be influenced by changes to the underlying planned or actual
infrastructure, such as resource availability, which affects all types of
actual available capacity (Product, Service, Resource).
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Monitor Capacity Demand

Page 1501 of 1540

Brief Description
Monitor available planned and actual capacity demand and provide
results to the Suggest Capacity Demand Adjustment process.
Monitor Capacity Demand monitors planned and actual capacity
demand and provide results to the Suggest Capacity Demand
Adjustment process.
Factors that are monitored include planned and actual capacity
availability changes caused by events such as unexpected reductions
or unexpected increases in planned or actual product sales. Capacity
demand can also be influenced by changes to the underlying planned
or actual infrastructure, such as resource availability, which affects all
types of planned or actual capacity demand (Product, Service,
Resource).
For example, if sales forecasts for an offering increases then planned
demand for the offering should be increased as a result.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Page 1502 of 1540

1.8.2.5.1 Monitor Available Capacity
Figure 384. 1.8.2.5.1 Monitor Available Capacity decomposition
Monitor Available Capacity

Brief Description
Monitor available planned and actual capacity and provide results to
the Suggest Available Capacity Adjustment process.
Monitor Available Capacity monitors available planned and actual
capacity and provide results to the Suggest Available Capacity
Adjustment process.
Factors that are monitored include planned and actual demand
changes caused by events such as unexpected reductions or
unexpected increases in planned or actual product sales. Availability
can also be influenced by changes to the underlying planned or actual
infrastructure, such as resource availability, which affects all types of
actual available capacity (Product, Service, Resource).
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Page 1503 of 1540

Interactions
N/A
Monitor Planned Available Capacity

Brief Description
Monitor available planned capacity and provide results to the Suggest
Available Capacity Adjustment process.
Monitor Planned Available Capacity monitors available planned
capacity and provides results to the Suggest Available Capacity
Adjustment process.
Monitoring includes comparing planned capacity with what has been
allocated to planned capacity demand. It may result in identifying the
need for an increase or decrease in planned capacity. It also looks at
other sources, such as sales forecasts that may impact both capacity
and demand.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Monitor Actual Available Capacity

Brief Description
Monitor available actual capacity and provide results to the Suggest
Available Capacity Adjustment process.
Monitor Actual Available Capacity monitors available actual capacity
and provides results to the Suggest Available Capacity Adjustment
process.
Monitoring includes comparing actual capacity with what has been
Page 1504 of 1540

allocated to actual capacity demand. It may result in identifying the

need for an increase or decrease in planned capacity. It may also
include looking at actual sales to see if available capacity should be
increased or decreased.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Suggest Available Capacity Adjustment

Brief Description
Suggest adjustments to planned or actual capacity based on
monitoring results.
Suggest Available Capacity Adjustment determines what planned or
actual capacity adjustments to suggest based on monitoring results.
These are communicated to the Adjust Capacity process. For example,
an increase in sales may mean that planned (if sales are expected to
increase in the future) and actual capacity needs to be increased; a
decrease in sales may mean that planned and actual capacity should
be reduced.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Page 1505 of 1540

1.8.2.5.2 Monitor Capacity Demand
Figure 385. 1.8.2.5.2 Monitor Capacity Demand decomposition
Monitor Capacity Demand

Brief Description
Monitor available planned and actual capacity demand and provide
results to the Suggest Capacity Demand Adjustment process.
Monitor Capacity Demand monitors planned and actual capacity
demand and provide results to the Suggest Capacity Demand
Adjustment process.
Factors that are monitored include planned and actual capacity
availability changes caused by events such as unexpected reductions
or unexpected increases in planned or actual product sales. Capacity
demand can also be influenced by changes to the underlying planned
or actual infrastructure, such as resource availability, which affects all
types of planned or actual capacity demand (Product, Service,
Resource).
Explanatory
N/A
Page 1506 of 1540

Mandatory
N/A
Optional
N/A
Interactions
N/A
Monitor Planned Capacity Demand

Brief Description
Monitor planned capacity demand and provide results to the Suggest
Capacity Demand Adjustment process.
Monitor Planned Capacity Demand monitors planned capacity demand
and provides results to the Suggest Capacity Demand Adjustment
process.
Monitoring includes analyzing planned capacity, what has been
allocated to planned capacity demand, and planned capacity demand.
It may result in identifying the need for an increase or decrease in
planned capacity demand. It also looks at other sources, such as sales
forecasts that may impact both capacity and demand.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Monitor Actual Capacity Demand

Page 1507 of 1540

Brief Description
Monitor available actual capacity demand and provide results to the
Suggest Capacity Demand Adjustment process.
Monitor Actual Capacity Demand monitors actual capacity demand and
provides results to the Suggest Capacity Demand Adjustment process.
Monitoring includes analyzing actual capacity, what has been allocated
to actual capacity demand, and actual capacity demand. It may result
in identifying the need for an increase or decrease in actual capacity. It
also looks at other sources, such as current resource infrastructure
availability. For example if resource infrastructure availability
decreases both capacity and capacity demand may have to be
decreased, not only for resources, but also for product and service
capacity and capacity demand that may be effected by the decrease in
resource infrastructure availability.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Suggest Capacity Demand Adjustment

Brief Description
Suggest adjustments to planned or actual capacity demand based on
monitoring results.
Suggest Capacity Demand Adjustment determines what planned or
actual capacity demand adjustments to suggest based on monitoring
results. These are communicated to the Adjust Capacity process. For
example, an increase in sales may mean that planned and actual
capacity demand needs to be increased; a decrease in sales may mean
that planned and actual capacity demand should be reduced. This may
also have an impact on service and resource capacity and capacity
demand.
Page 1508 of 1540

Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.8.2.6 Adjust Capacity
Figure 386. 1.8.2.6 Adjust Capacity decomposition
Adjust Capacity
Brief Description
Make one or more adjustments to planned or actual capacity and
capacity demand. Communicate adjustment(s) to impacted
stakeholders.
Adjust Capacity makes one or more adjustments to planned or actual
capacity and capacity demand and communicates adjustment(s) to
Page 1509 of 1540


Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Adjust Available Capacity

Brief Description
Analyze suggested planned and actual capacity adjustments. Make
agreed upon adjustments based on the analysis.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Adjust Capacity Demand

Brief Description
Analyze suggested planned and actual capacity demand adjustments.
Make agreed upon adjustments based on the analysis.
Page 1510 of 1540

Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Communicate Available Capacity and Capacity Demand Adjustments

Brief Description
Provide capacity and capacity demand adjustment notifications to
Communicate Available Capacity and Capacity Demand Adjustments
provides capacity and capacity demand adjustment notifications to
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Page 1511 of 1540

Page 1512 of 1540

Index
Abate Alarm Event Records, 1047
Abate Service Alarm Event Records,
810
Accept Order Handling Infrastructure,
399
Accept Party Order, 1236
Accept Product Offering Process
Capabilities, 328
Acquire Customer Data, 122, 139
Activate Resource, 1005
Activate Service, 763
Add Billing Event Data, 623
Address Order Handling infrastructure
Issues, 399
Adjust Available Capacity, 1477
Adjust Capacity, 1461, 1476
Adjust Capacity Demand, 1477
Adjust Durations, 977
Administer and Configure Workforce
Management, 968, 978
Administer Commercial Arrangement
for Production and Distribution
Capability, 577
Administer Commercial Arrangement
for Third Party Supplier, 587
Administer Customer Payment
Processes, 424
Administer Human Resources Catalog,
980
Administer Organizations Catalog, 980
Administer Overdue Invoice Follow-Up,
590
Administer Registration and Access,
983
Administer the Tender Process, 1119
Administer Tools and Materials
Catalog, 981
Aggregate Information/Data, 1031
Aggregate Items For Charging, 634
Aggregate QoS Performance Analysis,
252
Agree Product Infrastructure
Requirements, 211
Agree Resource Infrastructure
Requirements, 883
Agree Service Infrastructure
Requirements, 676
Agree Service Outages, 253

Algorithmic Product Offering Pricing,
331, 352
Allocate & Install Resource, 992, 999
Allocate Resource, 1002
Allocate Service Parameters, 756
Allocate Specific Service Parameters to
Services, 744, 754
Analyse Forecast Data, 92
Analysis and Identification Policies,
1337
Analytics Consumer & Distribution
Analyze & Manage Customer Risk,
468, 473
Analyze & Report on Customer, 494,
499
Analyze & Report Party Interactions,
1244, 1251
Analyze and Decompose Work Order,
986
Analyze Bill Inquiry Trend, 427
Analyze Billing Trend, 421
Analyze Customer Experience KCI/KQI,
446
Analyze Customer Payment Trend, 424
Analyze Customer Requests &
Contacts, 500
Analyze Customer Trends, 131
Analyze Detailed Bill Inquiry, 609,
1297
Analyze Insurance Cost/Benefits, 1357
Analyze Market Information, 70
Analyze Market Segment purchase and
issues, 78
Analyze Marketing Campaign Metrics,
187
Analyze Marketing Communication
Metrics, 171
Analyze new resource requirements,
854
Analyze new service
directions/enhance existing service,
647
Analyze Party Interactions, 1252
Analyze Party Performance Data, 1277
Page 1513 of 1540

Analyze Party Settlements & Payments

Process Performance, 1196
Analyze Potential Parties, 1114
Analyze Product Information, 193
Analyze Product Offering Promotion
Metrics, 377
Analyze Prospect Needs, 151
Analyze QoS Violation, 550
Analyze Resource Classes, 909
Analyze Resource Performance, 1072,
1081
Analyze Sales Performance, 157
Analyze Service Classes, 702
Analyze service growth, 648
Analyze Service Quality, 814, 823
Analyze to develop new service
requirements, 647
Analyze to develop new/enhance
resource requirements, 855
Analyzing Party Performance
Processes' Performance, 1193
Analyzing Party Problem Processes
Performance, 1189
Analyzing Party Requisition Processes
Performance, 1185
Apply Training, 1427
Apply Agreed Customer Bill
Adjustment, 570
Apply Audit Mechanisms Proactively,
1355
Apply Career Development, 1428
Apply Competency Modeling, 1425
Apply Employee Recruitment, 1429
Apply Pricing, Discounting,
Adjustments & Rebates, 565, 568
Apply Pricing, Discounting,
Adjustments & Rebates to Customer
Account, 569
Apply Rate Level Discounts, 633
Apply Skills Assessment, 1426
Apply Strength Profiling, 1426
Apply Succession Planning, 1427
Apply Work Design, 1428
Approve New Product Offering
Business Proposal, 307
Approve New Product Specification
Approve Order Handling Procedures,
398
Approve Party Relationship, 1131
Approve Product Business Case, 207,

216
Approve Product Offering for
Launch/Rollout, 320
Approve Resource Capability
Investment, 889
Approve Sales Forecast, 93
Approve Service Capability
Investment, 682
Approve Tender Decisions, 1122
Archive Customer Data, 506
Archive Marketing Communication,
163
Arrange and Manage Access for Party
to Service Performance Mgmt. Tools
and Processes, 1191
Arrange and Manage Access for Party
to Service Provider Problem Mgmt.
Tools and Processes, 1187
Arrange and Manage Access from
external parties to Service Provider
Provisioning Tools and Processes,
1182
Arrange and Manage Access to Party
Service Performance Mgmt. Tools
and Processes, 1192
Arrange and Manage Access to Party
Arrange Facilities, Tools and Systems
to Support Processes, 1195
Ascertain Customer Requirements,
133
Asses impact of Resource Business
plans, 867
Asses impact of service business plan,
661
Assess and Investigate Customer Bill
Inquiry, 604
Assess and Report Resource
Performance Management
Processes, 947
Assess and Report Service Quality
Management Processes, 740
Assess Customer Bill Inquiry Report,
596, 603
Assess Customer Order, 459
Assess Customer QoS/SLA
Performance, 540, 545
Assess New Product Offering Risks and
Competitive Positioning, 305
Page 1514 of 1540

Assess New Product Specification

Risks and Competitive Positioning,
268
Assess Operational Activities, 1354
Assess Party Delivery Capabilities,
1228
Assess Party Interface Performance,
1199
Assess Performance of Existing
Product Offering, 297
Resources, 903
Services, 696
Assess Potential Development & Risk,
125
Assess Resource Request, 1017
Assess Revenue Assurance Trouble,
1367
Assess Service Request, 769
Assess Strategic Impacts, 125
Assess Technology Acquisition, 1396
Assign Billing Event Price, 623
Assign Customer Bill Inquiry Analysis
and Adjustment Activities, 612
Assign Prospect to Sales Channel, 152
Assign Service Provisioning Activity,
758
Assign Task, 987
Assist Trend Analysis Development,
253
Assist with Security Management
Deployment, 1326
Associate Price to Product Offering,
315
Associate Price to Product
Specification, 281
Associate Product Offering and Price
with Product Offering Agreement,
370
Associate Product Offering Price with
Geographic Area, 340
Associate Product Offering with
Product Offering Catalog, 367
Associate Related Available Capacity,
1463
Associate Related Capacity Demand,
1466
Audit Management, 1352
Audit Management and Security Data

Collection & Distribution, 1026
Authenticate User, 491
Authorize Credit, 448
Authorize Customer Bill Invoice
Adjustment, 596, 606
Authorize Transaction Based on
Balance, 638
Begin Party Agreement Preparation,
1162, 1165
Bill Inquiry Handling, 594
Bill Invoice Management, 564
Bill Payments & Receivables
Management, 580
Board & Shares/Securities
Management, 1414
Build a unified customer view, 507
Build Customer Insight, 468, 471
Business Continuity Management,
1319
Business Development, 1306
Calculate Metrics, 1444
Cancel Customer Bill Inquiry, 614
Cancel Customer Problem, 525
Cancel Customer QoS Report, 561
Cancel Party Bill Inquiry, 1301
Cancel Party Order, 1232
Cancel Party Performance Degradation
Report, 1280
Cancel Party Problem, 1265
Cancel Resource Performance
Degradation Report, 1096
Cancel Resource Trouble, 1061
Cancel Service Performance
Cancel Service Problem, 802
Capacity Management, 1457
Capacity Plan Order Handling
Infrastructure, 397
Capture & Record Customer Data, 141
Capture Capacity Demand, 1459, 1465
Capture CE Maturity Assessment
Input, 432, 436
Capture Customer Experience
KCIs/KPIs, 445
Capture Product Capability Shortfalls,
206, 213
Capture Product Capacity Shortfalls,
213
Page 1515 of 1540

Capture Product Infrastructure

Requirements, 211
Capture Product Operational Support
Shortfalls, 214
Capture Product Performance
Shortfalls, 214
Capture Resource Capability Shortfalls,
876, 884
Capture Resource Capacity Shortfalls,
884
Capture Resource Demand &
Performance Requirements, 882
Capture Resource Operational Support
Shortfalls, 885
Capture Resource Performance
Shortfalls, 885
Capture Service Capability Shortfalls,
670, 677
Capture Service Capacity Shortfalls,
677
Capture Service Demand &
Performance Requirements, 675
Capture Service Operational Support
Shortfalls, 678
Capture Service Performance
Shortfalls, 678
Capture Service Test Results, 766
Capture Sourcing Requirements, 1111
Capture Test Results, 1008
Carry out Legal requests, 1411
Carry Out Performance Reviews, 548
Cataloging, 1449
Categorize Customer Problem, 516
Categorize Resource Alarm Event,
1048
Categorize Resource Trouble, 1054
Categorize Service Alarm Event, 798
Categorize Service Problem, 793
Charging, 632
Check for major outage, 534
Check Interface List, Status and
Availability, 1198
Check QoS Thresholds Met, 547
Child process(es) to be determined,
154, 226, 249, 1104, 1289
Choose Forecast Model, 91
Clean-up & Archive Customer
Identifying Information, 484
Clear Customer QoS Report Status,
563
Clear Party Problem, 1267

Clear Resource Performance
Degradation Report Status, 1097
Clear Service Performance
Degradation Report Status, 838
Close Cleared Party Performance
Close Customer Bill Inquiry Report,
599
Close Customer Interaction, 489
Close Customer Order, 452
Close Customer Problem Report, 511,
528
Close Customer QoS Performance
Close Interaction, 1250
Close Party Problem, 1259
Close Party Order, 1224
Close Party Performance Degradation
Report, 1274, 1285
Close Request, 498
Close Resource Order, 996
Close Resource Performance
Close Resource Trouble Report, 1041
Close Revenue Assurance Trouble
Report, 1370
Close Service Order, 749
Close Service Performance
Close Service Trouble Report, 784
Close Work Order, 989
Collect Additional Party Attribute, 1134
Collect Basic Party Data, 1132
Collect Customer Payment, 585
Collect Customer Personalization
Information, 477
Collect Management and Security
Information & Data, 1024, 1027
Collect Party Contact, 1133
Collect Party Data, 1129, 1132
Collect Party Demographic, 1138
Collect Party Identification, 1133
Collect Party Performance Data, 1276
Collect Party Profile, 1142
Collect Party Skill, 1134
Collect QoS Information, 546
Commence Resource Recovery, 1021
Commence Service Recovery, 776
Page 1516 of 1540

Commit & Approve Party Agreement,

1172
Communicate Available Capacity and
Capacity Demand Adjustments,
1478
Communicate Business Plans, 198
Communicate Community Messaging,
1404
Communicate Party Problem, 1261
Communicate Service improvement
Opportunity, 531
Community Relations Management,
1403
Complete and Validate Customer
Problem Report, 529
Complete Customer Bill Inquiry
Assessment, 605
Complete Customer Order, 450
Complete Marketing Campaign
Launch, 185
Complete Party Order, 1234
Complete Resource Recovery, 1022
Complete Service Recovery, 777
Conduct Interviews, 437
Conduct Operational Readiness
Testing, 328
Conduct Product Offering Acceptance
Test, 322
Conduct Product Offering Acceptance
Testing, 296, 317
Conduct Surveys, 437
Conduct technical reviews, 438
Configure & Activate Resource, 993,
1003
Configure Logging and Audit, 983
Configure Resource, 1004
Configure Schedules, 982
Configure Service, 762
Configure Skill Catalog, 981
Configure Work Catalog, 979
Confirm Distribution and Clean-up,
1034
Consume Available Capacity, 1459
Contact Customer (on regular basis),
137
Contact Customer for Feedback, 529
Contact/Lead/Prospect Management,
143
Control Customer Inventory Access,
415
Control Product Offering Inventory

Access, 246
Control Resource Performance, 1073,
1084
Control Sales Inventory Access, 115
Convert Customer Bill Inquiry, 601
Convert QoS Information, 546
Convert Report To Resource
Performance Degradation Report
Format, 1091
Convert Report To Resource Trouble
Format, 1069
Convert Report To Service Performance
Degradation Report Format, 833
Convert Report To Service Problem
Format, 787
Convert Resource Usage Records,
1102
Convert Service Usage Record, 844
Co-ordinate Architecture Review, 1314
Co-ordinate Billing Insertion, 575
Co-ordinate Business Activities, 1318
Co-ordinate Business Continuity, 1320
Coordinate Customer Bill Inquiry
Analysis and Adjustment Activities,
612
Coordinate Customer Problem, 524
Co-ordinate Customer QoS Analysis,
Restoration & Repair, 560
Co-ordinate Enterprise Architecture,
1312
Coordinate Party Bill Inquiry and
Adjustment Activities, 1300
Co-ordinate Product Business Plans,
197
Co-ordinate Product Capability
Delivery, 219
Co-ordinate Product Operational
Handover, 222
Co-ordinate Resource Capability
Delivery, 896
Co-ordinate Resource Operational
Handover, 900
Coordinate Resource Performance,
1094
Coordinate Resource Provisioning
Activity, 1010
Coordinate Resource Trouble, 1060
Co-ordinate Service Capability
Delivery, 689
Page 1517 of 1540

Co-ordinate Service Operational

Handover, 693
Coordinate Service Problem, 801
Coordinate Service Quality, 836
Corporate Communications & Image
Management, 1400
Correct & Recover Customer Problem,
512, 534
Correct & Resolve Resource Trouble,
1039, 1055
Correct & Resolve Service Problem,
781, 794
Correlate Resource Alarm Event
Notifications, 1046
Correlate Resource Performance Event
Notifications, 1080
Correlate Resource Usage Records,
1103
Correlate Service Alarm Event
Notifications, 810
Correlate Service Performance Event
Notifications, 822
Correlate Service Usage Record, 845
Correlate the Performance Problem
Reports & Manage Inventory
Repository, 946
Correlate the Service Performance
Problem Reports & Manage
Inventory Repository, 739
Correlation and Features Engineering,
1444
Create Actionable Strategy, 1305
Create Customer Bill Inquiry Report,
595, 600
Create Customer Bill Invoice, 566, 571
Create Customer Interaction, 488
Create Customer Order, 129
Create Customer Problem Report, 511,
532
Create customer problem restoration
plan, 518
Create Customer QoS Performance
Degradation Report, 542, 555
Create Customer QoS Report, 556
Create Customer Record, 505
Create Known record, 518
Create Marketing Campaign, 180
Create Party Interaction Log, 1247
Create Party Performance Degradation
Report, 1288
Create Product Offering Price, 339

Create Product Offering Promotion,
372
Create Report, 951
Create Resource Orders, 1017
Create Resource Performance
Create Resource Trouble Report, 1042,
1067
Create Revenue Assurance Trouble
Report, 1366
Create Sales Proposals, 101
Create Service Orders, 769
Create Service Performance
Create Service Trouble Report, 779,
786
Create Workforce Strategy, 1423
Cross/Up Selling, 120, 130
Customer Experience Journey Design
& Lifecycle, 429, 439
Customer Experience Management,
428
Customer Experience Maturity
Assessment, 429, 431
Customer Experience Metrics Analysis,
430, 444
Customer Information Management,
504
Customer Interaction Management,
487
Customer Interface Management, 492,
493
Customer Management, 464
Customer QoS/SLA Management, 539
Customer Support & Readiness, 381
Customize Marketing Communication
Collateral, 166
Data Analysis, 1434, 1442
Data Analytics, 1432
Data Governance, 1436
Data Ingestion, 1433, 1436
Data Management, 1434, 1439
De-activate Off-boarded Preconfigured
Services, 1155
De-duplicate Customer Identity, 485
Define Additional Catalog Specification
Attributes, 1453
Define Alternative/Customized
Solutions, 124
Page 1518 of 1540

Define Audit Mechanism, 1353

Define Audit Policy, 1353
Define Available Capacity, 1463
Define Billing Cycle, 420
Define Capacity Demand, 1466
Define Capacity Time Period, 1458
Define Catalog, 1456
Define Catalog Attributes, 1456
Define Catalog Specification, 1453
Define Catalog Specification
Relationship, 1454
Define Channels, 443
Define Customer Experience KCI/KQI,
445
Define Default Privacy Information,
1212
Define Default Privacy Profile Rules,
1212
Define Enterprise Performance
Measures, 1378
Define Incident Management policies
and procedures, 1330
Define Inter-Agreement Relationship,
1167
Define Inter-Product Offering
Association, 315
Define Inter-Product Specification
Association, 281
Define Journey Building Blocks, 439,
441
Define Journeys Objective, 440
Define Key Capability Indicators, 435
Define Marketing Campaign Criteria,
180
Define Marketing Campaign
Proposition, 181
Define Marketing Communications
Strategy, 159
Define Monitoring to Facilitate Security
Management, 1329
Define overall product portfolios
structure, 195
Define Party PII Privacy Standards,
1210
Define Party Privacy Location,
Jurisdiction and Regulation, 1209
Define Party Product Offering
Involvement, 1149
Define Party Product Specification
Involvement, 1148
Define Party Profile Type, 1140

Define Party Profile Type Attribute
Group, 1141
Define Privacy Policy Rules Values,
1213
Define Processes & Channels, 104
Define Product Offering Promotion
Scope, 288
Define Product Capability Delivery
Methodology, 225
Define Product Capability
Requirements, 206, 210
Define Product Offering, 314
Define Product Offering Acceptance
Test, 321
Define Product Offering Agreement
Terms/Conditions, 369
Define Product Offering Associations,
316
Define Product Offering Catalog, 367
Define Product Offering
Features/Properties, 314
Define Product Offering Price Event,
339
Define Product Offering Price Plan, 342
Define Product Specification, 279
Define Product Specification
Features/Properties, 279
Define Product Specification Type, 280
Define Resource Capability
Requirements, 891
Define Resource research assessment
methodologies, 858
Define Resource Support performance
standards, 864
Define Resource support Policies, 863
Define Resource support Principles,
863
Define Resource Support Strategies,
850, 862
Define Security Management Analysis,
1329
Define Security Management Policies
& Procedures, 1325
Define Security Management policies
& procedures to facilitate detection
incidents, 1330
Define Security Management
Prevention, 1328
Page 1519 of 1540

Define Service Capability

Requirements, 684
Define service research assessment
methodologies, 651
Define Service Support performance
standards, 659
Define service support Policies, 658
Define service support Principles, 658
Define Service Support Strategies,
642, 657
Define steps, 443
Define Target Personas, 442
Define touch points, 443
Define Warehousing Policies, 1398
Define Workforce Strategy
Requirements, 1423
Deliver Electronic Invoice, 572
Deliver Invoice Information, 576
Deliver Management Information,
1028
Deliver Marketing Communication
Collateral, 161, 167
Deliver Product Capability, 207, 218
Deliver Program/Project Methodologies
& Support, 1374
Design & Develop Invoicing Process,
421
Design Journeys, 441
Design Marketing Campaign Workflow,
181
Design Resource Capabilities, 877, 890
Design Resource Operational Support
Process Improvements, 894
Design Service Capabilities, 671, 683
Design Service Operational Support
Process Improvements, 686
Design Solution, 742, 750
Detect Change on Party Inventory
Infrastructure and Update, 1193
Detect impact on Party Inventory
Infrastructure and Update, 1184
Detect Order Handling infrastructure
Shortfalls, 400
Detect Potential Security Threats &
Violations, 1327
Determine extent of resource
capabilities sourcing, 871
Determine extent of service aspect
sourcing, 665
Determine Actionable Patterns, 656
Determine Automated Bill Adjustment,

608, 1296
Determine Bill Inquiry Handling
Capability, 426
Determine Bill Invoice Management
Capability, 419
Determine Bill Payments &
Receivables Management Capability,
423
Determine Business Value of Potential
Technology, 1395
Determine Customer Order Feasibility,
448, 453
Determine Customer Risk, 475
Determine Maturity Level per
Dimension, 432
Determine Party Pre-Order Feasibility,
1220, 1227
Determine Potential Parties, 1107,
1113
Determine Recipients for
Information/Data, 1030
Determine Required Customer Data,
140
Determine Resolution Feasibility and
Justification, 536
Determine Resource Availability, 1000
Determine Service Parameter
Availability, 755
Determine Service Strategy
Perspective, 654
Determine Support for Customer
Requirements, 134
Determine the Sourcing Requirements,
1107, 1110
Determine Work Schedule, 972
Develop Algorithmic Product Offering
Pricing Matrix, 354, 358
Pricing Matrix Specification, 353,
355
Develop Product Offering Price
Condition, 349
Develop & Deliver annual/multi year
resource business plans, 866
Develop & Deliver annual/multi year
service business plans, 660
Develop & Negotiate Non-standard
Terms & Conditions, 128
Page 1520 of 1540


Pricing Matrix Cells, 359
Pricing Matrix Definition, 359
Pricing Matrix Specification
Definition, 356
Pricing Matrix Specification
Structure, 356
Develop and Implement Service
Infrastructure Capacity and
Operational Rules and Procedures,
730
Develop and Implement Capacity and
Operational Rules and Procedures,
938
Develop Catalog, 1450, 1455
Develop Catalog Specification, 1450,
1452
Develop Complex Feature/Property
Product Offering Pricing, 362
Develop Concepts for Revenue
Streams, 1307
Develop Contact, 147
Develop Contacts & Leads, 137
Develop Detailed Product Commercial
Specifications, 274, 278
Develop Detailed Product Customer
Manuals, 277
Develop Detailed Product Offering,
296, 310
Commercial Specifications, 311, 313
Performance Specifications, 312
Develop Detailed Product Operational
Specifications, 276
Develop Detailed Product Performance
Specifications, 276
Develop Detailed Product
Specification, 262, 273
Develop Detailed Product Technical
Specifications, 275
Develop Detailed Resource Manuals,
915
Develop Detailed Resource
Operational Specifications, 914
Develop Detailed Resource
Develop Detailed Resource Support

Specifications, 914
Develop Detailed Resource Technical
Specifications, 913
Develop Detailed Service Customer
Manuals, 709
Develop Detailed Service Design, 753
Develop Detailed Service Operational
Specifications, 708
Develop Detailed Service
Develop Detailed Service Support
Specifications, 708
Develop Detailed Service Technical
Specifications, 707
Develop External Relationships, 103
Develop Logistics/Transport Policies,
1398
Develop Marketing Campaign, 175,
179
Develop Marketing Campaign Metrics,
186
Develop Marketing Communication,
161, 164
Message, 165
Metrics, 170
Develop New Opportunity
Concepts[DELETED], 229
Develop New Product Offering
Business Proposal, 295, 303
Feasibility Assessment, 305
Opportunity Concepts, 302
Develop New Product Specification
Feasibility Assessment, 268
Opportunity Concepts, 266
Develop New Resource Business
Proposal, 903, 910
Develop New Sales Channels &
Processes, 96, 102
Develop New Service Business
Proposal, 697, 704
Develop Outline Market Strategy, 199
Develop Overall Service Design, 751
Page 1521 of 1540

Develop Product Business Case, 217

Develop Product Capacity, 380
Develop Product Capacity Demand,
380
Develop Product Commercialization
Case[DELETED], 231
Develop Product Commercialization
Strategy[DELETED], 230
Develop Product Offering Catalog, 364,
366
Specification, 364
Develop Product Offering Exit
Strategies, 324
Develop Product Offering Price Action,
349
Develop Product Offering Price Value,
351
Develop Product Offering Price
Variable, 350
Develop Product Offering Pricing Plan,
335, 341
Develop Product Offering Procedures,
327
Develop Product Offering Promotion,
289, 371
Metrics, 377
Develop Product Operational
Requirements, 201
Develop Product Performance
Requirements, 200
Develop Product Portfolio Forecasts,
198
Develop Product Pricing Strategy, 200
Develop Product Transition
Strategies[DELETED], 236
Develop Proposal against Customer
Requirements, 135
Develop Required Processes &
Procedures for Resources, 917
Develop Required Processes &
Procedures for Services, 711
Develop Resource Business Proposal,
911
Develop Resource Capability
Investment Proposals, 888
Develop Resource Classes, 909
Develop Resource Partnership
Develop Resource Recovery Plan, 1020

Develop Resource Strategy, 860
Develop Resource Supplier/Partner
Operational Support, 922
Develop Resource Transition
Strategies, 924
Develop Revenue/Cost Projections,
200
Develop Sales & Channel Proposals,
95, 100
Develop Sales & Channel
Requirements, 98
Develop Sales Channel Strategy, 84
Develop Sales Forecast, 87, 91
Develop Sales Proposal, 121, 133
Develop Sales Relationship, 82
Develop Service & Operational
Agreements for Resources, 918
Develop Service & Operational
Agreements for Services, 712
Develop Service Business Proposal,
705
Develop Service Capability Investment
Proposals, 681
Develop Service Capability Timetables,
690
Develop Service Classes, 703
Develop Service Implementation Plan,
752
Develop Service Improvement Plans,
828
Develop Service Partnership
Develop Service Party Operational
Support, 716
Develop Service Recovery Plan, 775
Develop Service Strategy, 653
Develop Service Test Plans, 766
Develop Simple Feature/Property
Product Offering Pricing, 361
Develop Stock/Inventory Management
Policies, 1399
Develop Test Plans, 1008
Diagnose Service Problem, 780, 789
Discontinue Product Offering Price,
337
Dispatch Task, 988
Distribute Billing Event, 626
Page 1522 of 1540

Distribute Customer Problem

Management Reports & Summaries,
521
Distribute Customer Problem
Notifications, 520
Distribute Customer QoS/SLA
554
Distribute Information/Data, 1033
Distribute Management and Security
Distribute Management Reports &
Summaries, 1066
Distribute Notifications, 1066
Distribute Party Performance
Management Reports, 1284
Distribute Party Performance
Management Summaries, 1284
Distribute Resource Order Notification,
1014
Distribute Resource Provisioning
Reports, 1015
Distribute Resource Quality
1088
Distribute Sales Forecast, 87
Distribute Service Order Notification,
773
Distribute Service Problem
806
Distribute Service Problem
Notifications, 806
Distribute Service Provisioning
Reports, 773
Distribute Service Quality
831
Edit Billing Event, 628
Employee & Labor Relations
Management, 1430
Enable Resource Data Collection &
Distribution, 931, 954
Enable Resource Performance
Enable Resource Provisioning, 927,
935
Enable Resource Support &
Operations, 878, 893
Enable Retention & Loyalty, 464, 467
Enable Service Configuration &

Activation, 719, 727
Enable Service Quality Management,
721, 737
Enable Service Support & Operations,
672, 686
End Product Offering Promotion, 291
End Marketing Campaign, 178
Enforce Party Privacy Profile, 1215
Engage External Party Resource, 1097
Engage External Product Suppliers,
562
Engage External Service Suppliers,
839
Engaging External Suppliers, 1063
Enrich Billing Events, 619, 622
Ensure Billing Event Usage, 625
Ensure Community Visibility, 1404
Ensure Consistent Risk Analysis, 474
Ensure Customer Interface Capability,
393
Ensure Customer Inventory Data
Quality, 416
Ensure Customer Personalization
Opportunities, 478
Ensure Customer QoS/SLA Capability,
242
Ensure Legal Compliance, 1411
Ensure Marketing Campaign
Capability, 175
Ensure Marketing Communication
Capability, 160
Ensure Order Handling Capability, 396
Ensure Product Capability Benefits &
Operational Costs, 220
Ensure Product Handover Support, 223
Ensure Product Offering
Documentation Production, 316
Ensure Product Offering Inventory
Data Quality, 247
Ensure Product Offering Operation,
405
Ensure Product Offering Promotion
Capability, 288
Ensure Product Specification
Documentation Production, 282
Ensure Regulatory Compliance, 1409
Ensure Resource Capability Quality,
897
Page 1523 of 1540

Ensure Resource Handover Support,

901
Ensure Retention & Loyalty Capability,
412
Ensure Risk Analysis Basis, 474
Ensure Sales Inventory Data Quality,
116
Ensure Selling Capability, 110
Ensure Service Capability Costs, 691
Ensure Service Capability Quality, 689
Ensure Service Handover Support, 694
Enterprise Architecture Management,
1310
Enterprise Performance Assessment,
1377
Enterprise Quality Management, 1371
Erase Party Privacy Profile Information,
1218
Escalate Customer Problem to support
team, 527
Escalate Party Order, 1232
Escalate Party Performance
Escalate Party Problem Resolution,
1266
Escalate/End Customer Problem, 526
Escalate/End Customer QoS Report,
561
Escalate/End Resource Performance
Escalate/End Resource Trouble, 1062
Escalate/End Service Performance
Escalate/End Service Problem, 802
Establish & Maintain Bill Invoice
Format, 419
Establish & Manage Bill Production
Cycle, 576
Establish & Manage Commercial Debt
Recovery Arrangement, 593
Establish & Manage Customer Debt
Profiles, 593
Establish and Maintain Performance
Threshold Standards, 944
Establish and Maintain Service
Performance Threshold Standards,
738
Establish Commercial Negotiating
Strategy, 1169
Establish Customer Relationship, 465,

483
Establish Market Participation, 72
Establish Market Segments, 67, 74
Establish Market Strategy, 66, 71
Establish Market Strategy Objectives,
72
Establish New Customer Identity, 484
Establish Party Relationship, 1126
Establish Product Portfolio Strategy,
190, 195
Establish Resource Capability
Sourcing, 898
Establish Resource delivery goals, 861
Establish resource implementation
policies, 861
Establish Resource strategy, 860
Establish Resource Strategy &
Architecture, 849, 859
Establish Revenue Coverage Plan, 84
Establish Sales Budget, 83
Establish Sales Goals and Measures,
83
Establish Service Capability Sourcing,
690
Establish Service goals, 654
Establish service strategy, 653
Establish Service Strategy & Goals,
642, 652
Establish Warehouse and Manage
Spares Including other Parties, 952
Establish, Maintain and Manage the
Support Plans, 947
Establish, Manage, and Develop
Organization, Tools and Processes,
937
Establish, Manage, and Develop
Service Infrastructure Organization,
Estimate Time For Restoring Resource,
1069
Estimate Time For Restoring Service,
788
Evaluate External Technology, 1395
Evaluate Marketing Lead, 149
Evaluate Operational Activities, 1354
Evaluate Party Against Business
Needs, 1229
Evaluate R&D Business Value, 1392
Evaluate Sales Forecast Outcomes, 88
Page 1524 of 1540

Exchange Catalog, 1451

Exchange Product Offering Catalog,
365
Exit Product Offering from Market, 325
External Operator Interaction Policies,
1340
Facilitate Compensation Guidelines,
1419
Facilitate Allowances & Benefits, 1418
Facilitate Code of Conduct, 1420
Facilitate Employee Satisfaction
Measurement & Management, 1421
Facilitate Equal Employment
Opportunity, 1419
Facilitate Hiring & Termination
Guidelines, 1420
Facilitate Negotiation &
Implementation of Potential Mergers
& Acquisitions, 1309
Facilitate Occupational Health &
Safety, 1418
Facilitate Party Product Configuration,
1237
Facilitate Performance Appraisal, 1417
Facilitate Remuneration Policies &
Levels, 1421
Feature/Property Product Offering
Pricing, 332, 361
File Tariffs, 1410
Filter Information/Data, 1031
Filter Resource Alarm Event
Notifications, 1045
Filter Service Alarm Event
Notifications, 809
Finalize Customer Problem Report, 530
Finalize Sourcing Requirements, 1112
Focus or Broaden Customer Base,
1308
Follow-up QoS Violation Action, 550
Forecast Demand, 976
Forecast high level resource demand &
capture new opportunities, 866
Forecast Order Handling
Requirements, 396
Forecast service demand & capture
new opportunities, 661
Forecast Workforce Availability, 976
Format and integrate data, 1438
Format Information/Data, 1032
Formulate Strategic Position, 655
Forward Party Problem Notification,

1263
Fraud Actions, 1349
Fraud Analysis, 1348
Fraud Classification Management,
1338
Fraud Management, 1331
Fraud Operations Management, 1333,
1351
Fraud Operations Support, 1333, 1342
Fraud Policy Management, 1332, 1335
Gain Approval for Party Agreement,
1159, 1171
Gain Business Plan Commitment and
Approval, 201
Gain Commitment to Marketing
Strategy, 68, 79
Gain Commitment to Product Business
Plans, 191, 202
Gain Enterprise Commitment to
Market Strategy, 80
Product Business plans, 204
Resource Plans, 852, 872
resource strategy and resource
plans, 873
Service Strategies, 645, 666
service strategy and service plans,
667
Gain Market Strategy Stakeholder
approval, 80
Gain Product Business Case Approval,
217
Gain Product Business Plans
Stakeholders Approval, 203
Gain Product Commercialization Case
Approval[DELETED], 231
Gain Resource Business Proposal
Approval, 912
Gain Resource Capability Investment
Approval, 876, 887
Gain resource strategy and resource
plans Stakeholders approval, 872
Gain Sales Proposals Approval, 101
Page 1525 of 1540

Gain Service & Operational

Agreements Approval for Resources,
918
Gain Service & Operational
Agreements Approval for Services,
712
Gain Service Business Proposal
Approval, 706
Gain Service Capability Investment
Approval, 670, 680
Gain service strategy and service
plans Stakeholders approval, 667
Gain Tender Decision Approval, 1109,
1120
Gather & Analyze Market Information,
66, 69
Gather & Analyze New Product
Ideas[DELETED], 228
Offering Ideas, 294, 300
Specification Ideas, 260, 264
Gather & Analyze New Resource Ideas,
902, 908
Gather & Analyze New Service Ideas,
695, 701
Gather & Analyze Product Information,
189, 192
Gather & Analyze Resource
Information, 848, 853
Gather & Analyze Service Information,
640, 645
Gather Authentication Information,
486
Gather Customer Information, 472
Gather Environmental Forecast Data,
90
Gather Forecast Data, 86, 89
Gather Industry Forecast Data, 89
Gather Market Information, 70
Gather Marketing Campaign Metrics,
187
Gather Marketing Communication
Metrics, 171
Gather Product Ideas[DELETED], 229
Gather Product Information, 193
Gather Product Offering Ideas, 301
Gather Product Offering Promotion
Metrics, 377
Gather Product Specification Ideas,

265
Gather Resource Information, 854, 907
Gather Service Information, 646, 701
Generate Billing Event Report, 630
Generate Customer Bill Inquiry, 601
Generate Customer Problem
Management Reports, 522
Generate Customer Problem Report,
533
Generate Party Bill Inquiry, 1295
Generate Party Problem, 1261
Generate Resource Performance
Degradation Problem, 1091
Generate Resource Trouble, 1068
Generate Service Performance
Degradation Problem, 833
Generate Service Problem, 787
Group Enterprise Management, 1315
Guide Billing Events, 620, 624
Guide Resource Usage Records, 842
Handle Community Contacts, 1405
Handle Interaction, 1248
Handle Party Interaction (Including Self
Service), 1243, 1248
Handle Pending Regulations, 1409
Handle Request, 496
Harmonize Processes &
Communication Systems across
Business Units, 1316
HR Policies & Practices, 1417
Identify CE Related Operational Pain
points, 433
Identify Contact, 146
Identify Contact Changes and Update,
1198
Identify Customer Bill Inquiry Root
Cause, 605
Identify Customer Interactions Data
Formats, 502
Identify Customer Inventory
Shortcomings, 417
Identify Data Collection Issues and
Report, 957
Identify Enterprise areas to meet
market strategy objectives, 73
Identify External Party for Order, 1226
Identify Impacted Product
Customers[DELETED], 235
Page 1526 of 1540

Identify Impacted Resource

Customers, 924
Identify Insurable Risks, 1357
Identify Issues and Provide Reports,
1203
Identify Logistic Issues and Provide
Reports, 964
Identify logistics for new resource
capability introduction, 868
Identify logistics for new service
Identify Market Segments, 74
Identify New Product Offering
Development Costs and Anticipated
Benefits, 304
Identify New Product Offering
Requirements, 304
Identify New Product Specification
Development Costs and Anticipated
Benefits, 267
Identify New Product Specification
Requirements, 267
Identify Opportunities and
Requirements[DELETED], 229
Identify Outsourcing Opportunities,
1308
Identify Overdue Invoice, 589
Identify Party Interactions Data
Formats, 1254
Identify potential new product families
for market segments, 77
Identify Potential Parties, 1115
Identify Potential Solutions, 151
Identify Product Issues[DELETED], 233
Identify Product Offering Acceptance
Test Participants, 321
Identify Product Offering Exit Impact,
324
Identify Product Offering Inventory
Shortcomings, 248
Identify Product Offering Issues, 319
Identify Product Offering Opportunities
and Requirements, 301
Identify Product Specification
Opportunities and Requirements,
266
Identify Relevant Customer Inventory
Information, 414
Identify Relevant Product Offering
Inventory Information, 245
Identify Relevant Sales Inventory

Information, 114
Identify Repository Issues and Provide
Reports and Warnings, 960
Identify Required Processes &
Procedures for Resources, 916
Identify Required Processes &
Procedures for Services, 711
Identify Resource Support Groups,
Skills & Training, 894
Identify Resource Support
Requirements, 895
Identify Risk Management Treatment,
475
Identify Root Cause / Check for
Woarkarounds, 517
Identify Sales Inventory Shortcomings,
117
Identify Service Inventory Issues and
Provide Reports and Warnings, 726
Identify Service Support Groups, Skills
& Training, 687
Identify Service Support
Requirements, 687
Identify Stakeholders to Market
Strategy, 79
Identify Stakeholders to Product
Business plans, 203
Identify Stakeholders to Resource
strategy and resource plans, 872
Identify Stakeholders to service
strategy and service plans, 666
Identify the requirements for resource
capabilities, 870
Identify the requirements for service
aspects, 664
Identify timetables for new resource
Identify timetables for new service
Identify Unviable Product Offering, 324
Identify Unviable Products[DELETED],
235
Identify Unviable Resources, 924
Implement Customer Problem
Workaround, 537
implement product portfolio
management functions, 196
Implement Resource, 1005
Page 1527 of 1540

Implement Resource Trouble Work

Arounds, 1057
Implement Service, 763
Implement Service Problem Work
Arounds, 796
Implement, Configure & Activate
Service, 745, 761
Import Data Subject Party Privacy
Profile, 1218
Improve Sales Performance, 158
Improve Service Quality, 815, 826
Inform Customer on QoS Impacts, 551
Information and Data Processing, 1347
Initialize after-sales processes, 482
Initiate Change Request, 538
Initiate Customer Debt Recovery
Activities, 591
Initiate Party Performance Corrective
Actions, 1277
Initiate Party Performance Degradation
Report, 1274, 1287
Initiate Party Problem, 1257, 1260
Initiate S/P Customer Bill Inquiry
Resolution Request, 613
Install and Commission Resource,
1002
Instantiate Resource Performance
Controls, 1085
Instantiate Resource Trouble Controls,
1085
Insurance Management, 1356
Intelligence Gathering, 1343
Intercept Events/Information, 1028
Internal Ethics Policies, 1341
Internal Process Policies, 1339
Interpret Insight, 1445
Investigate Billing Event Related
Problem, 630
Investigate Potential Mergers &
Acquisitions, 1309
Investigate Potential Security Threats
& Violations, 1328
Invoke Support Resource Trouble
Invoke Support Service Problem
Isolate Customer Problem, 508, 513
Isolate Unit with Fault, 1056
Issue Customer Order, 460
Issue Customer Orders, 451, 458
Issue Customer Problem Management

Summaries, 522
Issue Marketing Communication, 169
Issue New Product Offering Business
Proposal Notification, 309
Issue New Product Specification
Business Proposal Notification, 269
Issue Party Order, 1223
Issue Party Performance Degradation
Report, 1288
Issue Pricing Notification, 347
Issue Resource Orders, 997, 1016
Issue Service Orders, 747, 768
Issue Tender Document, 1116
Issue Unique Customer ID, 485
Issue Work Order, 986
Launch Marketing Campaign, 176, 183
Launch New Products[DELETED], 232
LEA (Law Enforcement Agency)
Interaction Policies, 1339
Legal Management, 1410
Link consumption profiles & available
product families, 77
Link Market Segments & Products, 67,
76
Localize Resource Trouble, 1038, 1050
Log Customer Interaction, 489
Log Party Interaction, 1242, 1246
Log Product Offering Analysis Results,
253
Maintain Bill Customers List, 420
Maintain Contact Information, 147
Maintain Customer Inventory facilities,
415
Maintain Overview of Product Offering
Quality, 547
Maintain Product Capability Delivery
Repository, 225
Maintain Product Offering Inventory
facilities, 245
Maintain Sales Inventory facilities, 115
Make Product Offering Price
Modification, 345
Manage Enterprise Architecture
Methodology, 1311
Manage S/P Inventory Repository,
1201
Manage & Administer Architecture
Repositories, 1313
Page 1528 of 1540

Manage administration of resource

research, 857
Manage administration of service
research, 650
Manage Aged Customer Debt Portfolio,
592
Manage Analytics Consumer, 1447
Manage Analytics Distribution, 1448
Manage and Administer Party
Inventory, 1201
Manage and Administer Resource Data
Collection and Distribution, 955
Manage Appointments, 973
Manage Architecture Skillsets, 1313
Manage Back-End Bank Account, 587
Manage Balance Containers, 637
Manage Balance Operations, 638
Manage Balance Policies, 637
Manage Balances, 636
Manage Billing Events, 618
Manage Billing Policy, 427
Manage Board Related Activities, 1415
Manage Business Continuity
Methodologies, 1322
Manage Capital/Equity Activities, 1416
Manage Commercial Negotiations,
1170
Manage Commissioning of New
Resource Infrastructure, 897
Manage Contact, 144, 146
Manage Corporate Procurement &
Logistics Policies, 1397
Manage Customer Billing, 581
Manage Customer Charging Hierarchy,
634
Manage Customer Debt Collection,
582, 588
Manage Customer Inventory, 386, 413
Manage Customer Inventory Capture,
415
Manage Customer Invoice Archive,
573
Manage Customer Order, 456
Manage Customer Order Status
Notification, 462
Manage Customer Payment Plan, 585
Manage Customer Payments, 581, 584
Manage Customer QoS/SLA
Management Notification, 254
Manage Data Quality, 1440
Manage Data source specification and

Integration, 1437
Manage Distribution, 1034
Manage Employee Relations, 1431
Manage Employee Share Plans, 1407
Manage Enterprise Architecture
Toolsets and Associated Standards,
1312
Manage Enterprise Performance Data,
1378
Manage External Survey Companies,
1379
Manage Funding & Cross-Subsidies
across Business Units, 1317
Manage Goods Acceptance &
Handling, 1399
Manage Handover to Product
Manage Handover to Resource
Manage Handover to Service
Manage Insurance Portfolio, 1358
Manage Investment for Business
Development, 1317
Manage Labor Relations, 1431
Manage Legal Actions, 1413
Manage Logistics, 933, 961
Manage Market Segments outcome,
75
Manage Marketing Campaign Channel
Capability, 184
Manage Marketing Campaign Channel
Resources, 184
Manage Marketing Communication
Channel Capability, 168
Manage Marketing Communication
Channel Resources, 168
Manage Master Data, 1441
Manage Messaging, 1402
Manage New Product Offering Involved
Party, 309
Manage New Product Specification
Involved Party, 272
Manage Order Handling Notification,
403
Manage Order Handling Organizational
Changes, 397
Manage Orders, 963
Page 1529 of 1540

Manage Overdue Invoice Payment,

591
Manage Paper and Envelope
Availability, 578
Manage Party Agreement Commercial
Negotiations, 1158, 1169
Manage Party Agreement Variation,
1159
Manage Party Inventory, 1179, 1200
Manage Party Order Status
Notification, 1239
Manage Party Orders, 1233
Manage Party Performance
Manage Party Problem Resolution,
1266
Manage Party Relationship, 1127,
1130
Manage Physical Production &
Distribution Quality, 579
Manage Pricing Notification Involved
Party, 346
Manage Pricing Policy Association with
Product Offering, 351
Manage Proactive Security
Management, 1324
Manage Problem Handling Notification,
409
Manage Process & Channel
Coordination, 103
Manage Product Capability Delivery
Methodology, 209, 224
Manage Product Exit
Process[DELETED], 236
Manage Product Exit[DELETED], 234
Manage Product Handover[DELETED],
234
Manage Product
Improvements[DELETED], 233
Manage Product Offering Acceptance
Testing, 318, 320
Manage Product Offering
Development, 299
Manage Product Offering Exit, 298,
323
Manage Product Offering
Improvements, 319
Manage Product Offering Inventory,
239, 243

Capture, 246
Manage Product Offering Maintenance
Programs, 407
Manage Product Offering Promotion
Channel Capability, 374
Manage Product Offering Promotion
Channel Resources, 375
Manage Product Restoration, 535
Manage Product Specification
Development, 263
Manage Production Run to Create Bill,
578
Manage Program/Project Management
Metrics, 1376
Repository, 1376
Skill Sets, 1375
Manage Prospect, 145, 150
Manage QoS/SLA Violation, 541, 549
Manage R&D Investment, 1392
Manage R&D Program Activities, 1393
Manage Reactive Security
Management, 1327
Manage Request (Including Self
Service), 493, 496
Manage Reservations, 973
Manage Resource Acceptance Testing,
922
Manage Resource Alarm Event
Notifications, 1045
Manage Resource Capability Delivery,
878, 895
Manage Resource Data Storage
Facilities and Associated Processes,
956
Manage Resource Deployment, 906,
920
Manage Resource Development, 905,
916
Manage Resource Exit, 906, 923
Manage Resource Exit Process, 925
Manage Resource Infrastructure,
Provisioning and Preventive
Maintenance Schedules, 951
Manage Resource Inventory, 932, 958
Manage Resource Inventory Database
and Processes, 959
Page 1530 of 1540

Manage Resource Operational Staff

Training, 921
Manage Resource Performance Data,
1078
Collection, 946
Collection Schedules, 1083
Manage Resource Process & Procedure
Implementation, 921
Manage Resource Provisioning Activity,
1011
Manage Resource Research, 848, 856
Manage resource research
investigations, 857
Manage Resource Trouble &
Performance Data Collection, 950
Manage Revenue Assurance
Manage Revenue Assurance Policy
Framework, 1360
Manage Sales Accounts, 122, 136
Manage Sales Channels, 111
Manage Sales Inventory, 107, 113
Manage Sales Inventory Capture, 115
Manage Sales Leads, 111
Manage Schedules & Appointments,
967, 971
Manage Service Acceptance Testing,
716
Manage Service Alarm Event
Notifications, 809
Manage Service Capability Delivery,
672, 688
Manage Service Deployment, 699, 714
Manage Service Development, 698,
710
Manage Service Exit, 700
Manage Service Improvement
Notification and Authorization, 827
Manage Service Infrastructure,
Provisioning and Preventive
Maintenance Schedules, 734
Manage Service Inventory, 718, 724
Manage Service Inventory Database
and Processes, 725
Manage Service Operational Staff
Training, 715
Manage Service Performance Data
Collection, 740
Manage Service Performance Data

Collection Schedules, 825
Manage Service Performance Quality
Data, 820
Manage Service Problem &
Performance Data Collection, 734
Manage Service Process & Procedure
Implementation, 715
Manage Service Provisioning Activity,
759
Manage Service Research, 641, 649
Manage service research
investigations, 650
Manage Service Restoration, 795
Manage Share/Stock Registry, 1416
Manage Shareholder Relations, 1407
Manage Shares/Securities, 1415
Manage Spokespeople, 1401
Manage Standby Resource Units, 1057
Manage the Tender Process, 1108,
1118
Manage Warehousing, 962
Manage Work Order Lifecycle, 970,
985
Manage Workforce Change, 1424
Map & Analyze Resource
Map & Analyze Service Requirements,
669, 674
Mark Resource Order for Special
Handling, 1018
Mark Service Order for Special
Handling, 770
Market Performance Management, 155
Market Sales Support & Readiness,
105
Market Strategy & Policy, 65
Marketing Campaign Management,
173
Marketing Communications, 159
Marketing Fulfillment Response, 142
Mediate & Orchestrate Customer
Interactions, 495, 501
Mediate & Orchestrate Party
Interactions, 1244, 1253
Mediate Billing Events, 620, 627
Mediate Customer Interactions, 503
Mediate Party Interactions, 1255
Mediate Resource Usage Records,
1099, 1100
Page 1531 of 1540

Mediate Service Usage Records, 841,

843
Metric Collection Job Specification,
1390
Metric Definition Development, 1381,
1384
Metric Definition Measure
Development, 1382, 1386
Metric Definition Measure
Specification, 1387
Metric Definition Measure Threshold
Specification, 1387
Metric Definition Specification, 1385
Metric Dimension Specification, 1385
Metric Management, 1380, 1381
Metric Measure Management, 1383
Metric Measure Monitoring, 1382,
1389
Metric Monitoring Criteria
Specification, 1390
Modeling, 1443
Modify Customer Bill Inquiry, 614
Modify Customer QoS Report, 556
Modify Customer QoS Report
Information, 560
Modify Customer QoS Report Status,
561
Modify Marketing Campaign, 177
Modify Marketing Communication, 162
Modify Party Bill Inquiry, 1301
Modify Party Order, 1231
Modify Party Performance Degradation
Report, 1279
Modify Party Performance Degradation
Report Status, 1281
Modify Party Privacy Policy, 1217
Modify Party Problem, 1265
Modify Product Offering Price, 336,
343
Modify Product Offering Price Plan, 342
Modify Product Offering Promotion,
291
Monitor & Control Party Performance,
1272, 1276
Monitor & Manage Regulatory Issues,
944
Monitor Actual Available Capacity,
1471
Monitor Actual Capacity Demand,
1474
Monitor and Analyze Resource

Performance Reports, and Identify
Issues, 945
Monitor and Analyze Service
Performance Reports, and Identify
Issues, 739
Monitor and Report Party Performance
Issues and Provide
Recommendations, 1192
Monitor Available Capacity, 1468,
1470
Monitor Capacity, 1460, 1467
Monitor Capacity Demand, 1468, 1473
Monitor Customer Bill Inquiries, 616
Monitor Customer Bill Inquiry Jeopardy
Status, 613
Monitor Customer Order Status, 462
Monitor Customer Problem, 520
Monitor Customer Problem Jeopardy
Status, 526
Monitor Customer QoS Report Status,
553
Monitor Industry Trends for Security
Management, 1325
Monitor Interaction Status, 1249
Monitor Jeopardy Status, 1233
Monitor Marketing Campaign
Effectiveness, 177, 185
Monitor Marketing Communication
Monitor Party Bill Inquiry Status,
1300
Monitor Party Bill Inquiry Notifications,
1303
Monitor Party Orders Status, 1239
Monitor Party Performance, 1283
Monitor Party Performance
Monitor Party Performance Jeopardy
Status, 1281
Monitor Party Problem, 1269
Monitor Party Problem Jeopardy Status,
1267
Monitor Party Relationship, 1130
Monitor Planned Available Capacity,
1471
Monitor Planned Capacity Demand,
1474
Monitor Product Offering Promotion
Page 1532 of 1540

Monitor Product Offerings, 251

Monitor Resource Alarms Events, 1048
Monitor Resource Order Status, 1014
Monitor Resource Performance, 1071,
1077
Monitor Resource Trouble, 1065
Monitor Revenue Assurance Controls,
1365
Monitor Sales & Channel Best Practice,
95, 97
Monitor Sales & Channel Practices, 99
Monitor Service Alarms Events, 798
Monitor Service Order Status, 772
Monitor Service Performance
Monitor Service Problem, 805
Monitor Service Quality, 813, 819
Monitor, Report and Release Mgmt. of
Resource Infrastructure and
Capacity Utilization, 940
Monitor, Report and Release Mgmt. of
Service Infrastructure and Capacity
Utilization, 731
Monitor, Report for Party Performance
and Provide Recommendations,
1188
Monitoring Party Requested
Infrastructure Deployment, 1183
Monitoring Product Offering
Performance Analyses, 252
Negotiate Party Order Problem, 1237
Negotiate Product Business Plan
Resources, 199
Negotiate Sales/Contract, 119, 126
Negotiate Standard Terms &
Conditions, 127
Normalize Resource Usage Records,
1102
Normalize Service Usage Record, 844
Notify Changes on Customer QoS
Report Status, 553
Notify Customer, 490
Notify Customer Data Change, 506
Notify Customer Problem, 521
Notify Legal Environment Changes,
1412
Notify Party, 1242
Notify T&M Root Cause Customer

Problem, 515
Notify T&M Root Cause Resource
Trouble, 1053
Notify T&M Root Cause Service
Problem, 792
Obtain Billing Events, 569
Obtain Configuration Information, 533
Obtain Customer Agreement, 129
Obtain Marketing Campaign
Agreement, 182
Obtain permanent fix or workarounds,
517
Obtain Product Offering Price
Approval, 336
Obtain Product Offering Promotion
Agreement, 373
Off-Board Party Offering &
Specification, 1145, 1151
Off-Board Party Product Offering, 1151
Off-Board Party Product Specification,
1152, 1153
On-board Party Product Specification &
Offering, 1144, 1147
Optimize Existing Resource
Infrastructure Utilization, 940
Optimize Existing Service
Orchestrate Customer Interactions,
502
Orchestrate Party Interactions, 1254
Order Handling, 447
Party Agreement Management, 1156
Party Bill Inquiry Handling, 1291
Party Demographic Collection, 1124,
1135
Party Interaction Management, 1241
Party Offering Development &
Retirement, 1143
Party Order Handling, 1219
Party Performance Management, 1271
Party Privacy Management, 1204
Party Privacy Management Definition,
1205, 1208
Party Privacy Profile Agreement, 1207
Party Privacy Profile Management,
1206, 1214
Party Privacy Profile Type
Development, 1206, 1211
Party Problem Handling, 1256
Page 1533 of 1540

Party Profiling, 1124, 1140

Party Relationship Development &
Retirement, 1122
Party Relationship Management, 1123,
1125
Party Settlements & Payments
Management, 1290
Party Strategy & Planning, 1105
Party Support & Readiness, 1173
Party Tender Management, 1106
Perform Service Infrastructure
Acceptance Test and Address &
Monitor the Change, 730
Perform Acceptance Test and Address
& Monitor the Change, 939
Perform Audit Tests, 1202
Perform Capacity and Capacity
Demand Trend Analysis, 1461
Perform Data Import, 1438
Perform Final Service Test, 803
Perform Final Test, 1062
Perform First in Service Testing, 801
Perform First in Testing, 1061
Perform Impact Analysis, 454
Perform Rating, 633
Perform Service Inventory Audit Tests,
725
Perform Specific Customer Problem
Diagnostics, 514
Perform Specific Customer Problem
Tests, 515
Perform Specific Resource
Performance Diagnostics, 1082
Perform Specific Resource Trouble
Diagnostics, 1051
Perform Specific Resource Trouble
Tests, 1052
Perform Specific Service Performance
Diagnostics, 824
Perform Specific Service Problem
Diagnostics, 790
Perform Specific Service Problem
Tests, 791
Personalize Customer Profile for
Retention & Loyalty, 469, 476
Plan & Forecast Resource
Infrastructure Requirements and
Manage Capacity Planning, 937
Plan & Forecast Service Infrastructure

Requirements and Manage Capacity
Planning, 729
Plan & Implement Cross-Business Unit
Operation, 1316
Plan and Forecast Workforce
Plan Business Continuity, 1320
Plan Infrastructure Recovery, 1321
Plan Marketing Campaign, 174
Plan Serious Incident Management,
1321
Policy-based Product Offering Pricing,
330, 348
Prepare & Submit Party Bill Inquiry,
1292, 1294
Prepare Common Agreement
Attributes, 1166
Prepare Matrix, 434
Prepare Maturity Assessment, 431,
434
Prepare New Product Offering Business
Proposal, 306
Prepare New Product Specification
Business Proposal, 269, 271
Prepare Party Agreement, 1157, 1161
Prepare Questions, 435
Prepare Sales Forecast, 92
Prepare Tender Document, 1112
Prepare/Follow-up for Performance
Reviews, 548
Prioritize Customer Problem, 527
Prioritize Resource Trouble, 1063
Prioritize Service Problem, 803
Problem Handling, 507
Process Management and Security
Processing Complex Events, 1443
Procurement Management, 1396
Produce & Distribute Bill, 567, 574
Produce Marketing Communication
Collateral, 166
Produce Product Portfolio Business
Plans, 190, 196
Produce Resource Business Plans, 851,
865
Produce Service Business Plans, 643,
660
Produce Service Strategic Plan, 655
Page 1534 of 1540

Produce Supporting Documentation &

Training Packages for Resources, 919
Produce Supporting Documentation &
Training Packages for Services, 713
Product & Offer Capability Delivery,
205
Product & Offer Development &
Retirement, 227
Product & Offer Portfolio Planning, 188
Product Capacity Management, 379
Product Configuration Management,
250
Product Offering Agreement
Product Offering Cataloging, 285, 363
Product Offering Development &
Retirement, 258, 282
Product Offering Lifecycle
Product Offering Pricing, 284, 329
Product Offering Promotion
Development, 287
Product Offering Prototyping, 287
Product Performance Management,
250
Product Specification & Offering
Development & Retirement, 256
Product Specification Development &
Retirement, 257, 259
Product Support & Readiness, 237
Program & Project Management, 1373
Program-manage Strategy
Implementation, 1305
Promote Desired Corporate mage,
1401
Provide Advice of Charge/Rate, 635
Provide Customer Bill Inquiry Change
Notification, 617
Provide Customer Personalization
Information, 478
Provide Insurance Advice, 1358
Provide Legal Advice, 1412
Provide Management Oversight on
Tenders, 1121
Provide Management Reports, 617
Provide New Product Offering
Business Proposal Notification, 306,
308
Provide New Product Specification
Business Proposal Notification, 272
Provide Party Problem Management

Reports, 1270
Provide Party Problem Management
Summaries, 1269
Provide Party Problem Status Change
Notification, 1270
Provide Product Offering Price
Notification, 337, 346
Provide Reference Source for Standard
Operating Environment, 1314
Provide Request Status, 497
Provide Resource Recovery Proposal
Notification, 1020
Provide Service Recovery Proposal
Notification, 775
Provide Strategic Business Direction,
1304
Provide Support for RTM and SPM
Processes, 953
Provide Support for Service Problem
Processes, 736
Provide Supporting Procedures and
Quality Management Support, 948
Qualify Opportunity, 118, 123
Reassign / Reconfigure Failed Service,
795
Reassign / Reconfigure Service or
Service Parameters, 827
Rebalance Order Handling
Receive & Accept Party Order, 1222,
1235
Receive & Process Party Bill Inquiry
Notifications and Responses, 1293,
1302
Receive Party Order, 1236
Receive Party Privacy Profile, 1216
Receive Party Problem, 1257, 1262
Receive Party Problem Notification,
1263
Receive Tender Document Response,
1116
Recommend Appropriate Offerings,
132
Recommend Resource partnership,
870
Recommend Service Partnership, 664
Reconcile Customer Payment, 586
Record Customer Bill Invoice
Adjustment, 607
Page 1535 of 1540

Record Party Bill Invoice Adjustment,

1298
Record Resource Performance Data,
1079
Record Service Performance Quality
Data, 821
Recover Resource, 998, 1019
Recover Service, 749, 774
Recover Specific Resource, 1022
Re-establish Customer Relationship,
465
Re-establish Party Relationship, 1127
Reformat Billing Event, 628
Regulatory Management, 1408
Release Resource, 1001
Release Service Parameter, 756
Remove Duplicate Resource Usage
Records, 1103
Remove Duplicate Service Usage
Record, 846
Remove Order Handling Infrastructure,
401
Remove Party Demographic, 1138
Remove Party Demographic
Definition, 1137
Remove Party Product Specification,
1154
Remove Party Profile, 1139
Remove Party Profile Type, 1141
Remove Product Specification, 263
Render & Format Invoice, 572
Repair / Replace Failed Resource, 1056
Report Audits, 1355
Report Balanced Scorecard, etc., 1379
Report Billing Event Records, 621, 629
Report Constraints to Other Processes,
830
Report Customer Bill Inquiry, 598, 615
Report Customer Information, 472
Report Customer interaction, 491
Report Customer Order Handling, 452,
461
Report Customer Order Status, 463
Report Customer Problem, 509, 519
Report Customer QoS Performance,
541, 552
Report Customer Requests & Contacts,
500
Report On Sales Performance, 157
Report on Work Order, 990
Report Order Handling Infrastructure

Capacity, 402
Report Order Handling Infrastructure
Deployment Process Capability, 403
Report Party Problem Resolution,
1258, 1268
Report Party Interaction, 1252
Report Party Orders, 1224, 1238
Report Party Orders Status, 1240
Report Party Performance, 1273, 1282
Report Product Infrastructure
Requirements, 212
Report Product Offering Trend Analysis,
408
Report Product Restoration Results,
536
Report Resource Performance, 1074,
1087
Report Resource Provisioning, 996,
1013
Report Resource Trouble, 1041, 1064
Report Resource Usage Records, 1100
Report Revenue Assurance, 1369
Report Service Infrastructure
Requirements, 676
Report Service Problem, 783, 804
Report Service Problem Trends, 735
Report Service Provisioning, 748, 772
Report Service Quality Performance,
815, 829
Report Service Usage Records, 841
Report to Party Agreement
Stakeholders, 1172
Report Workforce Management, 969
Reporting - Specific Market Segments,
75
Reporting Party Deployment
Capability, 1184
Representation Management, 1447
Request Additional Bill Inquiry
Information, 602
Request Cancellation of Customer QoS
Report, 557
Request Other Parties Performance
Degradation Report Creation and
Update, 1095
Request Party Privacy Profile
Extension, 1217
Request Product Offering Data
Collection, 406
Page 1536 of 1540

Request Product Offering Performance

Testing, 407
Request Provisioning Intervention, 408
Request Resource Recovery
Authorization, 1021
Request Service Performance
Degradation Report Creation and
Update, 836
Request Service Recovery
Authorization, 776
Research Management, 1391
Reserve Resource, 1001
Reserve Service Parameters, 755
Resolve Revenue Assurance Trouble,
1367
Resource Capability Delivery, 874
Resource Data Collection &
Distribution, 1023
Resource Development & Retirement,
901
Resource Mediation & Reporting, 1099
Resource Performance Management,
1070
Resource Provisioning, 991
Resource Strategy & Planning, 847
Resource Trouble Management, 1035
Return Remaining Off-boarded Product
(Resource) Inventory, 1155
Revenue Assurance Management,
1359
Review Documents, 438
Review Major Customer Problem, 538
Review Major Resource Trouble, 1049
Review Major Service Problem, 797
Review Party Relationship, 1131
RM&O Support & Readiness, 926
Roll-out Order Handling Infrastructure,
400
Rollout/Launch Product Offering, 298,
326
Sales Development, 94
Sales Forecasting, 85
Sales Performance Management, 155
Sales Strategy & Planning, 81
Schedule Customer Bill Inquiry
Analysis and Adjustment Activities,
611
Schedule Party Bill Inquiry Analysis
and Adjustment Activities, 1299
Schedule Routine Resource Trouble

Tests, 1053
Schedule Routine Service Problem
Tests, 791
Security Management, 1323
Select External Party for Party Order,
1220, 1225
Select Marketing Communication
Delivery Channels, 165
Select Most Appropriate Party, 1226
Select Product Offering Promotion
Delivery Channels, 372
Select Program/Project Management
Support Tools, 1375
Select Resource Capability at Other
Parties, 892
Select Service Capability At Parties,
685
Select Short-listed Party, 1117
Selling, 118
Send Party Privacy Profile, 1215
Service Capability Delivery, 668
Service Configuration & Activation,
741
Service Development & Retirement,
695
Service Guiding & Mediation, 840
Service Problem Management, 778
Service Quality Management, 812
Service Strategy & Planning, 639
Set Product Offering Price, 334, 338
Set Sales Forecast Goal, 86
Set Sales Performance Goals, 156
Shareholder Relations Management,
1406
Short List Potential Parties, 1115
SM&O Support & Readiness, 717
Specify Agreement Items, 1163
Specify Agreement Parties, 1166
Specify Available Capacity, 1458, 1462
Specify Available Capacity Location,
1464
Specify Party Agreement Terms and
Conditions, 1163
Specify Party Demographic Definition
Group, 1137
Specify Party Demographic Defintion,
1136
Specify Resource Capability
Infrastructure, 891
Page 1537 of 1540

Specify Service Capability

Infrastructure, 684
Specify Template Agreement Party
Types, 1167
Specify the Tender Process, 1119
Specify Type Specific Agreement
Component, 1164
Standard Product Offering Pricing, 330,
333
Start Product Offering Promotion, 290,
373
Stop And Start Audit On Resources,
1052
Stop And Start Audit On Services, 792
Strategic Business Planning, 1304
Submit Bill Inquiry Information, 1295
Suggest Available Capacity
Adjustment, 1472
Suggest Capacity Demand
Adjustment, 1475
Suggest Marketing Campaign Change,
188
Suggest Marketing Communication
Change, 172
Suggest Product Offering Price
Modification, 344
Suggest Product Offering Promotion
Change, 378
Supervise Party Rollout & and Report
Party Capacity, 1183
Support Bill Inquiry Handling, 389, 425
Support Bill Invoice Management, 387,
418
Support Bill Payments & Receivables
Support Billing Event Related Process,
631
Support Charging, 390
Support Customer Interface
Support Customer QoS/SLA, 238, 241
Support Manage Balance, 391
Support Manage Billing Events, 390
Support Market Strategy, 73
Support Order Handling, 383, 394
Support Order Handling Infrastructure
Deployment, 398
Support Party Interface Management,
1179, 1197
Support Party Performance

Support Party Problem Reporting &
Support Party Requisition
Support Party Settlements & Payments
Support Problem Handling, 385, 404
Support Product Offering Operational
Introduction, 327
Support Resource Trouble
Support Retention & Loyalty, 386, 411
Support Revenue Assurance
Operations, 1362
Support Selling, 106, 109
Support Service & Specific Instance
Rating, 723
Support Service Problem Management,
720, 733
Survey & Analyze Resource Trouble,
1036, 1043
Survey & Analyze Service Problem,
784, 807
System Configuration Management,
1346
Take QoS Violation Action, 550
Technology Scanning, 1394
Terminate Customer Relationship, 466
Terminate Party Agreement, 1160
Terminate Party Relationship, 1128
Test & Validate Implemented Solution,
537
Test Resource, 994, 1007
Test Service, 765
Test Service End-to-End, 746, 765
Test Specific Resources, 1007
Threat Reduction and Avoidance, 1344
Tool Policy Management, 1336
Track & Manage Customer Bill Inquiry
Resolution, 597, 610
Track & Manage Customer Order
Handling, 449, 455
Track & Manage Customer Problem,
510, 523
Track & Manage Customer QoS
Performance Resolution, 543, 558
Track & Manage Party Bill Inquiry
Page 1538 of 1540

Track & Manage Party Orders, 1221,

1230
Track & Manage Party Performance
Track & Manage Party Problem
Track & Manage Resource Performance
Track & Manage Resource Provisioning,
995, 1009
Track & Manage Resource Trouble,
1040, 1059
Track & Manage Revenue Assurance
Trouble Resolution, 1368
Track & Manage Service Problem, 781,
799
Track & Manage Service Provisioning,
744, 757
Track & Manage Service Quality
Performance Resolution, 817, 835
Track & Report Prospect, 152
Track & Supervise the Rollout of new
and/or Modified Infrastructure, 939
Track and Manage Customer
Interaction, 490
Track and Manage Party Interaction,
1243
Track and Manage Work Order, 989
Track and Monitor Logistics and
Manage Resource Inventory, 964
Track and Monitor Party Inventory,
1203
Track and Monitor Resource Repository
Capabilities, 959
Track and Monitor Service Inventory
Capabilities, 726
Track and Report Service Capability
Delivery, 691
Track Customer Inventory Usage, 417
Track Customer Order, 457
Track Customer QoS/SLA Management
Process Capability, 254
Track Lead, 144, 148
Track Marketing Lead, 149
Track Party Orders, 1234
Track Problem Handling Process
Capability, 409
Track Product Capability Business Case
Costs, 220
Track Product Offering Inventory

Usage, 247
Track Resource Provisioning Activity,
1011
Track Sales Inventory Usage, 117
Track Service Provisioning Activity, 759
Track Third-Party Order Handling
Infrastructure Deployment, 402
Track, Monitor and Manage RTM
Processes Including other Parties,
952
Track, Monitor and Manage Service
Problem Processes, 736
Track, Monitor and Report Resource
Provisioning, 941
Track, Monitor and Report Resource
Data Collection Processes and
Capabilities, 956
Track/Monitor Sales Performance, 156
Transform Data, 1441
Trigger Defined Action, 1047
Trigger Defined Service Alarm Action,
811
Undertake Customer Contacts Trend
Analysis, 394
Undertake Marketing Campaigns Trend
Analysis, 178
Undertake Marketing Communications
Trend Analysis, 163
Undertake Order Handling Trend
Analysis, 404
Undertake Performance Trend
Analysis, 945
Undertake Problem Handling Trend
Analysis, 410
Undertake Product Offering Promotion
Trend Analysis, 292
Undertake Product Offering Trend
Analysis, 406
Undertake QoS/SLA Performance Trend
Analysis, 255
Undertake Retention & Loyalty Trend
Analysis, 412
Undertake Selling Trend Analysis, 112
Update Customer Data, 505
Update Customer Interaction, 488
Update Customer QoS Report with
Analysis Results, 559
Update First in Resource Testing
Results, 1095
Page 1539 of 1540

Update First in Service Testing Results,

837
Update Inventory Record, 941
Update Order Repository, 457
Update Party Interaction, 1247
Update Resource Repository, 1012
Update Sales Repository, 138
Update Service Inventory Record, 732
Update Time to Restore Service, 530
Validate Customer Satisfaction, 470,
480
Validate Product Infrastructure Design,
222
Validate Resource Infrastructure
Design, 900
Validate Resource Usage Records,
1101
Validate Satisfaction of Customer, 481
Validate Service Infrastructure Design,
693
Validate Service Usage Record, 843

Validate Solution Predicted/Expected
Value, 481
Verify Consistency of Information,
1372
Verify Customer, 483
Verify Customer Bill Inquiry, 604
Verify Invoice Quality, 573
Verify party Bill Inquiry, 1296
Verify Party Inventory Availability,
1229
Verify Product Configuration, 514
Verify Resource Configuration, 1051
Verify Service Configuration, 790
Workforce Development, 1425
Workforce Management, 965
Workforce Management Schedule, 971
Workforce Strategy, 1422
Wrap-up Start of Product Offering
Promotion, 375
Page 1540 of 1540

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Frameworx Standard

Business Process Framework

Latest Update: Frameworx Release 15.5

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Addendum D Process Decompositions and Descriptions

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Addendum D Process Decompositions and Descriptions

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Addendum D Process Decompositions and Descriptions

1.1.3 SALES FORECASTING...................................................................................................... 86

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Addendum D Process Decompositions and Descriptions

Ensure Sales Inventory Data Quality............................................................................117

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Addendum D Process Decompositions and Descriptions

Maintain Contact Information.......................................................................................148

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Addendum D Process Decompositions and Descriptions

Ensure Marketing Campaign Capability.......................................................................176

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Addendum D Process Decompositions and Descriptions

1.2.1.4 GAIN COMMITMENT TO PRODUCT BUSINESS PLANS.........................................................203

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Addendum D Process Decompositions and Descriptions

Develop Product Commercialization Case[DELETED]...................................................232

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Addendum D Process Decompositions and Descriptions

Develop Detailed Product Specification.......................................................................263

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Addendum D Process Decompositions and Descriptions

Product Offering Lifecycle Management......................................................................294

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Addendum D Process Decompositions and Descriptions

Manage Product Offering Exit......................................................................................324

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Addendum D Process Decompositions and Descriptions

Develop Algorithmic Product Offering Pricing Matrix Specification..............................354

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Addendum D Process Decompositions and Descriptions

Support Problem Handling........................................................................................... 386

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Addendum D Process Decompositions and Descriptions

Maintain Customer Inventory facilities.........................................................................416

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Addendum D Process Decompositions and Descriptions

1.3.2.2 DEFINE JOURNEY BUILDING BLOCKS.............................................................................442

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Addendum D Process Decompositions and Descriptions

Gather Customer Information......................................................................................473

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Addendum D Process Decompositions and Descriptions

1.3.5.9.4 MEDIATE & ORCHESTRATE CUSTOMER INTERACTIONS...................................................502

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Addendum D Process Decompositions and Descriptions

Update Time to Restore Service...................................................................................531

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Addendum D Process Decompositions and Descriptions

Update Customer QoS Report with Analysis Results....................................................560

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Addendum D Process Decompositions and Descriptions

Manage Aged Customer Debt Portfolio........................................................................593

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Addendum D Process Decompositions and Descriptions

1.3.12.2 GUIDE BILLING EVENTS...........................................................................................625